The Status of R and D for the Relativistic Heavy Ion Collider at Brookhaven

Forsyth, E.B.

doi:10.2172/1119311

Cited by 12 publications

(16 citation statements)

References 7 publications

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“…In other words, distributive justice addresses the fairness perceptions about reward-cost sharing among the members of an organization (Forsyth, 2006). The said resources and outcomes can be both tangible such as payment and intangible such as appreciation.…”

Section: Distributive Justicementioning

confidence: 99%

Innovative Behavior: Relations with Developmental Culture, Psychological Empowerment, Distributive Justice and Organizational Learning Capacity

Gözükara¹,

Yıldırım²,

Yıldız³

2016

IBR

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Competitive advantage has a significant role in organizations' survival and the key path to achieve that advantage passes through innovation. Organizations need employees who do not just create new ideas but also implement them. These innovative behaviors may provide great contributions to both organizational performance and success. There are certain factors which motivate employees to exhibit such behaviors. Concordantly, the present study aims to discover how innovative behaviors of employees are related with developmental culture and psychological empowerment as well as distributive justice and organizational learning. The study sample included 276 participants from the aviation sector. The study data were collected through the survey method and data analysis was performed via SPPS and AMOS programs. The results showed that developmental culture and psychological empowerment had positive relationships with innovative behavior, whereas distributive justice and organizational learning capacity positively affected developmental culture.

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Section: Distributive Justicementioning

confidence: 99%

Innovative Behavior: Relations with Developmental Culture, Psychological Empowerment, Distributive Justice and Organizational Learning Capacity

Gözükara¹,

Yıldırım²,

Yıldız³

2016

IBR

View full text Add to dashboard Cite

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“…: hard work, performance) relative what they receive (preeminently: pay). This proportionality‐based specification of inputs and outcomes in the organisational justice literature contrasts with how inputs and outcomes are conceptualised under conditions of distributive equality, under which “all outcomes are equal regardless of inputs” (this wording is the standard conceptualisation in the extant literature; Deutsch, , , ; Distributive Justice, 2017; Forsyth, ; Lerner, 1984; Leung & Park, , Mannix, Northcraft, & Neale, 1985).…”

Section: Redefining Understanding Of Employee Inputsmentioning

confidence: 99%

Making sense of egalitarian pay: Reconceptualising its treatment in organisations

Morand

Merriman

Deckop

2019

Human Res Mgmt Journal

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In this paper, we offer an intraorganisational sensemaking perspective on how organisational members interpret egalitarian forms of pay. Specific focus is given to managerial (non)communication of diverse rationales for egalitarian pay practices. We integrate a wide range of research and descriptive accounts to organise schema‐relevant concepts into a typology of rationales that inform the sensemaking process, as ultimately observed in employee receptivity and response to egalitarian pay practices. The culmination of our conceptual development is a prescriptive framework on organisational communication of egalitarian pay practices to its members. We offer a future research agenda and propositions to test the validity of this developed framework and conclude with a discussion of limitations and theoretical and practical implications.

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“…One clear linkage was to work by social psychologists who have analyzed therapeutic groups of various kinds, searching for the processes (intrapersonal and interpersonal) that can make those groups helpful. A summary of that work can be found in Forsyth (1991). He identified a variety of important processes, such as social comparison, social learning, self-insight (gained through feedback from others), social influence, and social provisions (e.g., advice, emotional support, and acceptance).…”

Section: Social Psychological Linkagesmentioning

confidence: 99%

Views from a distant shore: A social psychological perspective on group psychotherapy.

Moreland¹,

McMinn²

1999

Group Dynamics: Theory, Research, and Practice

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A brief commentary is offered on M. McCallum and W. E. Piper's (1999) article that describes their research on the effectiveness of a group psychotherapy program for treating patients with personality disorders. One set of comments examines the strengths and weaknesses of that article, whereas another set identifies potential linkages between the article and social psychological work on small groups.

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The Status of R and D for the Relativistic Heavy Ion Collider at Brookhaven

Cited by 12 publications

References 7 publications

Innovative Behavior: Relations with Developmental Culture, Psychological Empowerment, Distributive Justice and Organizational Learning Capacity

Innovative Behavior: Relations with Developmental Culture, Psychological Empowerment, Distributive Justice and Organizational Learning Capacity

Making sense of egalitarian pay: Reconceptualising its treatment in organisations

Views from a distant shore: A social psychological perspective on group psychotherapy.

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