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[Interpersonal conflicts in reward allocation and their resolution].

T Yamagishi1

  • 1Department of Sociology, University of Washington, Seattle 98195.

Shinrigaku Kenkyu : the Japanese Journal of Psychology
|June 1, 1987
PubMed
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When rewards depend on performance, individuals agree on fairness. When rewards are fixed, higher performers claim more, impacting compromise in group reward distribution.

Area of Science:

  • Social Psychology
  • Behavioral Economics

Background:

  • Equity theory suggests individuals compare their inputs and outcomes.
  • Perceived fairness in reward distribution is crucial for cooperation and group dynamics.

Purpose of the Study:

  • To investigate how performance feedback and reward structures influence equity judgments in dyadic interactions.
  • To examine the conditions under which compromise in reward distribution is facilitated or hindered.

Main Methods:

  • 144 subjects in 72 same-sex pairs performed a task with manipulated performance feedback (high-status/HS and low-status/LS).
  • Two reward conditions were implemented: performance-dependent and predetermined total rewards.
  • Subjects' equity judgments and willingness to compromise on reward distribution were recorded.

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Main Results:

  • When rewards were performance-dependent, both HS and LS subjects showed agreement in equity judgments.
  • With predetermined rewards, HS subjects perceived entitlement to more than half, while LS subjects expected approximately half.
  • Compromise was easier when accepting a partner's claim still resulted in referentially fair outcomes.

Conclusions:

  • Performance feedback significantly shapes equity perceptions, particularly when reward outcomes are not directly tied to individual contributions.
  • The structure of reward distribution systems critically influences fairness perceptions and the potential for conflict or cooperation.
  • Understanding these dynamics is key for designing equitable and effective group reward systems.