Antecedents and Consequences of Merit Pay Fairness for Industrial Salespeople

By S. Ramaswami, Jagdip Singh. 2003

201 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Safety Research

View Paper: https://www.semanticscholar.org/paper/e5ec93979490feccc74afe22f6b9a0c806e7a607

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In Organizational Behavior and Human Resource Management

In Safety Research

Citations in the corpus

PROCEDURAL JUSTICE, INTERACTIONAL JUSTICE, AND TASK PERFORMANCE: THE MEDIATING ROLE OF INTRINSIC MOTIVATION (2009, unknown): “…relationships between interpersonal justice and task performance (Colquitt, Scott, Judge, & Shaw, 2006; Kickul, Lester, & Finkl, 2002; Weaver & Conlon, 2003) and other times yielded significant relationships (Cropanzano, Prehar, & Chen, 2002; Ramaswami & Singh, 2003; Rupp & Cropanzano, 2002).”
Leadership and fairness: The state of the art (2006, background): “Ramaswami and Singh (2003) find that leader procedural fairness predicts trust in leadership and job satisfaction, and Wat and Shaffer (2005) show that leader procedural/interactional fairness (the measure seems to confound the two) predicts trust in leadership and OCB.”
The impact of financial services quality and fairness on customer satisfaction (2012, background): “These negative states motivate behavioral changes on the part of the employees involved (Greenberg, 1984; Ramaswami and Singh, 2003).”
Influence of customer participation on creating and sharing of new product value (2008, methodology): “…Whitney (2001) and Agustin and Singh (2005), we included a construct (supervisor's trust toward the respondents measured by three items adapted from Ramaswami and Singh (2003)) that is theoretically unrelated to the constructs in the model, and related it to all the endogenous constructs in the…”
The Model-Size Effect on Traditional and Modified Tests of Covariance Structures (2007, background): “Ramaswami and Singh (2003) estimated a conﬁrma-tory factor model with N D 154 , k D 13 , p D 51 , d D 1,147, and t D 179 .”
Person–organization fit, OCB and performance appraisal: Evidence from matched supervisor–salesperson data set in a Spanish context☆ (2008, background): “However, researchers have failed to find evidence of a strong correlation between satisfaction and performance, despite the many studies that have been conducted to uncover this relationship (Ramaswami & Singh, 2003).”
Sales-Force Reactions to Corporate Social Responsibility: Attributions, Outcomes, and the Mediating Role of Organizational Trust (2010, background): “Trust is likely to positively influence salespersons’ extra-role performance, which is not explicitly recognized by the formal reward system and that strengthens the effective functioning of the organization (Aryee, et al. 2002; Ramaswami and Singh 2003).”
Understanding customers' loyalty intentions towards online shopping: an integration of technology acceptance model and fairness theory (2009, background): “Interactional fairness may be more potent not only because of its intrinsic value (e.g. treating customers with respect and politeness) but also because of its signalling value (e.g. as a ‘signal’ for the transaction procedures) (Ramaswami and Singh 2003).”