Equity Sensitivity: Construction of a Measure and Examination of Its Psychometric Properties

By Kerry S. Sauley, A. Bedeian. 2000

152 citations recorded by the source corpus.

Subfields: General Decision Sciences, Management Science and Operations Research, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/f58f0c4882065e589804e7ee1ef7c336e8d343c3

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In General Decision Sciences

1. Usman Raja
2. Martha C. Andrews
3. Gerald L. Blakely
4. D. Truxillo
5. R. H. Moorman
6. G. Johns
7. Filotheos Ntalianis

In Management Science and Operations Research

1. Usman Raja
2. José María Peiró
3. Katerina Bezrukova
4. Karen A. Jehn
5. Martha C. Andrews
6. Gerald L. Blakely
7. T. Bauer
8. R. H. Moorman

In Organizational Behavior and Human Resource Management

1. Usman Raja
2. T. Bauer
3. B. Erdogan
4. G. Johns
5. Katerina Bezrukova
6. D. Truxillo
7. Martha C. Andrews
8. José María Peiró

Citations in the corpus

• The Moderating Effects of Equity Sensitivity on The Relationship Between Organizational Justice and Organizational Citizenship Behaviors (2005, methodology): “Additionally, as noted by Sauley and Bedeian (2000) , the established scoring procedure we used for the ESI to classify individuals as entitleds, equity sensitives, or benevolents is problematic.”
• The Impact of Personality on Psychological Contracts (2004, methodology): “Equity sensitivity. Equity sensitivity was measured with the 16-item Equity Preference Questionnaire (EPQ) developed by Sauley and Bedeian (2000) .”
• Bringing humility to leadership: Antecedents and consequences of leader humility (2005, background): “Furthermore, they are equity-entitled, feeling no guilt when they receive more than they deserve (Sauleya & Bedian, 2000).”
• The faultline activation process and the effects of activated faultlines on coalition formation, conflict, and group outcomes (2010, background): “Entitled individuals increase power struggles and adversity in groups (Kirkpatrick, Waugh, Valencia, & Webster, 2002; Sauley & Bedeian, 2000) and hence, when specific team entitlement configurations are present in a group we propose that dormant faultlines are more likely to be activated.”
• Overqualified Employees: Making the Best of a Potentially Bad Situation for Individuals and Organizations (2011, background): “…requirements and employee skills can make someone feel overqualified—if in fact some people are prone to experience overqualification more than others, just as some people are more likely to experience injustice (e.g., Sauley & Bedeian, 2000)—screening out some candidates may not solve the problem.”