Author:
Tuli Nikhita,Shrivastava Kunal,Khattar Disha
Abstract
Purpose
This study aims to clarify the ambiguous nature of equity sensitivity and understand the associations between equity perceptions and the personality domain in organizational behaviour.
Design/methodology/approach
The study reviews 56 articles that rendered associations between different HEXACO personality domains and equity sensitivity and proposed a possibility of equity sensitivity being a situation-activated trait.
Findings
The domains of Honesty-humility, Conscientiousness and Agreeableness are predominantly associated with equity sensitivity. The domain of Emotionality is also associated but not as significant as the aforementioned domains. Unexpectedly, Extraversion, the domain of social interactions, and Openness to experience showed little to no associations. The transient nature of equity sensitivity has been proposed that postulates that such nature might help predict an individual’s personality characteristics in a given context.
Originality/value
This review is one of the first, to the best of the authors’ knowledge, to describe the associations between equity sensitivity and the HEXACO personality domains. Additionally, the situational nature of equity sensitivity and relationship with the personality traits is proposed.
Subject
General Business, Management and Accounting
Reference80 articles.
1. Towards an understanding of inequity;The Journal of Abnormal and Social Psychology,1963
2. The role of dispositions in politics perception formation: the predictive capacity of negative and positive affectivity, equity sensitivity, and self-efficacy;Journal of Managerial Issues,2008
3. Equity sensitivity and organizational citizenship behavior in a team environment;Small Group Research,2009
4. Are millennials really an entitled generation? An investigation into generational equity sensitivity differences;Journal of Business Diversity,2015
5. Cross‐cultural equity sensitivity: a test of differences between the United States and Japan;Journal of Managerial Psychology,2005
Cited by
2 articles.
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