Perceived equity, motivation, and final-offer arbitration in major league baseball.
利用美国职业棒球大联盟的最终报价仲裁制度，研究球员在仲裁前后的表现和流动，发现输掉仲裁的球员表现下降且更可能离队，验证了公平理论的预测。
Final offer salary arbitration in major league baseball offers a umque institutional arrangement that creates a naturally occurring non-equivalent groups repeated measure research design.The structural arrangements allow for examination of anticipatory expectancy effects and for assessment of behavioral responses consistent with equity theory predictions.Additionally, equity theory can be tested without the methodological problems inherent in defining the referent other.Performance and mobility were examined for major league baseball position players who won and lost their arbitration hearings.Pre-arbitration performance was found to significantly predict arbitration outcome.Despite similar patterns of post-arbitration performance between winners and losers, a significant relationship was noted between losing arbitration and postarbitration performance declines.Analyses also suggested that losers were also significantly more likely to change teams and leave major league baseball.The causality of the relationship between performance and arbitration outcome is discussed along with expectancy and equity effects as they relate to performance and mobility following the arbitration intervention. Equity, Motivation and Arbitration 3 Perceived Equity, Motivation and Final Offer Arbitration in Major League BaseballSocial exchange models suggest that individuals engage in a process of companng contributions to outcomes in any particular interaction.The extent to which outcomes meet individual expectations determines whether or not the exchange is perceived as satisfactory (Mowday, 1987).When the individual deems the exchange to be unsatisfactory, low performance and withdrawal behaviors such as absenteeism and turnover are expected (Cosier & Dalton, 1983).Adams' (1965) theory of equity is generally regarded as the best known and most widely researched of the social exchange models.His model posits an exchange relationship (such as the employment relationship) in which individuals contribute inputs (such as work effort) in return for outcomes (pay and other rewards).The individual's input/outcome ratio may be compared to that of referent others or historical self.If the ratios are perceived to be unequal, a state of inequity motivates the individual to restore equity.The theory is based on the assumption that the greater the perceived inequity the greater the individual's tension and concomitant drive to restore equity.Adams hypothesized a set of responses that individuals engage in to restore equity.These include (1) changing one's own inputs or outcomes; (2) changing the inputs or outcomes of the referent; (3) cognitively distorting inputs or outcomes; (4) changing the referent; and (5) leaving the situation.However, not all modes of tension reduction are equally available.Individuals initially attempt to maximize positive outcomes and minimize costly or effortful inputs (Adams, 1965).Additionally, individuals tend to resist behavioral or cognitive changes in inputs or outcomes that are central to self-concept and self-esteem (Pritchard, 1969).Past research has suggested that perceived inequity is associated with reduced job satisfaction and increased intent to leave the organization (Carrell & Dittrich, 1978;Dittrich & Carrell, 1979).However, leaving the situation is a last resort measure that will occur only when inequity is high and other means to reduce inequity are ineffective or unavailable Equity, Motivation and Arbitration 4 (Adams, 1965).Adams' (1965) fonnulation of equity theory inspired a plethora of studies attempting to test hypotheses derived from the theory.