Equity sensitivity and organizational citizenship behavior in teams

¶ … Akan, O., Allen, R. & White, C. (2009). "Equity sensitivity and organizational citizenship behavior in a team environment." Small group research, 40 (1), pp. 94-112.

The factor measured before the study was conducted was the degree of the participating subjects' equity sensitivity orientation. People on the benevolent end of the equity sensitivity scale tend to be happy in positions where they give more than they receive, while those on the entitled end of the spectrum are happier in situations where they receive more than they give. The purpose of the study was to determine what relationship, if any, exists between equity sensitivity and organizational citizenship behavior. Though no data variables were manipulated, the set-up of this study made equity sensitivity the independent variable, and citizenship behavior was the dependent variable (though this dependence was, in fact, what the study tested for).

The study found that there was indeed a positive correlation between equity sensitivity and organizational citizenship behavior. Those who scored more on the benevolent end of the equity scale were also perceived to portray many citizenship behavioral traits by others in a team environment.

Future research could involve similar or even the same research methods employed in other countries and cultures, to see if this correlation still works outside of the United States. In addition, other personality tests can be administered before teams are set-up and tasks completed, to see if the perceived correlation of equity sensitivity to citizenship behavior can be narrowed down to even more specific causes.