Contingent and noncontingent social rewards and punishments from leaders: do US and Japanese subordinates make comparable distinctions?

Both Japanese and American subordinates distinguish performance contingent from noncontingent rewards and punishments, but they do so in subtly different ways. Data using Podsakoff's leadership scale were collected from local government supervisory and professional staff in three US and one Jap...

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Bibliographic Details
Published in:International business review 1998, Vol.7 (1), p.69-87
Main Authors: Peng, T.K, Peterson, M.F
Format: Article
Language:English
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Summary:Both Japanese and American subordinates distinguish performance contingent from noncontingent rewards and punishments, but they do so in subtly different ways. Data using Podsakoff's leadership scale were collected from local government supervisory and professional staff in three US and one Japanese city. Multigroup confirmatory factor analyses indicate that differences among the three US samples are smaller than those between the pooled US and Japanese samples. The US factor structure is generally consistent with prior research. However, the Japanese factor structure indicates that these respondents interpret various noncontingent punishments items as either: (1) a lack of contingent rewards; (2) an expression of contingent punishment; or (3) an extension of noncontingent rewards.
ISSN:0969-5931
1873-6149
DOI:10.1016/S0969-5931(97)00052-8