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

T. K. Peng and M. F. Peterson

International Business Review, 1998, vol. 7, issue 1, 69-87

Abstract: 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.

Date: 1998
References: View references in EconPapers View complete reference list from CitEc
Citations:

Downloads: (external link)
http://www.sciencedirect.com/science/article/pii/S0969593197000528
Full text for ScienceDirect subscribers only

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:eee:iburev:v:7:y:1998:i:1:p:69-87

Ordering information: This journal article can be ordered from
http://www.elsevier.com/wps/find/journaldescription.cws_home/133/bibliographic
http://www.elsevier. ... me/133/bibliographic

Access Statistics for this article

International Business Review is currently edited by P. Ghauri

More articles in International Business Review from Elsevier
Bibliographic data for series maintained by Catherine Liu ().