Abstract
On the basis of H. A. Simon (1990), the value of concern for others is proposed to derive from a process whereby individuals accept social information without carefully weighing its personal consequences. This value may thus reflect a sensitivity to social information that is unrelated to helping others. In 3 studies examining individuals' reactions to performance feedback, the reactions of persons high in concern for others were less contingent than those of persons low in concern for others on the personal costs and benefits of accepting and responding to feedback. In contrast, persons low in concern for others were likely to reject feedback that did not result in valued personal outcomes. Because many models of organizational behavior maintain that individuals act on the basis of their evaluation of personal consequences, this value may relate to a wide range of organizational phenomena.
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