Abstract
AbstractThis paper investigated whether group-level rewards can counteract the negative effects of asymmetric task dependence. Previous research has found that asymmetry (an imbalance in task-related resources, such as work inputs, knowledge, or skills) is correlated with lower levels of helping behavior. In this study, 182 students participated in a work simulation that manipulated symmetry and reward interdependence, and measured helpful behaviors provided to the dependent. The results demonstrate that asymmetry indeed leads to selfish behavior. However, group-level rewards are an effective way to motivate resource controllers to give help to their dependents. Interestingly, group rewards motivate over and above the benefit received from the reward itself—although resource controllers could maximize their own benefit with 2 helping behaviors per round, they gave on average 3.7 to 6.4 helping behaviors per round (95% confidence interval based on 10,000 bootstrap samples). The results demonstrate that in ...
Highlights
Workers often depend on the resources provided by co-workers
This paper investigated whether group-level rewards can counteract the negative effects of asymmetric task dependence
The results indicate that resource controllers in an asymmetric dependence are motivated towards selfishness, when compared to resource controllers in a symmetric dependence
Summary
Workers often depend on the resources provided by co-workers. When a worker needs resources, but provides little in return, that worker is asymmetrically dependent on those resource-controlling co-workers. Asymmetric dependence may cause problems in work relationships because research suggests that those who control resources are less motivated to provide help to their dependents (de Jong, Van der Vegt, & Molleman, 2007). The colleague may need little from the relationship and will be less motivated to go above and beyond to help their dependent (Bowler & Brass, 2006) This is an important issue because asymmetrically imbalanced resource control is increasingly common in knowledge work—it is difficult to have a perfectly symmetrical distribution of work, skills, knowledge, role tenure, or natural ability (Van der Vegt, de Jong, Bunderson, & Molleman, 2010). A worker is task-dependent on a colleague when the worker needs task-related resources to complete the job. Helping behavior is interesting to both researchers and practitioners because it has a stronger effect on team and organizational performance than other forms of citizenship behavior (Podsakoff & MacKenzie, 1997)
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