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Small Group Research
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Equity Sensitivity and Organizational Citizenship Behavior in a Team Environment

Obasi H. Akan

North Carolina Agricultural and Technical State University

Richard S. Allen

The University of Tennessee at Chattanooga, Rich-Allen{at}utc.edu

Charles S. White

The University of Tennessee at Chattanooga

This study examines the relationship between the equity sensitivity orientation of individuals and their exhibition of organizational citizenship behaviors in a team setting. Equity sensitivity theory posits that individuals differ in their equity orientation. Individuals on the benevolent end of the scale do not mind if they are giving more than they are receiving. Conversely, individuals at the entitled end of the spectrum prefer to be in a situation where they are receiving more than they are giving. Participants were administered the Equity Sensitivity instrument (ESI) at the beginning of a team project to determine their equity orientation. At the conclusion of the team project, participants were asked to evaluate their teammates' citizenship behaviors. Through a regression analysis, a significantly positive relationship was found between equity sensitivity scores and team citizenship behaviors. Those participants holding a more benevolent orientation were significantly more likely to exhibit citizenship behaviors as reported by their teammates.

Key Words: equity sensitivity • organizational citizenship behavior • teamwork • entitled • benevolent

This version was published on February 1, 2009

Small Group Research, Vol. 40, No. 1, 94-112 (2009)
DOI: 10.1177/1046496408326575
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