Comparison for Chinese subordinates as a motivation approach: Scale Development and Psychometric Properties
Abstract: Chinese people are
motivated by social comparison and temporal comparison. Based on this finding,
we conceptualized lateral comparison and vertical comparison as two distinct
constructs that represent individual self-enhancement toward the nature of
social comparison with others and temporal comparison with self over time. We
hypothesized that as stable individual psychological difference, lateral
comparison and vertical comparison would have differential effects on people’s
working behavior in the Chinese organizational context.
Design/methodology/approach: Based on a conceptualization approach to
Chinese management research, we conducted three studies to develop and validate
a two-factor comparison scale which includes three-item lateral comparison and
a three-item vertical comparison.
Findings: Results from qualitative data in Study 1 provide evidence of
convergent and discriminate validity of the scale, while Study 2 demonstrates
the scale’s predictive validity. Furthermore, in Study two, a field survey in
multiple Chinese organizations showed that lateral comparison and vertical
comparison had differential effects on employee task performance and
organizational citizenship behavior.
Research implications: The theoretical and practical implications of this
study are discussed in the working context in Chinese organizations and beyond.
Originality/value: This finding integrates insights from previous
research in social comparison and temporal comparison into a motivation
approach that supervisors use toward subordinates in the Chinese organizational
context.
Keywords: lateral comparison,
vertical comparison, task performance, organizational citizenship behavior
Author: Jingjing Ge, Yezhuang
Tian, Chengfeng Li
Journal Code: jptindustrigg150064
