The predictive and interactive effects of equity sensitivity in teamwork-oriented organizations

Many studies have investigated the relationship between equity sensitivity and other variables of organizational importance. Although theoretical grou nds support a link between equity sensitivity and job performance, to date no studies have found equity sensitivity to be a valid predictor of non sel f-reported job performance in held research. The two field studies reported here empirically support this link and demonstrate that equity sensitivity may also interact with personality traits in predicting job performance. L imitations of the current investigations and future research are: discussed . Copyright (C) 2001 John Wiley & Sons, Ltd.