著者

吉田 俊和 Yoshida Toshikazu 安藤 直樹 Ando Naoki 元吉 忠寛 Motoyoshi Tadahiro 藤田 達雄 Fujita Tatsuo 廣岡 秀一 Hirooka Shuichi 斎藤 和志 Saito Kazushi 森 久美子 Mori Kumiko 石田 靖彦 Isida Yasuhiko 北折 充隆 Kitaori Mitutaka

出版者

名古屋大学教育学部

雑誌

名古屋大學教育學部紀要. 心理学 (ISSN:03874796)

巻号頁・発行日

vol.46, pp.53-73, 1999-12-27

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Social annoyance was defined as any behavior which may bother, annoy, or irritate others, usually occurring between strangers. Social annoyance is aimed solely toward fulfilling one's own personal needs, at the sacrifice of inconveniencing others. This series of studies investigated social annoyance from a cognitive perspective. Study I examined the concept through three surveys. In Surveys 1 and 2,undergraduates (N=672) responded to questionnaires which included items which dealt with their attitudes toward social annoyance. These questionnaires consisted of attitude ratings of 120 annoying behaviors, along with various personality scales (e.g., Locus of Control (Kanbara et al, 1982), Social Consciousness (Wada & Kuze, 1990)). Factor analysis of the 120 behaviors revealed two factors, labeled "deviation from rules and manners", and "inconveniencing others." These attitudes showed positive correlations with the personality variables of "respect for norms", "philanthropic values" and "moral values". Survey 3 involved undergraduates (N=417) who responded to a questionnaire which included items asking for their perception of how they think others might feel toward the 120 annoying behaviors. Results indicated that subjects perceive the annoyance that others experience exceeds what they themselves experience. In Study II, social annoyance within two specific social events, i.e. weddings and funerals, were examined. Subjects were undergraduates and graduate students (N=136,mean age=21.0), along with their mothers (N=91,mean age=49.2). The questionnaire included items which dealt with : (1) attitudes toward 12 annoying behaviors, and means of coping; (2) the degree to which they perceive themselves as a social entity versus an individual entity (Social Consideration); and (3) their perception of how society should be (Belief about Society). Factor analyses showed that Belief about Society consists of three sub-scales : regulative, symbiotic and selfish belief. Furthermore, mothers scoring high on regulative and/oo symbiotic perceived annoyance the most, while students showed a positive correlation between Social Consideration and attitude toward social annoyance. These results suggest that belief about society and social consideration are important concepts toward examining social annoyance.

著者

佐藤 有紀 五十嵐 祐 吉田 俊和 SATO Yuki IGARASHI Tasuku YOSHIDA Toshikazu

出版者

名古屋大学大学院教育発達科学研究科

雑誌

名古屋大学大学院教育発達科学研究科紀要 (ISSN:13461729)

巻号頁・発行日

vol.60, pp.39-47, 2013-12-27 (Released:2014-03-06)

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Today, most Japanese corporations implement a merit pay or pay-for-performance system in order to enhance job performance. This study investigated the effect of pay-for-performance system on employees’ preference for organizational citizenship behavior using the hypothetical Prisoner’s Dilemma. Based on regulatory focus theory (Higgins, 1997), we focused on reward expectation for performance (e.g., promotion) and performance pressure (e.g., fears of failure), both of which presumably affect employees’ approach motivation in a different way. We hypothesized that employees’ reward expectation for performance increases their preference for organizational citizenship behavior while performance pressure decreases it. Three hundred and nineteen Japanese employees completed a take-home questionnaire; however, we only examined 175 of those (126 men and 49 women) who were working under management by objectives. Logistic regression analysis confirmed our hypotheses, suggesting that under pressure employees prioritize their individualized objectives rather than cooperate with others for a common goal. Expectation for reward increased employees’ preference for cooperative behavior when a situation calls for dealing with a coworker’s favor. Furthermore, these results were seen only for employees under pay-for-performance system such that those under the traditional system showed the reverse trend. Future studies should examine situational factors as well as each employee’s approach motivation.

著者

大嶽 さと子 多川 則子 吉田 俊和 オオタケ サトコ タガワ ノリコ ヨシダ トシカズ Ohtake Satoko Tagawa Noriko Yoshida Toshikazu

出版者

大阪大学大学院人間科学研究科対人社会心理学研究室

雑誌

対人社会心理学研究 (ISSN:13462857)

巻号頁・発行日

vol.10, pp.179-185, 2010