Justice as a dependent variable: subordinate charisma as a predictor of interpersonal and informational justice perceptions

Research in the organizational justice literature has shown that interpersonal and informational justice are significant predictors of subordinate attitudes and behaviors. However, scholars have neglected to explore whether certain subordinate characteristics might be associated with managers' adherence to interpersonal and informational justice rules. The current authors' study tested a model, inspired by approach-avoidance perspectives (e.g., Gray, 1990), in which manager ratings of subordinate charisma influenced subordinate ratings of interpersonal and informational justice through the mechanisms of positive and negative sentiments (i.e., emotions felt by the manager toward the subordinate). A field study of 181 employees of a large national insurance company revealed partial support for this model. Structural equation modeling revealed that subordinate charisma was related to interpersonal justice perceptions, a relationship that was fully mediated by positive and negative sentiments. However, subordinate charisma was not associated with informational justice perceptions. These findings signal the potential utility in examining subordinate-based predictors of justice variables.     

THE PRECURSORS AND PRODUCTS OF JUSTICE CLIMATES: GROUP LEADER ANTECEDENTS AND EMPLOYEE ATTITUDINAL CONSEQUENCES

Drawing on the organizational justice, organizational climate, leadership and personality, and social comparison theory literatures, we develop hypotheses about the effects of leader personality on the development of 3 types of justice climates (e.g., procedural, interpersonal, and informational) and the moderating effects of these climates on individual-level justice–attitude relationships. Largely consistent with the theoretically derived hypotheses, the results showed that leader (a) Agreeableness was positively related to procedural, interpersonal, and informational justice climates; (b) Conscientiousness was positively related to a procedural justice climate; and (c) Neuroticism was negatively related to all 3 types of justice climates. Further, consistent with social comparison theory, multilevel data analyses revealed that the relationship between individual justice perceptions and job attitudes (e.g., job satisfaction, commitment) was moderated by justice climate such that the relationships were stronger when justice climate was high.     

Social exchange from the supervisor’s perspective: Employee trustworthiness as a predictor of interpersonal and informational justice

Using social exchange theory, we argue that because supervisors tend to value employee trustworthiness, they will be more likely to adhere to interpersonal and informational justice rules with trustworthy employees. Given social exchange theory’s assumption that benefits are voluntary in nature, we propose that the benevolence and integrity facets of trustworthiness will be more likely to engender social exchange relationships than the ability facet. Specifically, we propose that employees seen as having high benevolence and integrity engender feelings of obligation and trust from their direct supervisors, increasing the likelihood that these supervisors will adhere to interpersonal and informational justice rules, which in turn influences employee perceptions of justice. We find partial support for our mediated model using a field sample.     

Survivor reactions to reorganization: antecedents and consequences of procedural,interpersonal, and informational justice

This study tested a model of survivor reactions to reorganization, which incorporated multiple predictors and consequences of procedural, interpersonal, and informational justice. The 3 justice types had different correlates: all 4 antecedents (employee input, victim support, implementation, and communication quality) predicted interpersonal fairness, implementation and communication quality were associated with informational fairness, and employee input was the sole predictor of procedural justice. Procedural justice was strongly related to all 4 outcome variables, and interpersonal and informational justice added unique variance to the prediction of trust in management. The reorganization effort was still predictive of employee outcomes, although primarily through procedural justice approximately I year after its completion.     

上司人际公平如何影响员工工作结果:有中介的调节效应

本文探讨了上司的人际公平怎样影响员工工作满意度和人际层面组织公民行为,以及这种影响何时更强或更弱。通过对237名在职人员调查,结果发现:(1)员工的上司信任在人际公平与工作满意度、人际层面组织公民行为之间具有部分和完全中介作用;(2)上司权力对人际公平效应具有调节作用:当上司权力较高时,人际公平显著影响员工对他的信任,进而影响工作满意度和人际层面组织公民行为;而当其权力较低时,人际公平的影响不明显。     

How perceived interpersonal justice relates to job burnout and intention to leave: The role of leader–member exchange and cognition‐based trust in leaders

Intense competition among companies makes it particularly important for organizations to retain talented and skilled employees to maintain their competitive advantage. This study examines the linkage between employees' perceptions of the interpersonal justice demonstrated by their leaders and consequent job burnout resulting in turnover intention by focusing on the mediating role of leader–member exchange (LMX) as well as the moderating role of employees' cognition‐based trust in their leaders. Data were obtained from 158 MBA students attending a large university in South Korea. Using structural equation modelling, we examined an integrative model that combines interpersonal justice, LMX, job burnout, and turnover intention. The results reveal that (a) LMX partially mediates the relationships between interpersonal justice and job burnout and (b) employees' cognition‐based trust in their leaders moderates the relationship between LMX and job burnout. By examining the mediating role of LMX as well as the moderating role of cognition‐based trust in the relationship between perceived interpersonal justice and employee job burnout, this study (1) provides a comprehensive explanation of employee job burnout and (2) outlines the implications for job burnout research and practice.     

The Role of Trust in Salesperson—Sales Manager Relationships

Leader-Member Exchange Theory (LMX) offers a way to better understand nuances of the salesperson-sales manager relationship. The study reported here employs leader-member exchange theory to evaluate how sales employees develop trust with their managers. Findings show that salespeople's perceptions of procedural justice positively influence salespeople's commitment to the organization, and thereby their satisfaction with the job. Suggestions are provided concerning how sales organizations can train managers to manage consistently and thereby build trust and commitment in salespeople.     

Understanding Employee Job Satisfaction: The Importance of Procedural and Distributive Justice

The importance of perceived fair treatment and its effect on employee job satisfaction cannot be overlooked. Hierarchical regression analyses revealed that structural procedural justice, interpersonal procedural justice, and distributive justice each accounted for significant unique variance in employee job satisfaction. In addition, when job satisfaction was regressed on all three types of organizational justice, all three justice perceptions significantly predicted job satisfaction. However, interpersonal procedural justice and distributive justice were more strongly related to job satisfaction with distributive justice having the strongest relationship of the three fairness perceptions.     

Justice at the millennium: a meta-analytic review of 25 years of organizational justice research.

The field of organizational justice continues to be marked by several important research questions, including the size of relationships among justice dimensions, the relative importance of different justice criteria, and the unique effects of justice dimensions on key outcomes. To address such questions, the authors conducted a meta-analytic review of 183 justice studies. The results suggest that although different justice dimensions are moderately to highly related, they contribute incremental variance explained in fairness perceptions. The results also illustrate the overall and unique relationships among distributive, procedural, interpersonal, and informational justice and several organizational outcomes (e.g., job satisfaction, organizational commitment, evaluation of authority, organizational citizenship behavior, withdrawal, performance). These findings are reviewed in terms of their implications for future research on organizational justice.     

Explaining the justice-performance relationship: trust as exchange deepener or trust as uncertainty reducer?

Past research has revealed significant relationships between organizational justice dimensions and job performance, and trust is thought to be one mediator of those relationships. However, trust has been positioned in justice theorizing in 2 different ways, either as an indicator of the depth of an exchange relationship or as a variable that reflects levels of work-related uncertainty. Moreover, trust scholars distinguish between multiple forms of trust, including affect- and cognition-based trust, and it remains unclear which form is most relevant to justice effects. To explore these issues, we built and tested a more comprehensive model of trust mediation in which procedural, interpersonal, and distributive justice predicted affect- and cognition-based trust, with those trust forms predicting both exchange- and uncertainty-based mechanisms. The results of a field study in a hospital system revealed that the trust variables did indeed mediate the relationships between the organizational justice dimensions and job performance, with affect-based trust driving exchange-based mediation and cognition-based trust driving uncertainty-based mediation.     

When your boss says no! The effects of leadership style and trust on employee reactions to managerial explanations

The present study proposes and tests a model that examines the relationship between leadership style, trust, employee interpretations of managerial explanations, and justice perceptions. Using a critical incident methodology, 203 working adults were asked to recall a recent situation in which a request or proposal made to their manager was denied. Results provide strong support for the theoretical model. Namely, the effect of leadership style on explanation perceptions was indirect through employees' level of trust in their manager. Specifically, employees who felt their manager was transformational reported a higher degree of trust and more favourable reactions to managerial explanations.     

Interpersonal Trust and Emotion as Antecedents of Cooperation: Evidence From Korea1

In this field study (n = 514), we examined the relationships among interpersonal trust, interpersonal emotion, cooperation, and the characteristics of both the trustor and trustee at work. We found that interpersonal trust and interpersonal emotion were positively related to willingness to cooperate among members working in teams. We also found that interpersonal emotion was positively related to interpersonal trust. Interpersonal trust and interpersonal emotion, in turn, were predicted by 3 trustee characteristics: ability, benevolence, and integrity. Together, interpersonal trust, interpersonal emotion, and trustee characteristics accounted for 70% of the variance in willingness to cooperate among the team members.     

THE ROLE OF UPWARD INFLUENCE TACTICS IN HUMAN RESOURCE DECISIONS

A model was examined which proposes that employee influence tactics impact human resource decisions by affecting managers' perceptions of the subordinate's interpersonal skills, manager liking of subordinates, and managers' perceptions of similarity to subordinates. The human resource decisions investigated were performance ratings, promotability assessments, and salary. Data were collected from 247 subordinates and their managers and from company records. Structural equation modeling results indicated that influence tactics were related to managers' perceptions of subordinates' interpersonal skills, liking, and perceptions of similarity to subordinates. Specifically, subordinates' use of reasoning, assertiveness, and favor rendering were positively related to managers' perceptions whereas bargaining and self-promotion were negatively related to these perceptions. Finally, there was no support for direct relationships between influence tactics and HR decisions.     

APPLYING UNCERTAINTY MANAGEMENT THEORY TO EMPLOYEE VOICE BEHAVIOR: AN INTEGRATIVE INVESTIGATION

Drawing on uncertainty management theory, this study integrates justice research with the elaboration likelihood model and considers employee voice behavior as a function of 3 (interpersonal, procedural, and distributive) facets of justice perceptions in combination. Specifically, a positive relationship is hypothesized between interpersonal justice and employee voice behavior, which is buffered by high procedural justice. This 2‐way interaction effect is also examined to determine whether it would be mitigated by low distributive justice. Results from a sample of 395 manager–employee dyads provide support for these predictions. Furthermore, results from a supplementary analysis show that the 3‐way interaction effect on employee voice behavior was more pronounced for those who had a high feeling of uncertainty (i.e., those with a shorter job tenure or occupational tenure). Theoretical and practical implications of the findings are discussed.     

Developing Sales Force Relationalism: The Role of Distributive and Procedural Justice

Sales force justice perceptions can play an important role in the development of relational norms or relationalism; however, little research has explored the linkages between justice and the development of sales force relationalism. The relational justice model—that is, neutrality, trust, and respect—was tested with regard to direct effects on sales force perceptions of distributive and procedural justice, and in, subsequently, manager–sales force relationalism. The findings, from a sample of business-to-business salespeople, support the hypothesized relationships between the constructs in the relational model and distributive and procedural justice. Neutrality, trust, and respect significantly and positively affect both distributive and procedural justice, which directly affects the development of sales force relationalism. The results have implications for sales force management and future research endeavors.     

The impact of justice climate and justice orientation on work outcomes: a cross-level multifoci framework

In this article, which takes a person-situation approach, the authors propose and test a cross-level multifoci model of workplace justice. They crossed 3 types of justice (procedural, informational, and interpersonal) with 2 foci (organization and supervisor) and aggregated to the group level to create 6 distinct justice climate variables. They then tested for the effects of these variables on either organization-directed or supervisor-directed commitment, satisfaction, and citizenship behavior. The authors also tested justice orientation as a moderator of these relationships. The results, based on 231 employees constituting 44 work groups representing multiple organizations and occupations, revealed that 4 forms of justice climate (organization-focused procedural and informational justice climate and supervisor-focused procedural and interpersonal justice climate) were significantly related to various work outcomes after controlling for corresponding individual-level justice perceptions. In addition, some moderation effects were found. Implications for organizations and future research are discussed.     

The influence of sexual harassment frequency and perceptions of organizational justice on victim responses to sexual harassment

Organizational justice theory was used to understand the conditions that influence how women respond when sexually harassed. Specifically, this study examined whether sexual harassment frequency interacts with perceptions of four types of organizational justice (procedural, distributive, interpersonal, and informational) to predict two types of victim responses (confrontation and reporting). With data collected from 257 female employees, it was found that the interaction between sexual harassment frequency and perceptions of distributive justice and the interaction between sexual harassment frequency and perceptions of procedural justice predicted reporting, whereas the interaction between sexual frequency and perceptions of distributive justice predicted confrontation. The interaction between sexual harassment frequency and perceptions of informational justice predicted both confrontation and reporting. Implications for organizations are discussed.     

Hedging Their Bets: A Longitudinal Study of The Trade-Offs Between Task and Contextual Performance in a Sales Organization

In a field study of 167 salespeople working within a hybrid control system where multiple goals are valued, we examine whether feedback on sales performance is an antecedent to managerial ratings of task and contextual performance. Consistent with a hedge your bets strategy, results showed that the relationship between sales performance and ratings of interpersonal facilitation was curvilinear and moderated by political skill. Whereas sales performance and ratings of task performance and job dedication were positively related, interpersonal facilitation was negatively related to subsequent sales performance, suggesting that those who hedged their bets were less likely to achieve future sales goals.     

Job Function,Sex, and Environment As Correlates of Work Perceptions and Attitudes1

The present study examined job function and sex differences in perceptions of the physical and social work environment and the relationship of the work environment to work perceptions and attitudes when function and sex are controlled. Research indicated that job function, but not sex, was related to environment perceptions for 426 employees in a state government agency. The social environment also emerged as a significant predictor of work involvement, trust, and satisfaction. Significant interactions between job function and environment indicated that the social environment was negatively related and the physical environment positively related to work perceptions for managerial employees. The reverse was found for employees in other job functions.     

Contingent Punishment as a Double‐Edged Sword: A Dual‐Pathway Model from a Sense‐Making Perspective

A sense‐making perspective is adopted to explore how and when contingent punishment is related to job performance. Results from Study 1 support the prediction that contingent punishment is positively related to job performance through affective commitment and negatively related to job performance through self‐regulation impairment. Interpersonal justice on the part of supervisors strengthens the positive pathway, such that contingent punishment is more related to affective commitment when interpersonal justice is high. Core self‐evaluation of employees weakens the negative pathway, such that contingent punishment is less related to self‐regulation impairment when core self‐evaluation is high. Moderated mediation effects also show that the positive indirect effect of contingent punishment on job performance through affective commitment exists only when interpersonal justice is high and that the negative indirect effect of contingent punishment on job performance through self‐regulation impairment occurs only when core self‐evaluation is low. The results associated with the novel pathway mediated by self‐regulation impairment are replicated in Study 2.