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.     

Role of employee felt obligation and endorsement of the just world hypothesis: A social exchange theory investigation in an organizational justice context

According to social exchange theory, felt obligation after being treated justly is key to explaining why justice perceptions influence behaviors important to organizations, such as task performance and organizational citizenship behavior (OCB). Perhaps those who believe in a just world (Just World Hypothesis, JWH) are more likely to feel obligated to reciprocate just treatment with behaviors benefiting the organization. Thus, our goal was to investigate whether belief in the JWH influences to what extent people feel obligated after being treated justly and the importance of felt obligation in regard to behavioral outcomes, such as OCB and task performance. Based on 160 university alumni and their supervisors, results provide support that justice perceptions can relate to both job performance and OCB via felt obligation, providing empirical support for the theoretical role of felt obligation in the social exchange theory explanation of how justice perceptions can translate into employee behaviors benefiting the organization. Results also suggest that endorsement of the JWH interacts with procedural and distributive justice perceptions, but not interpersonal justice perceptions, to influence felt obligation and that the indirect effect of distributive and procedural justice perceptions on both OCB and task performance via felt obligation is only significant for individuals with relatively high levels of endorsement of the JWH. Implications are discussed.     

Employer Treatment of Employees During a Community Crisis: The Role of Procedural and Distributive Justice

This study applies organizational justice principles to human resource decisions made during a crisis situation. Three-hundred and sixty-six working individuals of ice storm affected households responded to a telephone survey that included measures of interactional, procedural and distributive justice, organizational commitment and job satisfaction. Confirmatory Factor Analysis suggested collapsing the interactional and procedural justice measures into one measure of procedural treatment. Overall, there was considerable support for the relevance of procedural justice and its interaction with distributive justice in predicting the work attitudes of employee following a disaster. Multiple regression analyses revealed that perceptions of procedural justice most strongly predicted job satisfaction and organizational commitment. Consistent with existing theory, an interaction between distributive and procedural was found to predict job satisfaction. The predicted interaction was not detected for organizational commitment.We would like to acknowledge the capable research assistance of Paula Warnholtz and the financial assistance from the Senate Research Committee at Bishop’s University.     

The Relationship Between Perceptions of Fairness and Voluntary Turnover Among Retail Employees1

Research on the relationship between perceived fairness and employee turnover has tended to focus on turnover intentions rather than behavior, and the few studies that have assessed actual turnover have reported inconsistent results. In the present study, we examined the interactive effects of distributive, procedural, and interactional justice on turnover among 159 retail employees. Results showed that the effect of distributive justice on turnover was stronger when interactional justice was perceived as low rather than high. Our findings also suggest that disproportionate turnover group base rates favoring stayers over leavers can affect results of justice turnover research.     

Organizational justice and mental health: A multi‐level test of justice interactions

We examine main and interaction effects of organizational justice at the individual and the organizational levels on general health in a Kenyan sample. We theoretically differentiate between two different interaction patterns of justice effects: buffering mechanisms based on trust versus intensifying explanations of justice interactions that involve psychological contract violations. Using a two‐level hierarchical linear model with responses from 427 employees in 29 organizations, only interpersonal justice at level 1 demonstrated a significant main effect. Interactions between distributive and interpersonal justice at both the individual and the collective levels were found. The intensifying hypothesis was supported: the relationship between distributive justice and mental health problems was strongest when interpersonal justice was high. This contrasts with buffering patterns described in Western samples. We argue that justice interaction patterns shift depending on the economic conditions and sociocultural characteristics of employees studied.     

社会公正对权威合法性的影响:社会阶层的调节作用

社会层面中的权威合法性研究是国内外学者和管理实践者近来关注的重要问题。而社会公正的两个维度——分配公正和程序公正对权威合法性的交互作用的结果并不一致。本研究基于解释水平理论,提出社会阶层能调节分配公正和程序公正对权威合法性感知的交互作用,并通过实验室研究和情境启动两种方法进行验证。结果发现对低阶层者来说,无论是否程序公正,分配公正能显著提高个体的权威合法性感知;在分配公正和多得不公条件下,程序公正显著降低权威合法性感知。对高阶层者来说,分配公正能显著提高程序公正时的权威合法性感知;程序公正能显著提高分配公正时的权威合法性感知。研究结果启示社会管理者在推行依法治国时应针对不同阶层民众的思维方式采取管理策略。     

When do multiple dimensions of procedural justice predict agreement to publicly endorse your employer in recruitment advertisements?

This field study linked multiple dimensions of procedural justice to working nurses' (N=198) agreement to permit their names to appear in recruiting advertisements for their employer. Using a longitudinal design, surveys were completed at two different times. After controlling for differences in gender, tenure, job involvement, and distributive justice; nurses who perceived higher procedural justice of work schedules and work assignments were more likely to permit their names to appear in recruitment advertisements. Unlike prior research that found high procedural justice offset the negative impact of low distributive justice, in this study high procedural justice interacted with high distributive justice to produce a positive organizational citizenship behaviour.     

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.     

Exploring the linkages between formal ownership and psychological ownership for the organization: The mediating role of organizational justice

Extending previous research on formal ownership and psychological ownership in organizations, this study simultaneously examines the relationships between employee participation in three formal ownership programmes (i.e. profit sharing, participation in decision making, access to business information) and psychological ownership for the organization, while also exploring the mediating roles of distributive and procedural justice. Data were collected from 387 R&D engineers based at 20 high‐technology firms in Taiwan. A structural equation modelling analysis was conducted to test our hypotheses, and the results show that employee participation in profit sharing, decision making, and access to business information were all positively related to psychological ownership. Moreover, distributive justice fully mediated the relationship between participation in profit sharing and psychological ownership, while procedural justice mediated the relationship between participation in decision making, access to business information, and psychological ownership.     

When does priming justice promote forgiveness? On the importance of distributive and procedural justice for self and others

Two studies show that thinking about justice can both enhance and impede forgiveness, depending on whether thoughts about distributive and procedural justice for self and others are activated. In Study 1 (n = 197), participants expressed more forgiveness towards a prior transgressor when primed to think about justice for self or procedural justice for others, and less forgiveness when primed to think about distributive justice for others. Study 2 (n = 231) used an alternate priming method and replicated these effects by inducing an interpersonal transgression and measuring forgiveness intentions, emotions and behavior. Study 2 also showed that priming justice influences forgiveness especially when the perceived severity of an interpersonal offense is high. The current research shows that activating justice cognitions can enhance or impinge on forgiveness in predictable ways. We discuss contributions to emerging justice theory, potential implications, and future directions.     

A longitudinal analysis of organizational fairness: an examination of reactions to tenure and promotion decisions

Most organizational justice research takes a cross-sectional approach to examining the relationship between perceived fairness and individuals' attitudes. This study examines the effect of procedural and distributive justice over time. It is suggested that individuals acquire more information and experience with procedures and outcomes over time. These changes in information and experience affect the influence of procedural and distributive justice on organizational attitudes. Faculty perceptions of tenure and promotion decisions were assessed 3 times (preallocation, short-term postallocation, long-term postallocation) over a 2-year period. Results generally supported the hypotheses. Procedural justice was most influential prior to and soon after outcome decisions were made. Distributive justice was most influential 1 year later.     

The role of fair treatment and rewards in perceptions of organizational support and leader-member exchange

This study examined a model of the antecedents and consequences of perceived organizational support (POS) and leader-member exchange (LMX). It was predicted that organizational justice (procedural and distributive justice) and organizational practices that provide recognition to the employee (feelings of inclusion and recognition from upper management) would influence POS. For LMX, it was predicted that leader reward (distributive justice and contingent rewards) and punishment behavior would be important antecedents. Results based on a sample of 211 employee-supervisor dyads indicated that organizational justice, inclusion, and recognition were related to POS and contingent rewards were related to LMX. In terms of consequences, POS was related to employee commitment and organizational citizenship behavior, whereas LMX predicted performance ratings.     

员工为什么乐于助人?多层次的领导–部属交换对帮助行为的影响

基于社会交换理论,以56名直属主管和274名下属的配对数据为样本,考察了多层次的领导–部属交换对个体和团队层次上的帮助行为的影响及作用过程。跨层次分析结果表明:(1)个体层次的人际公平中介了个体和团队层次的领导–部属交换对员工帮助行为的影响;(2)团队层次的人际公平氛围中介了团队平均领导–部属交换对个体和团队层次的帮助行为的影响;(3)领导–部属交换关系差异化对个体和团队层次的领导–部属交换与帮助行为之间的正向关系均具有显著的负向调节作用,即相对于较高的领导–部属交换关系差异化,较低的领导–部属交换关系差异化强化了个体和团队层次的领导–部属交换对帮助行为的影响。     

Ease‐of‐retrieval effects on procedural justice judgements under conditions of informational and personal uncertainty

This study tests whether individuals' reliance on ease‐of‐retrieval processes when forming procedural justice judgements are moderated by informational and personal uncertainty. In Studies 1 and 2 we examined the predicted effects of informational uncertainty. Results indicated that participants in information‐uncertain conditions relied on ease‐of‐retrieval, whereas those in information‐certain conditions relied on content information to make procedural justice judgements. In Study 3 we examined the combined effects of informational uncertainty and personal uncertainty on reliance on ease‐of‐retrieval when forming procedural justice judgements. The findings of Study 3 indicated that personal uncertain participants who were in informational certain conditions based their procedural justice judgements on content information, whereas all other participants based their procedural justice judgements on ease‐of‐retrieval. This is the first paper to demonstrate that the joint effect of informational uncertainty and personal uncertainty on reliance on ease‐of‐retrieval is different from the two uncertainties acting alone.     

Work gets unfair for the depressed: cross-lagged relations between organizational justice perceptions and depressive symptoms

The organizational justice literature has consistently documented substantial correlations between organizational justice and employee depression. Existing theoretical literature suggests this relationship occurs because perceptions of organizational (in)justice lead to subsequent psychological health problems. Building on recent research on the affective nature of justice perceptions, in the present research we broaden this perspective by arguing there are also theoretical arguments for a reverse effect whereby psychological health problems influence perceptions of organizational justice. To contrast both theoretical perspectives, we test longitudinal lagged effects between organizational justice perceptions (i.e., distributive justice, interactional justice, interpersonal justice, informational justice, and procedural justice) and employee depressive symptoms using structural equation modeling. Analyses of 3 samples from different military contexts (N? = 625, N? = 134, N? = 550) revealed evidence of depressive symptoms leading to subsequent organizational justice perceptions. In contrast, the opposite effects of organizational justice perceptions on depressive symptoms were not significant for any of the justice dimensions. The findings have broad implications for theoretical perspectives on psychological health and organizational justice perceptions.     

Do procedures really matter when rewards are more important? A Pakistani perspective on the effects of distributive and procedural justice on employee behaviors

Introduction

Researchers agree that procedural justice and distributive justice interact so that high procedural fairness reduces the negative consequences of distributive unfairness.

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.     

互动公正对员工绩效与主管承诺的影响及其机制

采用问卷调查法和结构方程建模技术探讨互动公正对员工绩效与主管承诺的影响及其机制。通过分析215份员工和其直接主管的配对数据,结果发现：(1)互动公正通过主管认知信任的部分中介作用正向影响员工的任务绩效,即一方面直接影响员工的任务绩效,另一方面通过认知信任间接影响员工的任务绩效;(2)互动公正通过主管情感信任的完全中介作用正向影响员工的进谏行为;(3)互动公正通过主管认知信任和情感信任的完全中介作用正向影响员工的主管承诺。     

同事公正氛围：构念、测量、效能与展望

以往对公正氛围的探讨主要集中于源自权威的公正氛围上,而对来自同事的公正氛围关注较少。同事公正氛围是指团队成员对团队内同事之间相互对待公正性的共同知觉。本文首先对比总结界定了同事公正氛围的概念,明晰了其结构维度与测量工具,然后着重梳理评价了同事公正氛围的影响效能。未来研究应致力于：加强探讨同事公正氛围的前因变量,探讨同事公正氛围影响效能的内在机制和边界条件,运用纵向设计研究同事公正氛围的形成机制及影响效能,以及探索同事公正氛围研究的本土化。     

社会公平感、机构信任度与公共合作意向

社会公平从古至今都是人类追求的崇高社会理想。对社会公平的感知即社会公平感直接决定着个体的机构信任,并影响其公共合作参与。本研究将社会公平感分为分配公平和程序公平,将机构信任度分为工具信任和动机信任,采用实验室情境设计的方法,引入最后通牒博弈和免责博弈范式,通过2个实验系统探讨"公正无私,一言而万民齐"的因果机制。研究发现分配公平与程序公平正作用于个体的公共合作态度与意向,在此基础上建立起公共合作的双路径模型:外部路径由分配公平产生工具信任和动机信任,进而触发公共合作;内部路径由程序公平产生动机信任和工具信任,进而触发公共合作;二者结合构成个体参与公共合作的双动力系统。双路径模型的适用性在组织情境和社会情境下均得到了支持。