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.     

Perceived procedural justice and employee responses to an organizational merger

This study investigated the effects of procedural justice perceptions on employee responses to an organizational merger. On the basis of research on organizational justice and the social psychological theory of intergroup relations, our main hypothesis was that perceived justice of the merger implementation is positively related to post-merger organizational identification and perceptions of common ingroup identity. post-merger identification and common ingroup identity, in turn, were hypothesized to be related to positive attitudes towards the employees of the merger partner and to extra-role behaviour. Results based on a sample of 189 employees from a merged organization indicated partial support for our hypotheses. Implications for further research and merger management are discussed.     

进谏行为与组织公民行为的关系研究：诺莫网络视角

进谏行为和组织公民行为等角色外行为研究近年来备受关注。与组织公民行为相比,进谏行为是一个新的构念。本研究探索了进谏行为的构念内涵,并借鉴诺莫网络思路考察了进谏行为与组织公民行为的关系。问卷研究的结果表明：进谏行为能融入组织公民行为构念,领导公平和情感承诺对两者都具有正面影响,而大五中的宜人性维度对两者的影响表现出差异性;从事角色外行为会导致更高的工作满意感。研究证实了进谏行为与组织公民行为构念内涵的相似性及存在的细微差异。     

How does supervisor-focused procedural justice explain the effects of person-focused leadership? The moderating role of leader-referenced relational-self

This study examines how the supervisor-focused procedural justice (SPJ) mediates the effect of benevolent paternalistic leadership on supervisor-directed organizational citizenship behaviour (OCBS) across employees with different types of leader-referenced relational-self. We use leader identification and traditionality to operationalize the concept of leader-referenced relational-self. Significant three-way interaction effects in both the leadership-SPJ and the SPJ–OCBS relationships are found. The SPJ-mediated effect of benevolent paternalistic leadership on OCBS is significant among employees whose leader identification and traditionality range from average to high levels. The findings suggest that leader-referenced relational-self is more complex than leader identification. Limitations, the implications for theory, research, and practice are discussed.     

Antecedents and consequences of customer-company identification: expanding the role of relationship marketing

This article presents an empirical test of organizational identification in the context of customer-company (C-C) relationships. It investigates whether customers identify with companies and what the antecedents and consequences of such identification are. The model posits that perceived company characteristics, construed external image, and the perception of the company's boundary-spanning agent lead to C-C identification. In turn, such identification is expected to impact both in-role behavior (i.e., product utilization) as well as extra-role behavior (i.e., citizenship). The model was tested in a consultative selling context of pharmaceutical sales reps calling on physicians. Results from the empirical test indicated that customers do indeed identify with organizations and that C-C identification positively impacts both product utilization behavior and extra-role behavior even when the effect of brand perception is accounted for. Second, the study found that the organization's characteristics as well as the salesperson's characteristics contributed to the development of C-C identification.     

组织中的变革担当：积极组织行为研究的新主题

变革担当是指员工自愿付出建设性努力来发起组织功能性变革,以便在自己的岗位、部门或组织情境中更加有效地开展工作。文章介绍了变革担当的概念、测量以及前因后效。其中前因包括个体因素（如前瞻性人格、组织支持感、积极情绪等）和情境因素（如工作自主性、管理开放性、创新氛围等）两大类,后效主要有工作绩效评价、工作态度和变革型领导知觉等。未来的研究需要进一步完善测量工具、考察组织外部因素的影响、检验影响后效的其他调节因素以及探讨领导者的变革担当行为。     

Beyond individual justice facets: How (Mis)alignment between justice climates affects customer satisfaction through frontline customer extra-role service behavior

ABSTRACT

This study examines the combined effect of organizational justice facets on store-level customer extra-role service behavior, and subsequently on customer satisfaction. Hypotheses were tested on a sample of 1,951 employees in 121 business units from four countries, and on 55,731 customers of an international retailer. The results of polynomial regression and response surface analysis revealed that unit customer service performance and customer satisfaction are higher when justice facets are aligned at high levels, compared to when they are aligned at low levels. Moreover, we found evidence that the consequences of misalignment between justice facets are asymmetrical. Unit outcomes were higher when distributive justice (DJ) and procedural justice (PJ) climates were both higher than the interpersonal justice climate, compared to when the inverse was true. Conversely, unit outcomes increased when informational justice (INF-J) climate was higher than DJ and PJ climates, compared to when DJ and PJ climates were higher than INF-J climates. The observed effects of misalignment between justice facets were non-linear, as complex curvilinear relationships were moderator-dependent. Customer satisfaction was higher in stores with higher team customer service behavior, and team service behavior was found to be a significant conduit by which justice facets (mis)alignment influence customer satisfaction.     

包容型氛围感知对员工建言的影响：心理安全感与惰性感知的双重路径

基于社会信息加工理论视角,通过对816名员工与其直接上级进行两时间点配对取样,探讨包容型氛围感知对员工建言的影响,以及心理安全感与惰性感知在两者关系中的作用机制。研究结果表明：员工包容型氛围感知对其建言行为起到促进作用,并通过心理安全感与惰性感知间接影响建言行为。研究结果不仅从理论上丰富与拓展了包容型氛围的效应研究,同时对实务界管理员工建言有一定的实践启示。     

Belief in a Just World and Employee Voice Behavior: The Mediating Roles of Perceived Efficacy and Risk

Abstract

In this research, we hypothesized that employees’ belief in a just world (BJW) would be positively related to their voice behavior, i.e., the expression of ideas or opinions with the intention of engendering organizational improvement or change, and that this relation would be mediated by perceived voice efficacy and perceived voice risk. To test these hypotheses, we collected self-reported data from employees in two different countries: China (N?=?313) and Germany (N?=?190). The results revealed a positive association between BJW and employee voice behavior in both samples. The two-mediator model was confirmed in the Chinese sample, while only perceived voice efficacy played a mediating role in the German sample. Possible reasons for these differences may be related to differences in cultural dimensions and education levels between the samples. The findings emphasize the importance of bolstering employees’ belief in justice and the organizational climate, which influence perceived voice efficacy and risk, as means to increase organizational voice behavior.     

大五和组织公平感对进谏行为的影响研究

以361名长三角地区17家国有企业白领员工为样本,本研究探索了大五个性、组织公平知觉与进谏行为之间的关系。结果表明:责任感、外向性与进谏行为具有正相关,神经质、开放性与进谏行为呈负相关;组织公平知觉对进谏行为具有显著促进作用;此外,组织公平知觉对部分个性特征,如神经质与进谏行为之间的关系具有缓冲作用,高公平知觉会削弱神经质对进谏行为的负面效应。文章还对研究结果做了相关讨论。     

组织中的变革担当：积极组织行为研究的新主题

变革担当是指员工自愿付出建设性努力来发起组织功能性变革,以便在自己的岗位、部门或组织情境中更加有效地开展工作。文章介绍了变革担当的概念、测量以及前因后效。其中前因包括个体因素（如前瞻性人格、组织支持感、积极情绪等）和情境因素（如工作自主性、管理开放性、创新氛围等）两大类,后效主要有工作绩效评价、工作态度和变革型领导知觉等。未来的研究需要进一步完善测量工具、考察组织外部因素的影响、检验影响后效的其他调节因素以及探讨领导者的变革担当行为。     

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.     

Engagement in the university context: exploring the role of a sense of justice and social identification

The aim of this study was to investigate how a sense of justice, university identification and student engagement emerge within the educational context and the reciprocal relationships among these constructs. Two correlational studies were conducted: (1) a pilot study aimed at validating the constructs of justice (distributive, procedural, and interactional aspects), social identification and student engagement (rule-abiding and extra-role aspects), within the university context (N \(=\) 280); (2) a study exploring the robustness of and the relationships between those constructs (N \(=\) 429). The results confirmed the presence of a four-factor solution involving a sense of overall justice (comprising distributive, procedural and interactional aspects), social identification, and two types of student engagement (rule-abiding and extra-role behaviours). A sense of justice was found to be related to students’ rule-abiding behaviour and, at the same time, it was related to students’ extra-role behaviour, only for closely identified students. In other words, student identification with the university moderated the relationship between sense of justice and extra-role behaviours. Our results showed the important role of sense justice in promoting student engagement (in both aspects of rule-abiding and extra-role behaviour), providing useful insights for the management of the university level educational system towards a better involvement of students in the attainment of higher academic performances and institutional commitment.     

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.     

The Dual Effects of Organizational Citizenship Behavior: Relationships to Research Productivity and Career Outcomes in Academe

Organizational citizenship behavior (OCB) has been shown to be important for organizational effectiveness, yet less is known about the relationship between OCB and objective outcomes for individuals. We investigate the relationship between OCB and both short-term and longer term outcomes within the context of an outcome-based reward system. We also investigate a type of OCB specific to professional occupations, namely, professional service OCB. Using resource allocation and social exchange theories, we hypothesize that OCB directed internally to the employing organization may have a negative impact on individuals’ productivity and career outcomes while engaging in professional service OCB would be positively related to these outcomes. Results from a survey of 622 faculty members in research universities provide support for these hypotheses. Future research directions are discussed.     

Be Fair,Your Employees Are Watching: A Relational Response Model of External Third‐Party Justice

There is growing theoretical recognition in the organizational justice literature that an organization's treatment of external parties (such as patients, community members, customers, and the general public) shapes its own employees’ attitudes and behavior toward it. However, the emerging third‐party justice literature has an inward focus, emphasizing perceptions of the treatment of other insiders (e.g., coworkers or team members). This inward focus overlooks meaningful “outward” employee concerns relating to how organizations treat external parties. We propose a relational response model to advance the third‐party justice literature asserting that the organization's fair treatment of external parties sends important relational signals to employees that shape their social exchange perceptions toward their employer. Supporting this proposition, in two multisource studies in separate healthcare organizations we found that patient‐directed justice had indirect effects on supervisory cooperative behavior ratings through organizational trust and organizational identification.     

Team identification more than organizational identification predicts counterproductive work behavior and organizational citizenship behavior and mediates influences of communication climate and perceived external prestige

Organizational identification has been linked to both positive behavior and negative behavior at work. Based on theory and research that suggest that for many organizational behaviors, team identification may be a more important influence than organizational identification, we advance a research model proposing that team identification, more than organizational identification, predicts counterproductive work behavior and organizational citizenship behavior and is the more important mediator of the influence of communication climate (CC) and perceived external prestige (PEP) on these outcomes. This research model was tested in a survey of N = 300 employees of four Italian organizations from different sectors. Results show that team identification, but not organizational identification, predicts counterproductive behavior and citizenship behavior and mediates the influence of CC and PEP. To enhance team identification for sustaining positive voluntary behavior at work, two possible strategies could be considered: improving perceived external prestige and promoting a good communication climate.     

The Role of Justice in Organizations: A Meta-Analysis

The correlates of distributive, procedural, and interactional justice were examined using 190 studies samples, totaling 64,757 participants. We found the distinction between the three justice types to be merited. While organizational practices and outcomes were related to the three justice types, demographic characteristics of the perceiver were, in large part, unrelated to perceived justice. Job performance and counterproductive work behaviors, considered to be outcomes of perceived justice, were mainly related to procedural justice, whereas organizational citizenship behavior was similarly predicted by distributive and procedural justice. Most satisfaction measures were similarly related to all justice types. Although organizational commitment and trust were mainly related to procedural justice, they were also substantially related to the other types of justice. Findings from laboratory and field studies are not always in agreement. Future research agendas are discussed.     

Prosocial organizational behaviors: The roles of workplace justice,achievement striving,and pay satisfaction

In this research, the roles of workplace justice, achievement striving behavior and pay satisfaction were used to predict prosocial behaviors. A total of 354 individuals from a consumer products company provided data for this research. Results suggest that achievement striving accounted for unique variance in in-role behavior. Perceived fairness in skill-based pay's certification process showed positive associations with extra-role and in-role behaviors. In support of previous research, pay satisfaction also provided unique contribution to both extra-role and in-role behaviors.     

Abusive supervision and subordinates' organizational citizenship behavior

The relationship between subordinates' perceptions of abusive supervision and supervisors' evaluations of subordinates' organizational citizenship behavior (OCB) was explored among a sample of 373 Air National Guard members and their military supervisors. As predicted, the relationship between abusive supervision and subordinates' OCB was stronger among subordinates who defined OCB as extra-role behavior (compared with those defining OCB as in-role behavior), and this effect was fully mediated by the interactive effect of procedural justice and OCB role definitions. The study's implications for theory and research are discussed, its limitations are identified, and directions for future research are suggested.