Procedural justice climate and group power distance: an examination of cross-level interaction effects

In this article, the authors extend research on the cross-level effects of procedural justice climate by theorizing and testing its interaction with group power distance. The results indicated that group power distance moderated the relationships between procedural justice climate and individual-level outcomes (organizational commitment and organization-directed citizenship behavior). More specifically, a larger group power distance was found to attenuate the positive cross-level effects of procedural justice climate. Implications for procedural justice climate research are discussed.     

Failure Avoidance Motivation in a Goal-Setting Situation

Scholars have consistently identified contextual performance or organizational citizenship behavior as a core component of job performance. The current literature on this issue has been dominated by a single-level approach, typically conducted at the individual level of analysis. This study adopts a multilevel approach to simultaneously examine main effects of and cross-level interactions among individual- and group-level predictors of interpersonal helping behavior. Results from a large-scale longitudinal data set show that at the individual level, helping behavior was predicted by perceived organizational support (POS), fairness, and affective commitment. At the group level, helping behavior was predicted by trust among group members. Trust among members also significantly moderated the individual-level relationships between POS and helping behavior and between fairness and helping. These crosslevel moderations indicated that the group- and individual-level predictors were complementary (instead of mutually reinforcing) in predicting interpersonal helping behavior. This finding indicates that various antecedents of interpersonal helping are characterized by distinct dynamics at the individual and group levels of analysis.     

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.     

Getting even or moving on? Power, procedural justice, and types of offense as predictors of revenge, forgiveness, reconciliation, and avoidance in organizations

A field study and an experimental study examined relationships among organizational variables and various responses of victims to perceived wrongdoing. Both studies showed that procedural justice climate moderates the effect of organizational variables on the victim's revenge, forgiveness, reconciliation, or avoidance behaviors. In Study 1, a field study, absolute hierarchical status enhanced forgiveness and reconciliation, but only when perceptions of procedural justice climate were high; relative hierarchical status increased revenge, but only when perceptions of procedural justice climate were low. In Study 2, a laboratory experiment, victims were less likely to endorse vengeance or avoidance depending on the type of wrongdoing, but only when perceptions of procedural justice climate were high.     

Disentangling role perceptions: how perceived role breadth, discretion, instrumentality, and efficacy relate to helping and taking charge

The objective of this study was to empirically disentangle role perceptions related to organizational citizenship behavior (OCB) that have been confounded in past research, investigate their unique relationships with both an affiliative (helping) and a challenging (taking charge) form of OCB, and determine their relative importance in explaining these 2 forms of OCB. The authors also examined whether role discretion and role breadth independently moderate the procedural justice-to-OCB relationship. The authors surveyed 225 engineers in India and their direct supervisors. The results showed that 3 of the 4 facets of OCB role perception explain unique variance in either helping or taking charge, and that role breadth moderates the relationships between procedural justice and both helping and taking charge. The authors discuss implications of these findings for OCB theory and research, as well as for managerial practice.     

An Empirical Investigation of a Social Exchange Model of Organizational Citizenship Behaviors Across Two Sales Situations: A Turkish Case

The author empirically examines a social exchange model of organizational citizenship behaviors (OCBs) across two sales situations from Turkey. The model proposes that procedural justice and trust in sales manager are the antecedents of OCBs. The hypothesized relationships are tested via LISREL 7. Results demonstrate that perceived procedural justice associates positively with OCB, both directly and indirectly, through trust in manager as a partial mediator.     

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.     

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.     

Self‐Esteem and Justice Orientation as Moderators for the Effects of Individual‐Targeted and Group‐Targeted Justice

Drawing on the self‐interest and moral virtues perspectives of justice, we examine how self‐esteem and justice orientation as individual difference factors moderate the effects of individual‐targeted and group‐targeted justice on helping behaviors and intention to leave. A scenario‐based study was conducted using a total sample of 624 Japanese undergraduate students. The results highlighted the difference between the moderating roles of self‐esteem and justice orientation. Self‐esteem moderated the effect of individual‐targeted procedural justice on intention to leave such that the effect was stronger when self‐esteem was high. In contrast, justice orientation mainly moderated the effects of group‐targeted procedural and distributive justice on helping behaviors such that the effects were weaker when justice orientation was high. Implications of our findings and future research directions are discussed.     

Conflict Management for Justice,Innovation, and Strategic Advantage in Organizational Relationships

This study proposed that conflict management affects organizations’ beliefs that they have an effective voice (procedural justice), have shared their benefits fairly (distributive justice), and are treated respectfully (interactional justice). Structural equation analysis results suggest that a cooperative approach to conflict facilitates justice in its 3 forms in organizational relationships, and that justice, in turn, results in partner strategic advantage and innovation. Results from a sample of 103 pairs of customer and supplier organizations in Shanghai were interpreted as providing support for the value of justice for collaborative work between organizations. The findings also suggest that a cooperative approach to managing conflict is an important antecedent to justice in organizational relationships in China.     

Are employees' ratings of coworkers' organizational citizenship behavior influenced by their own perceptions of organizational justice?'

Partial correlation analysis of questionnaire data from 62 of 65 employees of a Turkish company indicated that employees' own perceptions of organizational justice in terms of distributive, procedural, and interactional justice were related to how they rated their coworkers' organizational citizenship behavior. Specifically, all three two-way interactions between the justice variables were related to organizational citizenship behavior.     

领导情绪智力对团队绩效和员工态度的影响——公平氛围和权力距离的作用

本研究共收集了74个工作团队的数据, 探讨了领导情绪智力对团队层面绩效(任务绩效、利他行为)和态度(满意度、团队承诺)的影响、公平氛围的中介作用以及团队权力距离的调节作用。研究结果表明：领导的情绪智力对团队绩效和态度均有显著的正向影响; 程序公平氛围中介了领导情绪智力对团队任务绩效和利他行为的影响, 交互公平氛围中介了领导情绪智力对团队任务绩效、满意度和团队承诺的影响; 团队权力距离调节了领导情绪智力和交互公平氛围的关系, 该调节关系通过交互公平氛围的中介作用影响团队任务绩效、满意度和团队承诺。     

Linking Justice, Performance, and Citizenship via Leader–Member Exchange

While organizational justice continues to garner attention by researchers, why perceptions of justice influence a variety of outcomes is still in need of explanation. In this paper, we examine one type of social exchange process that may provide a better link between perceptions of fairness and important organizational outcomes. Specifically, we examine how leader–member exchange (LMX) affects the relationship between employee perceptions of fairness and supervisor-rated performance and organizational citizenship behaviors (OCBs). Data from our study demonstrates that LMX fully mediates the relationship between interactional justice and performance and OCBs. In addition, the results demonstrate that LMX moderates the relationship between both distributive and procedural justice and OCBs.     

组织公正氛围的理论机制、研究视角及研究框架

组织公正是员工对工作场所公正环境的心理感知, 研究层面有个体与群体之分。以往研究多集中在个体层面, 以致研究结果缺乏对群体现象的有效解释。进入新世纪学者们开始关注群体层面的公正氛围研究, 并在理论和实证方面取得了较大突破。通过回顾相关研究可以发现：(1)在理论机制上, 公正氛围的形成可以通过社会信息加工理论、吸引-选择-磨合模型、公正传染概念和公正启发理论来解释; (2)在研究视角上, 主要存在维度视角、整体视角、感知来源视角、氛围属性视角和第三方视角; (3)在研究主题上, 主要涉及领导、团队和组织三方面对公正氛围的影响, 以及公正氛围对个体、团队和组织三个层面的影响效果。未来研究可着重从多种领导行为对不同公正氛围影响的比较、其他领导因素对公正氛围的影响、不同公正氛围对结果变量影响的比较、新视角公正氛围测量方法的尝试, 以及文化因素对公正氛围的影响研究等方面入手。     

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.     

LEADERSHIP AND PROCEDURAL JUSTICE CLIMATE AS ANTECEDENTS OF UNIT-LEVEL ORGANIZATIONAL CITIZENSHIP BEHAVIOR

Despite an abundance of research conducted on organizational citizenship behavior (OCB) at the individual level of analysis, relatively little is known about unit-level OCB. To investigate the antecedents of unit-level OCB, data were collected from employees of 249 grocery store departments. Structural equation modeling techniques were used to test a model in which procedural justice climate was hypothesized to partially mediate the relationship between leadership behavior (servant-leadership) and unit-level OCB. Models were tested using both employee ratings and manager ratings of unit-level OCB. The results gave general support for the hypotheses, although there were some differences depending on the source of the OCB ratings (supervisor or subordinate), whether the type of department was controlled for, and whether a common method variance factor was included. Overall, the evidence generally supported the association of both servant-leadership and procedural justice climate with unit-level OCB. Building on the current study, a multilevel framework for the study of OCB is presented in conjunction with a discussion of future research directions in four specific areas.     

Antecedents and outcomes of abusive supervision: test of a trickle-down model

The authors examined antecedents of abusive supervision and the relative importance of interactional and procedural justice as mediators of the relationship between abusive supervision and the work outcomes of affective organizational commitment and individual- and organization-directed citizenship behaviors. Data were obtained from subordinate-supervisor dyads from a telecommunication company located in southeastern China. Results of moderated regression analysis revealed that authoritarian leadership style moderated the relationship between supervisors' perceptions of interactional justice and abusive supervision such that the relationship was stronger for supervisors high rather than low in authoritarian leadership style. In addition, results of structural equation modeling analysis revealed that subordinates' perceptions of interactional but not procedural justice fully mediated the relationship between abusive supervision and the work outcomes. Implications for future investigations of abusive supervision are discussed.     

"All in a day's work": how follower individual differences and justice perceptions predict OCB role definitions and behavior

The authors draw on theories of social exchange and prosocial behavior to explain how employee perceptions of procedural justice and individual differences in reciprocation wariness, empathic concern, and perspective taking function jointly as determinants of organizational citizenship behavior (OCB) role definitions and behavior. As hypothesized, empirical findings from a field study show both direct and interactive effects of procedural justice perceptions and individual differences on OCB role definition. In turn, OCB role definitions not only predict OCB directly but also moderate the effects of procedural justice perceptions on OCB. The authors explore the implications of these findings for practice as well as research.     

Contextual and Cognitive Determinants of Procedural Justice Perceptions in Promotion Barriers for Women

The relationships between procedural justice in promotion decisions for women and contextual factors deemed as contributing to glass ceilings were examined. The contextual factors examined were a lack of female role models, limited networking opportunities for women, gender segregation, and formal career ladders. It was found that gender schema is a moderator between procedural justice and the perceived number of female role models and between procedural justice and the perception of formal career ladders. Although gender schema was not a moderator in the relationship between procedural justice and gender segregation, nor in the relationship between procedural justice and networking opportunities for women, a significant main effect was found. These results are consistent with the notion that organizational justice perceptions are products of individual cognitive processes, which develop in response to cultural expectations.     

Exploring the black box of the contingent reward leadership–performance relationship: The role of perceived justice and emotional exhaustion

Using data collected from three different sources (N = 294), we examined a model in which perceived organizational justice (distributive, procedural, and interactional) and emotional exhaustion mediate the relationship between contingent reward leadership (CRL) and two performance indicators, namely organizational citizenship behaviours (OCB) and absenteeism. We found that procedural justice mediates the negative relationship between CRL and emotional exhaustion while controlling for work overload and transformational leadership. We also found that emotional exhaustion plays a mediating role in the relationship between two dimensions of justice (procedural and interactional) and both OCB and absenteeism. Interactional justice and distributive justice were also directly linked to OCB. Implications of these findings for research on leadership, psychological health, and organizational justice are discussed.