Applicants' and Employees' Reactions to Corporate Social Responsibility: The Moderating Effects of First‐Party Justice Perceptions and Moral Identity

This research explored individuals’ reactions to perceived corporate social responsibility (CSR) using a multimotive framework. In 2 studies, the authors explored the boundary conditions of CSR effects among job applicants and internal employees. A scenario‐based experiment (N = 81) showed that the effect of CSR perceptions on job applicants’ job pursuit intentions was mitigated by applicants’ first‐party justice experiences, whereas it was amplified by their moral identity (Study 1). Survey data from 245 full‐time employees (Study 2) further supported the interactive effects revealed in Study 1. Specifically, first‐party justice perceptions attenuated the positive relationship between employees’ CSR perceptions and their organizational citizenship behavior (OCB); and the relationship between CSR perceptions and OCB was more pronounced among employees high (versus low) in moral identity. Our findings bridge the CSR and organizational justice literatures, and reveal that the effects of individuals’ CSR perceptions are more complicated than previously thought. The findings shed light on micro (employee)‐level CSR phenomena and offer implications for both research and practice.     

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.     

The relationships between justice perceptions, trust, and employee attitudes in a downsized organization

The authors examined perceptions of distributive justice, procedural justice, trust, organizational commitment, organizational satisfaction, and turnover intentions among survivors in an organization that had recently completed an organizational downsizing. Results suggested that trust partially mediated the relationship between distributive justice and both organizational satisfaction and affective commitment. Additionally, the relationship between procedural justice and turnover intentions was mediated by trust perceptions.     

Organisational Justice and Citizenship Behaviors: A Study in the Portuguese Cultural Context

Theoretical and empirical evidence suggests that justice and organisational citizenship behaviors (OCB), as well as the relationship between them, are not culture free. However, most studies have been carried out in parts of Asia and Northern Europe, and especially in the USA, shedding little understanding on the dynamics of justice and OCB in less‐studied contexts. We show how four dimensions of organisational justice predict four dimensions of OCB in an under‐studied context—Portugal, a feminine, collectivistic, high power distance and low performance‐oriented culture—a profile that is antipodal to that of US culture. A sample of 269 employees reported their justice perceptions, their OCBs being described by supervisors. The findings suggest that: (a) employees are more sensitive to the interactional dimensions of justice than to the procedural and distributive ones; (b) among the interactional dimensions, the interpersonal one is more predictive of some OCB dimensions than the informational one. Des données théoriques et empiriques suggèrent que la justice et les comportements de citoyenneté organisationnelle (OCB), tout comme la relation entre eux, ne sont pas sans base culturelle. Toutefois, la plupart des études ont été menées dans certaines parties de l’Asie, de l’Europe du Nord, et plus particulièrement aux USA, ce qui restreint la compréhension des dynamiques de la justice et des OCB qui peuvent être appréhendés dans d’autres contextes. Nous montrons comment 4 dimensions de la justice organisationnelle prédisent 4 dimensions des OCB dans un contexte peu étudié—le Portugal, une culture féminine, orientée vers la collectivité, avec une forte distance au pouvoir et de faibles performances—, un profil aux antipodes de la culture américaine. Chacun des 269 employés de l’échantillon indique ses perceptions de la justice, ses OCB ont été décrits par ses supérieurs. Les résultats montrent que (a) les employés sont plus sensibles aux dimensions interactionnelles de la justice qu’à celles procédurales et distributives (b) parmi les dimensions interactionnelles, l’interpersonnelle est plus prédictive de certaines dimensions des OCB plutôt que l’informationnelle.     

服务业员工个人-组织匹配对组织公民行为的影响：有调节的中介模型

根据社会交换理论和人与情境互动理论,研究探讨了个人-组织匹配对员工组织公民行为的影响机制。通过对12家餐饮连锁店225位员工进行的问卷调查,结果表明：个人-组织匹配正向预测组织公民行为,员工工作敬业度在两者关系中起中介作用;此外,分别作为情境因素和个体因素的主管支持、员工主动性人格对个人-组织匹配与组织公民行为之间的关系具有调节作用。主管支持的程度越高,个人-组织匹配与组织公民行为的正向关系更强;而对于高主动性人格的员工,个人-组织匹配与组织公民行为之间的正向关系反而更弱。     

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.     

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.     

How Abusive Supervisors Influence Employees’ Voice and Silence: The Effects of Interactional Justice and Organizational Attribution

In this research we investigated the influence of abusive supervision on employees’ prosocial voice and silence, as well as clarified the roles of interactional justice (as a mediator) and organizational attribution (as a moderator). Moreover, we examined a mediated moderating model stipulating that interactional justice mediated the moderating effect of organizational attribution on the focal relationship. A scenario experiment was employed in Study 1, and after analyzing data from 196 employees, we found that abusive supervision influenced employees’ prosocial voice and silence via interactional justice. In Study 2, data were collected from 379 employees in two waves separated by 1 week. The results not only replicated the findings of Study 1 but also indicated that organizational attribution buffered the abusive supervision-voice and silence relationship, and that interactional justice mediated this moderating effect.     

主动性人格与员工行为的关系：政治技能视角下有中介的调节模型

本研究通过两时点纵向问卷调查,探讨主动性人格与组织公民行为、任务绩效之间的关系,考察主动社会化行为在其中的中介作用,以及政治技能的调节作用。结果表明：（1）主动社会化行为在主动性人格和组织公民行为、任务绩效之间起中介作用;（2）政治技能对主动社会化行为在主动性人格和组织公民行为、任务绩效之间的中介效应起调节作用：当政治技能水平上升,主动性人格通过主动社会化行为对组织公民行为及任务绩效的预测更加明显。     

主动性人格与员工行为的关系：政治技能视角下有中介的调节模型

本研究通过两时点纵向问卷调查,探讨主动性人格与组织公民行为、任务绩效之间的关系,考察主动社会化行为在其中的中介作用,以及政治技能的调节作用。结果表明：（1）主动社会化行为在主动性人格和组织公民行为、任务绩效之间起中介作用;（2）政治技能对主动社会化行为在主动性人格和组织公民行为、任务绩效之间的中介效应起调节作用：当政治技能水平上升,主动性人格通过主动社会化行为对组织公民行为及任务绩效的预测更加明显。     

(In)Justice in Waiting: Russian Officers' Organizational Commitment and Mental Distress During Downsizing1

The present study used the first wave of a quasi‐experimental panel study of Russian military officers (N= 1,798) to assess what happens during the waiting period after notification of release. Procedural, interactional, and distributive justice variables were incorporated into a model of the stress process. Effects on organizational commitment, outcome evaluation, anxiety, depression, and hostility were assessed. Interactional justice (Bies, 1987)—respect shown to the departing officer—was both an effect of downsizing (leavers reported receiving greater respect than stayers perceived them to get) and a moderator of downsizing's impact (respect buffered the stress process more among leavers). The negative effects of leaving were also buffered by duration of service, but were exacerbated by combat experience.     

员工政治自我效能对组织公民行为的影响研究：心理资本的调节作用

本研究以来自5家公司的272对主管与员工之间的配对数据为样本,探讨了员工政治自我效能与组织公民行为间的关系以及心理资本的调节作用。研究结果表明：政治自我效能与组织公民行为之间呈现倒U型的关系,当员工政治自我效能较低和较高时,组织公民行为都比较低,而当他们的政治自我效能处于中等水平时,组织公民行为最高;心理资本对组织公民行为具有积极的促进作用,同时能够减弱员工政治自我效能对组织公民行为的倒U型影响。     

Justice and organizational citizenship behavior intentions: fair rewards versus fair treatment

In a sample of 114 employees from various industries, organizations, and positions, the likelihood of organizational citizenship behaviors (OCB) increased when employee perceptions of fair treatment by supervisors became more positive. Perceptions of fair rewards and fair formal procedures were not predictors of OCB intentions. After the authors controlled for established patterns of OCB and demographic characteristics, interactional justice perceptions were significantly related to the intention of performing specific organizationally beneficial activities.     

Teacher Gender as a Moderator of the On‐the‐Job Embeddedness–OCB Relationship1

Organizational citizenship behavior (OCB), a popular outcome measure in traditional work settings, was examined in a school context. On‐the‐job embeddedness (ONJE)—a component of a recently introduced antecedent of different organizational outcomes—and gender were included in a moderated regression analysis for predicting teacher OCB. ONJE and OCB scales were adapted for the present study and were administered to junior and senior high school teachers in Israel. The findings supported our hypotheses that ONJE predicts OCB and gender moderates this relationship such that high ONJE women scored higher on OCB than did low ONJE women. Men did not show any difference by ONJE level. The need for further research regarding other gendered occupations is discussed.     

When explanations for layoffs are not enough: Employer's integrity as a moderator of the relationship between informational justice and retaliation

Victims of downsizing often perceive their layoff as being unfair, which can lead to various forms of retaliation. Informational justice, defined as providing employees with adequate explanations in a timely manner, has been prescribed as a way to mitigate the retaliation tendencies associated with unfairness perceptions. Few studies, however, have examined contexts in which informational justice might be more vs. less effective in this regard. In the present research, we explored whether employees' perception of the employer's integrity moderates the relationship between informational justice and retaliation among layoff victims. Results from a field and laboratory study suggest that informational justice helps manage retaliation only when layoff victims perceived that their employer had high (vs. low) integrity prior to the layoff. In Study 2, we found that perceived sincerity mediated the impact of informational justice by integrity interaction on retaliation.     

Justice and Organizational Citizenship Behavior Intentions: Fair Rewards Versus Fair Treatment

Abstract

In a sample of 114 employees from various industries, organizations, and positions, the likelihood of organizational citizenship behaviors (OCB) increased when employee perceptions of fair treatment by supervisors became more positive. Perceptions of fair rewards and fair formal procedures were not predictors of OCB intentions. After the authors controlled for established patterns of OCB and demographic characteristics, interactional justice perceptions were significantly related to the intention of performing specific organizationally beneficial activities.     

Change‐oriented organizational citizenship behaviour: An interactive product of openness to change values,work unit identification,and sense of power

Due to the increased frequency of organizational changes, predicting employees’ voluntary involvement in the development of organizational practices and individual work is of particular importance in organizational psychology. This study focused upon change‐oriented organizational citizenship behaviour (OCB) as an expression of openness to change values, and also upon psychological factors that can moderate the value–behaviour relationship. We propose that personal values, group identification, and a sense of power interact in predicting change‐oriented OCB of employees. One hundred and eighty‐four employees rated their values, their identification with the work unit and their sense of power. In line with our predictions, the results showed that openness to change values and work unit identification interacted positively in predicting supervisor‐rated change‐oriented OCB in workers with a high sense of power, but not in workers with a low sense of power. This finding suggests that workers who have a high sense of power and are highly identified with the work unit tend to pursue their openness to change values in a way that contributes to the organization. The authors further conclude that an interactive approach, rather than one of direct effect, is advantageous when studying values as antecedents to change‐oriented OCB.     

Job insecurity and discretionary behaviors: Social exchange perspective versus group value model

This study examines the relationship between job insecurity and discretionary behaviors, that is, organizational citizenship behaviors (OCB) and counterproductive work behaviors (CWB), with the purpose to extend knowledge on the theoretical explanations for these outcomes. Considering the employment relationship with the organization, two different perspectives are suggested and compared in a multiple mediator model, in order to understand the reasons for discretionary behaviors. We draw upon social exchange theory as the basis of psychological contract perceptions and we rely on the group value model to explain organizational justice evaluations. A total of 570 blue‐collar workers in Italy participated in our survey. The results show that job insecurity is indirectly related to OCB and CWB through psychological contract breach and organizational injustice. Both mediational mechanisms have equivalent strength in explaining the relationships, namely, they are complementary processes in accounting for both behaviors. These findings suggest that employees’ behaviors in job insecure contexts are driven not only by concerns related to the exchange of resources with the organization, but also by evaluations about their value as important members of the group.     

When Leaders Are Seen as Transformational: The Effects of Organizational Justice1

In 2 studies, we attempted to make a first step toward integrating the literature on transformational leadership and organizational justice. We examined the extent to which justice affects perceptions of transformational leadership. We predicted that especially interactional justice should have strong effects. Study 1 was a vignette study (N = 100) in which distributive, procedural, and interactional justice were manipulated orthogonally. As expected, only interactional justice affected transformational leadership perceptions. Study 2 replicated these results in an organizational field study (N = 257). Distributive and procedural justice affected perceptions of transformational leadership, but when interactional justice was entered in the regression equation, their effects disappeared. Implications for integrating the literature on transformational leadership and organizational justice are discussed.     

Proservice or antiservice employee behaviors: A multilevel ethics perspective

We adopt a multilevel approach to investigate ethical ideology, moral leadership, and ethical climate in predicting service-oriented organizational citizenship behavior (OCB) and service sabotage. Data were collected from 36 food and beverage units in hotels in Taiwan. The sample comprised 504 employees and 36 supervisors. Results show that idealism is positively related with service-oriented OCB, but negatively related with service sabotage; relativism is the opposite. Moral leadership and ethical climate are both positively related with service-oriented OCB and negatively related with service sabotage. In addition, moral leadership moderates the relationship between relativism and service-oriented OCB. Ethical climate moderates the relationship between idealism and service-oriented OCB and service sabotage. The implications of this study for research and practice are discussed.