Social Factors of Work-Environment Creativity

The aim of this study was to investigate how work-environment creativity is related to the social factors of: organizational-culture perceptions, employee participation, knowledge sharing, and procedural justice. Questionnaires were administered to 154 employees of a government organization. Because the employees within a department worked in diverse teams and their work environments may have varied, our analysis was conducted at the level of the individual. Hierarchical regression analyses showed that work-environment creativity was related to adhocracy-culture perceptions, employee participation, and knowledge sharing; that knowledge sharing was related to cooperative-team perceptions and procedural justice; and that knowledge sharing mediated the relationships of cooperative-team perceptions and procedural justice with work-environment creativity. Practical implications of the results are discussed.     

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.     

Distributive Justice,Procedural Justice,Affective Commitment,and Turnover Intention: A Mediation–Moderation Framework1

This study addressed the unexamined issue of how and when distributive justice and procedural justice interact to predict turnover intention using a mediation–moderation framework. Survey data from 168 employees showed that affective commitment mediated the relationship between distributive justice and turnover intention, and this mediated effect varied across levels of supervisory procedural justice. Specifically, at high levels of procedural justice, affective commitment partially mediated the distributive justice–turnover intention link; at low levels of procedural justice, affective commitment fully mediated this link. The findings draw attention to the (a) importance of affective commitment in the absence of distributive and procedural fairness and (b) role of supervisory procedural justice in attenuating the adverse effects of low affective commitment on turnover intention.     

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.     

A study of the antecedents and consequences of psychological ownership in organizational settings

Psychological ownership is a feeling of possession in the absence of any formal or legal claims of ownership. In this study, the authors aimed to extend previous empirical testing of psychological ownership in work settings to encompass both job-based and organization-based psychological ownership as well as related work attitudes and behavioral outcomes. Questionnaire data from 68 employees and their managers revealed that job-based psychological ownership and organization-based psychological ownership are distinct work attitudes that are distinguishable from job satisfaction and organizational commitment. Psychological ownership predicted job satisfaction and organizational commitment and mediated the relationship between autonomy and these work attitudes. There was no support for a relationship between psychological ownership and behavioral outcomes. The authors discuss the limitations of the study and the implications of psychological ownership.     

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.     

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.     

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.     

L’influence longitudinale de la justice organisationnelle sur le bien-être psychologique au travail : quels types de justice sont déterminants ?

Regarding the relationship between perceived organizational justice and psychological well-being at work, few studies compare the influence of the four organizational justice facets, and even fewer do so longitudinally. The objective of this study is to evaluate the longitudinal relationships between these facets and psychological well-being at work. Social exchange theory suggests that distributive, interpersonal, and informational justices are better predictors of well-being than procedural justice. A sample of 192 Canadian workers from a diversity of occupations completed two self-reported questionnaires at a six-month interval. Results support the importance of rewards allocation (distributive justice) and information given on this allocation (informational justice) to promote workers’ well-being.     

The Influence of Decision Makers' Goals on Their Concerns About Procedural Justice1

Two studies examine how decision makers' goals of enhancing organizational effectiveness and promoting positive interpersonal relations shape their decision making when they are allocating scarce resources among group members. Past research has conceptualized this problem as one of balancing between the use of two distributive justice principles: equity and equality. The studies reported examine the degree to which authorities are also concerned about issues of procedural justice. The results suggest that experienced decision makers—both managerial and administrative—believe that when trying to maintain positive interpersonal relations it is as important to use decision-making procedures that will be regarded as fair (procedural justice) as it is to allocate outcomes in ways which will be regarded as fair (distributive justice). Decision makers' definitions of procedural justice are also examined.     

Explaining the procedural justice–perceived legitimacy relationship: Relying on relational concern or instrumental concern?

People can extract relational information (i.e., relational concern) as well as instrumental information (i.e., instrumental concern) from decision‐making procedures. Thus, both instrumental and relational concerns are assumed to influence the procedural justice–perceived legitimacy relationship. Drawing from social exchange theory, the different kinds of concerns may lead to form different exchange relationships (social exchange relationship vs. economic relationship), which can be indicated by two forms of trust (affect‐based trust vs. cognition‐based trust). We built a model of trust mediation in which procedural justice predicted affect‐based and cognition‐based trust. Further, we also tested the hypothesis that high (compared with low) group identification individuals are more likely to rely on relational concern to construct procedural justice and judge legitimacy of authority, because they use procedural fairness information to infer the quality of their relationships with the authority. The results of an experiment (Study 1) demonstrated that both affect‐based trust and cognition‐based trust mediated the procedural justice–perceived legitimacy relationship. Moreover, a field study (Study 2) showed that affect‐based trust mediated the relationship between procedural justice and perceived legitimacy primarily among individuals with high group identification whereas cognition‐based trust mediated this relationship primarily among those with low group identification.     

Examining the Relationships Between the Justice Facets and Turnover Intent: The Mediating Roles of Overall Justice and Psychological Strain

We examined how interpersonal justice from coworkers, the traditional justice facets (i.e., distributive, procedural, interpersonal, informational), and overall justice perceptions relate to employee psychological strain and turnover intentions in Canadian Armed Forces personnel. Specifically, we hypothesized that overall justice would mediate the relationships between the justice facets (including coworker justice) and strain, and strain would mediate the relationship between overall justice and turnover intent. We used a cross-sectional correlational design with personnel from 2 military units (total N = 218) as our sample. A 2-step structural equation modeling technique was used to evaluate our hypotheses. Support for our hypotheses was obtained with 1 exception: informational justice did not predict overall justice judgments. Our results suggest that employees’ reactions to individual justice events and different sources of justice exert their effects on strain and turnover intent indirectly through their impact on a global evaluation of justice in their work environment.     

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.

Perceptions of Justice in Employment Selection Decisions: The Role of Applicant Gender

In contrast to the vast majority of justice literature that controls for applicant gender, the present study investigated the role of applicant gender in relation to applicant procedural and distributive justice perceptions after being informed of an organization's reject/accept decision. A sample of 503 students completed a selection test, believing the results would be used to make initial selection decisions for an organization recruiting from a university. Two weeks later, participants were given selection decisions (randomly assigned), and procedural and distributive justice perceptions were assessed. Hierarchical regression analyses indicated gender moderated the relationship between selection decision favorability and organizational justice perceptions. As hypothesized, in comparison with rejected males, rejected female applicants reacted most negatively to both forms of justice. On the other hand, selected female applicants had a more positive reaction than selected male applicants to both procedural and distributive justice. Potential implications for these and other findings are discussed.     

Health Consequences of Organizational Injustice: Tests of Main and Interactive Effects

I report the results of two studies that explored relationships between employees' justice perceptions and their psychological well-being. In both studies, the main and interactive effects of distributive justice and procedural justice accounted for significant, unique variance in employees' psychological distress. Consistent with predictions derived from a framework that integrates stress and coping theory with justice theory, relationships between procedural justice and psychological distress were stronger when distributive justice was lower. I discuss theoretical implications for the organizational justice literature and identify the studies' limitations and practical implications.     

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.     

Perceived fairness in employee selection: the role of applicant personality

The present study investigated the role of applicant personality in relation to applicant procedural and distributive justice perceptions after being informed of an organization’s reject/accept selection decision. A sample of 503 students completed a selection test, believing the results would be used to make initial selection decisions for an organization recruiting from the university. Participants were presented with selection decisions (randomly assigned) two weeks later, and procedural and distributive justice perceptions were assessed. Hierarchical regression analyses indicated that agreeableness, openness to experience, and test-taking self-efficacy were positively related with perceptions of procedural and distributive justice. Neuroticism was negatively associated with distributive justice perceptions. The relationships of test-taking self-efficacy with procedural and distributive justice were moderated by the organization’s selection decision.     

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.     

Psychological Research on Organisational Democracy: A Meta-Analysis of Individual,Organisational, and Societal Outcomes

Our meta-analytic review investigates how employee participation in democratic enterprises is related to psychological outcomes. We gathered 60 studies through a systematic literature search of quantitative field studies (published between January 1970 and May 2017) and extracted 138 effect sizes related to three indicators of organisational democracy (OD) and 15 psychological outcomes. The overall findings suggest that employees’ individually perceived participation in organisational decision making (IPD) had a stronger relation to job satisfaction (ρ = .25), job involvement/work motivation (ρ = .36), prosocial work behaviours (ρ = .24), civic and democratic behaviours (ρ = .21) and perceived supportive climate (ρ = .44) than the other two OD indicators: structurally anchored employee participation (SAEP) and employee participation in collective ownership (EO). This was not the case for value-based commitment: the relations of SAEP (ρ = .40), EO (ρ = .34), and IPD (ρ = .46) with commitment were nearly equal. Mediation analyses indicated that IPD partially mediated most of the effects of SAEP and EO on the outcomes mentioned. The cross-sectional database and a small number of studies for some of the outcomes are the main limitations of this study.     

PROCEDURAL AND DISTRIBUTIVE JUSTICE IN THE EDITORIAL REVIEW PROCESS

Based on organizational justice theories, a model of procedural and distributive justice is proposed to explain authors' reactions to editorial decisions and the editorial review process. Authors ( n = 106) provided justice perceptions and future journal submission intentions upon receiving an editorial decision letter. The editor provided information on editorial decisions and review processes. Explanation and interpersonal sensitivity were important procedural justice dimensions in predicting distributive justice reactions and intentions to submit future work to the journal. Explanations appear particularly important when the decision is negative. Journal submission intentions were positively related to distributive justice reactions for inexperienced, but not experienced, authors. In addition, journal submission intentions were positively related to the perceived explanation received for experienced, but not inexperienced, authors. Discussion focuses on implications for organizational justice theories and for journal publishing and HR practices.