Taiwanese Employees' Justice Perceptions of Co-Workers' Punitive Events

Abstract

The authors examined justice perceptions of Taiwanese employees in response to co-workers' punitive events (punishment by a superior). They developed a hypothesis based on Chinese indigenous wu-lun principles and the concept of empathy. Results of the study showed that perceived vertical (between superior and subordinate) and horizontal (between subordinates) relationships jointly affected justice perceptions. Respondents who perceived low (negative) leader-member exchange with the superior and high (positive) liking of the punished person showed the lowest justice perceptions. In conclusion, the authors note that comparative analysis of organizational justice is a promising direction for future research.     

Event justice perceptions and employees' reactions: perceptions of social entity justice as a moderator

Building on 2 paradigms in organizational justice research and on fairness heuristic theory, the author argues that employees' perceptions about the fairness of social entities (their supervisor and their organization) moderate the relationship between their perceptions about the fairness of specific events and their reactions. A survey of 265 supervisor-employee pairs in 4 companies was conducted to test this argument. Hierarchical linear modeling analyses showed that when employees perceived their organization to be generally fair, this perception moderated the relationship between the perceived justice of a particular event and their reactions to the organization (organizational commitment and organization-directed citizenship behavior). In addition, employees' perceptions of the fairness of their supervisor were found to moderate the relationship between the perceived justice of a particular event and their supervisor-directed responses (trust in managers and supervisor-directed citizenship behavior) and their organization-directed responses. The results suggest that employee attitudes and behavior can be better understood when both event justice perceptions and social entity justice perceptions are considered together.     

Organization structure as a moderator of the relationship between procedural justice,interactional justice,perceived organizational support,and supervisory trust

Organizational justice researchers recognize the important role organization context plays in justice perceptions, yet few studies systematically examine contextual variables. This article examines how 1 aspect of context--organizational structure--affects the relationship between justice perceptions and 2 types of social exchange relationships, organizational and supervisory. The authors suggest that under different structural conditions, procedural and interactional justice will play differentially important roles in determining the quality of organizational social exchange (as evidenced by perceived organizational support [POS]) and supervisory social exchange (as evidenced by supervisory trust). In particular, the authors hypothesized that the relationship between procedural justice and POS would be stronger in mechanistic organizations and that the relationship between interactional justice and supervisory trust would be stronger in organic organizations. The authors' results support these hypotheses.     

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.     

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.     

Understanding the motivational effects of procedural and informational justice in feedback processes

Building upon traditional feedback models, this study examined the role of fair treatment in feedback contexts. Structural equation modelling using data from 236 undergraduate students highlighted perceived accuracy as a mediator in the credibility‐motivation relationship as well as a relationship between accuracy and perceptions of procedural and informational justice. In addition, the results showed that the motivating effects of feedback accuracy partially occurred through procedural justice perceptions. Tests of an alternative model also demonstrated the interactive effects of credibility and accuracy on justice perceptions. Overall, this study provides insight into the role of fairness in appraisal processes, as well as how fairness might enhance recipients' reactions to appraisal and, subsequently, the effectiveness of appraisal systems.     

Perceived justice of available opportunities and self-esteem,collective esteem and social exclusion: A study of three religious groups in India

Groups have their own social realities which determine their perceptions of justice having impact on their well- being and consequent integration with the mainstream society. The objective of the present study was to understand variations in perceived justice in terms of opportunities existing in five different domains, i.e. social prestige, economic, educational, employment and political by the Hindu Majority (N = 100) and Muslim (N = 100) and Christian (N = 76) minorities in India. In addition, the study also aimed to understand the relationship of perceived justice with self-esteem, collective esteem and social exclusion. Male and female participants (N = 276) of the study were either of high or low caste, and were of employed or unemployed status from a north Indian city. The results indicate that justice perception is determined by religion and caste not by gender and employment status. The majority Hindus perceived significantly higher perceptions of justice than Christians and Muslims minorities on all four domains except education. For education the minority Muslim group had lower justice perceptions than Hindus and Christians who did not differ significantly. The three groups differed significantly in their ratings of social exclusion with maximum exclusion perceived by Christians and minimum by Hindus. Results have implications for development initiatives.     

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.     

Applicant Perceptions of Test Fairness: Integrating Justice and Self-Serving Bias Perspectives

The justice perspective is the current dominant framework for research on applicant perceptions of test fairness. Recently, an emerging perspective suggests that self-serving bias mechanisms may be operative in the development of test fairness perceptions. Using data from 494 actual applicants to an entry-level State Police Trooper position, this study integrates both the justice and self-serving bias perspectives to achieve a better understanding of test fairness perceptions. Results from structural equation modeling show that perceived job-relevance affects perceived fairness. In addition, test performance affects both perceptions indirectly through perceived performance.     

Applicant Reactions to Selection Procedures: An Updated Model and Meta-Analysis

An updated theoretical model of applicant reactions to selection procedures is proposed and tested using meta-analysis. Results from 86 independent samples  ( N = 48,750)  indicated that applicants who hold positive perceptions about selection are more likely to view the organization favorably and report stronger intentions to accept job offers and recommend the employer to others. Applicant perceptions were positively correlated with actual and perceived performance on selection tools and with self-perceptions. The average correlation between applicant perceptions and gender, age, and ethnic background was near zero. Face validity and perceived predictive validity were strong predictors of many applicant perceptions including procedural justice, distributive justice, attitudes towards tests, and attitudes towards selection. Interviews and work samples were perceived more favorably than cognitive ability tests, which were perceived more favorably than personality inventories, honesty tests, biodata, and graphology. The discussion identifies remaining theoretical and methodological issues as well as directions for future research.     

Perceptions of Overt and Personality-based Integrity Tests

Differences in test-taker perceptions between overt and personality-based integrity tests were examined. Following administration of both types of integrity tests, 255 undergraduate students provided ratings of perceived face validity and perceived predictive validity. Following receipt of actual test scores, 126 test takers participated in a second phase of the study in which they reported perceptions of distributive justice. Test takers perceived overt integrity tests as having greater face validity and predictive validity than personality-based integrity tests. Perceptions of job-relatedness were not strongly related to test performance on either test type. Distributive justice perceptions were related to test performance, but not type of integrity test.     

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.     

Applying organizational justice theory to admission into higher education: Admission from a student perspective

Applicant perceptions of methods used in admission procedures to higher education were investigated using organizational justice theory. Applicants to a psychology study program completed a questionnaire about several admission methods. General favorability, ratings on justice dimensions, relationships between general favorability and these dimensions, and differences in perceptions based on gender and on the aim of the admission procedure (selection or matching) were studied. In addition, the relationship between favorability and test performance, and the relationship between favorability and behavioral outcomes were investigated. Applicants rated interviews and trial‐studying tests most favorably. Contrary to expectations based on the existing literature, high school grades were perceived least favorably and there was no relationship between applicant perceptions and enrollment decisions. In line with previous research in the employment literature, general favorability was most strongly related to face validity, study‐relatedness, applicant differentiation, the chance to show skills, perceived scientific evidence, and perceived wide‐spread use. We found no differences in applicant perceptions based on gender and small differences based on the aim of admission procedures. These results extend the applicant perceptions literature to educational admission and the results are useful for administrators when choosing methods to admit students.     

Bystanders' reactions towards co‐punishment events in the Taiwanese military: Examining the moderating effects of organizational norms

The present study examined bystanders' justice perceptions about co‐punishment events. In a sample of 169 logistic officers in the Taiwanese military, responsibility attributions (i.e. liability attributed to co‐punished persons) had a negative relationship with perceived harshness, and a positive relationship with perceived procedural justice. In addition, the effects of responsibility attributions on procedural justice were weaker if the person perceived stronger rather than weaker organizational norms of co‐punishment.     

Les perceptions de la justice organisationnelle en entretien de recrutement : deux expérimentations par simulation

Where as the predictive validity of the interview can be improved by structuring it, several authors indicate that its acceptability can be diminished by this structure (Campion, Palmer et Campion, 1997; Gilliland et Steiner, 1999). Two experiments using interview scenarios allowed us to evaluate the justice perceptions of different types of interviews. Overall, our results show that interviews which give the applicant the chance to participate and in which the interviewer is considerate are perceived positively. In contrast, when questions and the evaluation are more structured, interviews are viewed less positively. Results also show that the decision (hire or rejection) plays an important role in justice perceptions.     

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.     

Influence of judges' behaviors on perceived procedural justice

The influence of judges' behaviors on procedural justice was analyzed in a field study, observing the judges' behaviors during n = 129 trials and assessing the defendants and the audiences' justice perceptions. The observed judicial behavior was unrelated to the defendants' justice perceptions. However, the more respectful the judge treated the defendants, the fairer the audience perceived the trial. In general, the effect size of the relationship between observational measures and subjective justice ratings was small in comparison to the relationship within defendants' or audiences' ratings. There were striking differences in the justice perception between the two data sources, namely defendants and audience. Thus, the source matters, and to avoid a same‐source bias, should be taken into account when analyzing justice perceptions.     

Exploring the role of emotions in injustice perceptions and retaliation

Although organizational justice scholars often describe unfairness as an emotionally laden experience, the role of emotion is underresearched. In a study of individuals who experienced being laid off (N = 173), the authors found that outcome favorability interacts with both procedural and interactional justice to predict participants' emotions. The pattern of interaction differed for inward-focused (i.e., shame and guilt) and outward-focused (i.e., anger and hostility) negative emotions. Attributions of blame mediated the relationship between fairness perceptions and outward-focused negative emotion. Outward-focused emotion mediated the relationship between fairness perceptions and retaliation.     

A closer look at the relationship between justice perceptions and union participation.

In this study, a series of nested models was tested to assess the extent to which the relationship between process-related justice and union participation is mediated by perceived union support and union commitment. Members of a steelworkers' local (N = 615) participated in the study. Fit indices most strongly supported a fully mediated model. Unlike previous research, process-related justice was operationalized as 2 distinct variables: procedural and interactional justice. Interactional justice was found to have a substantially stronger relationship with support perceptions than procedural justice. Results also indicated union support accounted for a greater amount of unique variance in union commitment than perceived union instrumentality. The results are discussed in relation to trust theory and the generalization of organization science across different types of organizations.     

When does procedural justice influence perceived legitimacy? The role of standing uncertainty and group identification

Many empirical studies have shown that procedural justice is the key determinant of whether an individual perceives an authority figure as legitimate. However, based on relational models of procedural justice and the uncertainty management model, there is reason to believe that the association between procedural justice and perceived legitimacy may be stronger for individuals who are uncertain about their standing as group members (moderation); this interaction might predict group identification and, in turn, perceived legitimacy (mediation). We tested this mediated moderation model in two experiments (Studies 1a and 1b) and a field study (Study 2) using different operationalizations of standing uncertainty across studies. The results of Studies 1a and 1b demonstrated that the association between procedural justice and perceived legitimacy was stronger for participants with high (vs. low) standing uncertainty. Study 2 showed that group identification mediated the association between this interaction effect and perceived legitimacy. Together, the results of the mediated moderation analysis showed that procedural justice was positively associated with perceived legitimacy through high group identification when standing uncertainty was high. The theoretical contributions and practical implications of our findings are discussed.