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.     

Justice and employee attitudes during organizational change: The mediating role of overall justice

IntroductionSeveral studies have investigated the mediating role of overall justice (OJ) in the relationships between specific dimensions of justice and employee attitudes. However, prior research has neglected to examine OJ during the process of organizational change, as suggested in fairness heuristic theory (FHT).ObjectiveThis study aims to replicate the results of previous studies and expand them by examining, in two contexts of organizational change implementation, the mediating role of OJ in the relationships between procedural, interpersonal, and informational justice (PJ, ITJ, and IFJ, respectively) and employee attitudes (job satisfaction, turnover intentions, and organizational commitment).MethodologyWe surveyed 537 employees experiencing a company reorganization (Study 1) and 188 employees experiencing a merger (Study 2).ResultsEach dimension of justice is related to OJ, which in turn is associated to employee attitudes. Furthermore, bootstrap results indicated that OJ mediates the effects of PJ, ITJ, and IFJ on job satisfaction and turnover intentions (in both studies), and on affective, normative, and continuance commitment (in Study 2).ConclusionOur findings show the importance of fairness during organizational change. Treating employees fairly in times of change is crucial for managers.     

The relationship between justice and attitudes: An examination of justice effects on event and system-related attitudes

Research in organizational justice has always been interested in the relationship between justice and attitudes. This research often examines how different types of justice affect different attitudes, with distributive justice predicted to affect attitudes about specific events (e.g., performance evaluation) and procedural justice predicted to affect attitudes about organizations (e.g., organizational commitment). However, there is mixed support for these predictions. Moreover, this approach generally ignores the relationship between attitudes about the specific event and attitudes toward the organization. In this study we identify three alternative models of justice and attitudes. We use customer responses to complaint handling to test these alternative conceptualizations. Results generally support a mediated model, wherein event attitudes mediate the effect of justice perceptions on system-related attitudes. The implication of these findings for organizations and justice researchers are discussed.     

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。     

Perceptions of Systemic Justice: The Effects of Distributive, Procedural, and Interactional Justice

The literature on organizational justice has identified 3 key components of this process: distributive, procedural, and interactional justice. On the basis of fairness heuristic theory, we reasoned that employees may use perceptions of these 3 components as a basis for drawing inferences about the fairness of the organization as a whole (i.e., their perceptions of systemic justice). A field study was conducted on a sample of 232 employees working in various organizations. Results show that employees' perceptions of procedural justice and interactional justice in their organizations positively predicted perceptions of systemic justice (i.e., that the organization was fair overall). Perceptions of distributive justice, however, did not predict perceptions of systemic justice. Practical implications of these findings are discussed.     

The relationship between abusive supervision,distributive justice and job satisfaction: A substitutes for leadership approach

IntroductionRecently, interest in abusive supervision has grown (Tepper, 2007). However, little is still known about organizational factors that can reduce the adverse effects of abusive supervision.ObjectiveBased on a substitute for leadership perspective (Kerr & Jermier, 1978), we predict that job resources adequacy and role clarity act as buffers in the negative relationship between abusive supervision, distributive justice and job satisfaction.MethodA sample of 253 employees from a City Hall was used to test our hypotheses.ResultsWe found that abusive supervision was significant and negatively related to distributive justice when job resources adequacy and role clarity were low, but not when job resources adequacy and role clarity were high, with consequences for job satisfaction.ConclusionsThese findings suggest that job resources adequacy and role clarity can reduce the negative impact of abusive supervision, which then lessens distributive unfairness perceptions and job dissatisfaction.     

Employee personality, justice perceptions, and the prediction of workplace deviance

We examined the relative and incremental prediction of workplace deviance (i.e., intentional acts that harm the organization or its employees) offered by personality and organizational justice perceptions in a sample of 464 employees working in a large retail organization. We found that personality - including a sixth factor called Honesty-Humility, and its facet of trait Fairness - accounted for incremental variance in deviance criteria beyond justice perceptions. We found little support for the reverse. From a practical standpoint, these findings suggest that organizations may benefit from personality-related interventions (e.g., screening job applicants for relevant traits) more so than from justice-related interventions (e.g., organizational changes involving policies and procedures) in order to reduce workplace deviance. From a research perspective, our findings highlight the advantages of considering traits beyond the Big Five (e.g., Honesty-Humility) for maximizing the prediction and understanding of deviant behaviors at work.     

Justice in teams: The activation and role of sensemaking in the emergence of justice climates

Justice climates are considered to be an emergent phenomenon, which originates in the cognition, affect and behaviors of individuals, but is amplified by their interactions and manifests itself as a collective construct (see Kozlowski & Klein, 2000). However, researchers have given little attention to the role of social interaction in the convergence of member justice perceptions in teams. Using conversational data from 372 students working in a team business simulation with two levels each of procedural treatment and outcome favorability, this study examines how treatment fairness arouses sensemaking in teams and the features of such sensemaking processes that give rise to shared justice perceptions. The results highlight an interactive effect of outcomes and procedures on team sensemaking, which is shown to influence justice climate strength. The results also provide insight into the effects of discussion content, intensity and duration on the emergence of justice climates.     

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.     

Organizational justice and mental health: A multi‐level test of justice interactions

We examine main and interaction effects of organizational justice at the individual and the organizational levels on general health in a Kenyan sample. We theoretically differentiate between two different interaction patterns of justice effects: buffering mechanisms based on trust versus intensifying explanations of justice interactions that involve psychological contract violations. Using a two‐level hierarchical linear model with responses from 427 employees in 29 organizations, only interpersonal justice at level 1 demonstrated a significant main effect. Interactions between distributive and interpersonal justice at both the individual and the collective levels were found. The intensifying hypothesis was supported: the relationship between distributive justice and mental health problems was strongest when interpersonal justice was high. This contrasts with buffering patterns described in Western samples. We argue that justice interaction patterns shift depending on the economic conditions and sociocultural characteristics of employees studied.     

The utility of a multifoci approach to the study of organizational justice: A meta-analytic investigation into the consideration of normative rules,moral accountability,bandwidth-fidelity,and social exchange

Multifoci justice pulls from research on social exchange theory to argue that despite the proliferation of rule sets in the literature (often referred to as the “types” of justice), individuals seek to hold some party accountable for the violation/upholding of such rules, and it is these parties (e.g., supervisors, the organization as a whole) that are most likely to be the recipients of attitudes and behaviors (i.e., target similarity effects). To explore these issues, we meta-analytically (k = 647, N = 235,682) compared the predictive validities of source- vs. type-based justice perceptions and found that (a) multifoci justice perceptions more strongly predicted outcomes directed at matched sources than did type-based justice perceptions, (b) multifoci justice perceptions more strongly predicted target similar than dissimilar outcomes, and (c) the relationships between multifoci justice perceptions and target similar outcomes were mediated by source-specific social exchange.     

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.

时间视角下的组织公正研究

组织公正的动态研究是在时间视角下分析组织公正的变化及其影响。根据研究中不同的时间跨度,可将该领域研究分为短期公正变化与长期公正变化研究。短期公正变化研究主要分析公正事件在日层次上的变化对组织内个体的影响。长期公正变化则分析组织内个体过往的公正经历如何影响他们当前的心理与行为。研究主要从自我调节资源的变化、长时社会交换、不确定管理及社会认知角度解释公正的动态影响。未来可从公正动态变化的特征、前因机制及其差异化影响机制开展研究。     

Prototypical supervisors shape lay‐off victims’ experiences of top management justice and organizational support

Job loss is a pervasive experience affecting millions of workers around the globe annually. To investigate lay‐offs from the perspective of those who are affected, we conducted a lagged study examining lay‐off victims’ experiences of supervisory justice, top management justice, and organizational support. We test the hypotheses that the relationships between supervisory justice and lay‐off victims’ subsequent experiences of top management justice as well as organizational support are moderated by supervisors’ prototypicality of their team. Results from our study conducted during lay‐off process indicated that supervisory justice had a positive lagged impact on lay‐off victims’ unfolding experiences of both (1) top management justice and (2) organizational support for supervisors who were viewed as highly (but not lowly) prototypical of the team that both supervisors and subordinates were part of. Our study identifies a theoretically grounded moderator that may account for the presence (or absence) of cross‐foci effects found in previous multifoci justice studies. Moreover, our results shed light on the development of justice perceptions by demonstrating the impact of lower‐level supervisors in translating subordinates’ perceptions of justice of the supervisor to that of the top management. Findings suggest that supervisors have an important role to play in managing (for better or worse) the potentially harmful consequences associated with organizational redundancies.

Practitioner points

• Prototypical supervisors are ‘gatekeepers’ who are able to influence their subordinates’ relationship with the organization and its management.
• Involving supervisors in critical events such as lay‐offs may be important to effectively manage employees’ concerns.
• It may not be well advised to overly centralize responsibility for communicating information regarding lay‐offs under human resource departments.

     

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.     

The influence of sexual harassment frequency and perceptions of organizational justice on victim responses to sexual harassment

Organizational justice theory was used to understand the conditions that influence how women respond when sexually harassed. Specifically, this study examined whether sexual harassment frequency interacts with perceptions of four types of organizational justice (procedural, distributive, interpersonal, and informational) to predict two types of victim responses (confrontation and reporting). With data collected from 257 female employees, it was found that the interaction between sexual harassment frequency and perceptions of distributive justice and the interaction between sexual harassment frequency and perceptions of procedural justice predicted reporting, whereas the interaction between sexual frequency and perceptions of distributive justice predicted confrontation. The interaction between sexual harassment frequency and perceptions of informational justice predicted both confrontation and reporting. Implications for organizations are discussed.     

Exploring the neural basis of fairness: A model of neuro-organizational justice

Drawing from the literature in neuroeconomics, organizational justice, and social cognitive neuroscience, I propose a model of neuro-organizational justice that explores the role of the brain in how people form fairness judgments and react to situations of fairness and/or unfairness in organizations. The model integrates three levels of analysis: (a) behavioral, (b) mental (cognitive and emotional), and (c) neural. The behavioral level deals with motivated actions displayed by the individual; the mental level deals with information processing mechanisms and emotional arousal; and the neural level concerns the brain systems instantiating mental processes. The paper also describes a fairness theory of mind that could help managers improve their ability to create fair working environments. The model’s implications for further research and management practice are discussed.     

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.     

A trickle-down model of organizational justice: relating employees' and customers' perceptions of and reactions to fairness

This study developed and tested a trickle-down model of organizational justice that hypothesized that employees' perceptions of fairness should affect their attitudes toward the organization, subsequently influencing their behaviors toward customers. In turn, customers should interpret these behaviors as signals of fair treatment, causing them to react positively to both the employee and the organization. The model was tested on a sample of 187 instructors and their students. The results revealed that instructors who perceived high distributive and procedural justice reported higher organizational commitment. In turn, their students reported higher levels of instructor effort, prosocial behaviors, and fairness, as well as more positive reactions to the instructor. Overall, the results imply that fair treatment of employees has important organizational consequences because of customers' attitudes and future intentions toward key service employees.     

Trust and mistrust in organizations: An exploration using an organizational justice framework

This article commences with an overview of trust and mistrust, focusing on the debate about whether these are two ends of a continuum or distinct but interrelated concepts. Building on this review, the relationship between employees' perceptions of organizational justice and their self-categorized feelings of trust and mistrust is considered. It is suggested that organizational justice offers a useful means through which to explain and understand employees' feelings of trust and mistrust. Using case study data drawn from a UK public sector organization, the relationship between employees' feelings of trust and mistrust is explored within a change context. The data suggest that, whereas some employees perceive trust and mistrust as two ends of a continuum, others see them as distinct concepts. These findings are conceptualized as a trust?-?mistrust?-?absence triangle. Drawing on organizational justice as an explanatory theory, reasons for these findings are offered. The article concludes with a discussion regarding the coexistence of trust and mistrust and the explanatory value of organizational justice theory in understanding this.