互动公正对员工绩效与主管承诺的影响及其机制

采用问卷调查法和结构方程建模技术探讨互动公正对员工绩效与主管承诺的影响及其机制。通过分析215份员工和其直接主管的配对数据,结果发现：(1)互动公正通过主管认知信任的部分中介作用正向影响员工的任务绩效,即一方面直接影响员工的任务绩效,另一方面通过认知信任间接影响员工的任务绩效;(2)互动公正通过主管情感信任的完全中介作用正向影响员工的进谏行为;(3)互动公正通过主管认知信任和情感信任的完全中介作用正向影响员工的主管承诺。     

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.     

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.     

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.     

The Effects of Perceived Supervisor Support,Perceived Organizational Support,and Organizational Justice on Turnover among Salespeople

This study examined effects of three dimensions of organizational justice on salesperson perceived organizational support (POS), perceived supervisor support (PSS), performance, and actual salesperson turnover in a business-to-business setting using a sample of 384 salespeople. Results indicated that PSS is an indirect predictor of turnover intentions through POS and performance. Organizational commitment mediated the relationship between POS and turnover intentions. Procedural justice had a direct, positive influence on performance. Distributive justice, procedural justice, and interactional justice were indirect predictors of turnover through other variables. The salesperson’s performance was related directly to both turnover intentions and turnover.     

Personality and Perceived Justice as Predictors of Survivors’ Reactions Following Downsizing1

Downsizing, when deemed unfair, can result in negative outcomes in terras of survivors’ job attitudes and behaviors. Little research to date has examined whether a survivor's personality moderates these reactions. The present study examines the roles of personality and organizational justice in survivors’ reactions to downsizing. Results show that angry hostility moderates the relationships between survivors’ perceived interactional justice and (a) their organizational commitment, and (b) their intention to quit following downsizing. Specifically, the relationship between interactional justice and both criterion variables was significant only when angry hostility was low. Self‐discipline was found to moderate the relationship between survivors’ interactional justice and their organizational citizenship behavior (OCB) such that there was a significant positive correlation between interactional justice and OCB only for those employees who were low on self‐discipline. These findings are discussed in light of how supervisors could best manage downsizing.     

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.     

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.     

On the dimensionality of organizational justice: a construct validation of a measure.

This study explores the dimensionality of organizational justice and provides evidence of construct validity for a new justice measure. Items for this measure were generated by strictly following the seminal works in the justice literature. The measure was then validated in 2 separate studies. Study 1 occurred in a university setting, and Study 2 occurred in a field setting using employees in an automobile parts manufacturing company. Confirmatory factor analyses supported a 4-factor structure to the measure, with distributive, procedural, interpersonal, and informational justice as distinct dimensions. This solution fit the data significantly better than a 2- or 3-factor solution using larger interactional or procedural dimensions. Structural equation modeling also demonstrated predictive validity for the justice dimensions on important outcomes, including leader evaluation, rule compliance, commitment, and helping behavior.     

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.     

Shared perceptions of perceived justice as a predictor of externally rated departmental level academic performance

The purpose of this study was to investigate if shared perceptions of organizational justice affect externally rated group‐level performance. Previous studies did not consider distributive justice, nor did they control for the possible confounding effects of baseline performance. The present study relates shared perceptions of procedural, interactional, and distributive justice to externally rated departmental level academic performance and takes previous performance into account. We found support for the distributive justice–performance link, partial support for the procedural justice‐performance link, but contrary to our expectations interactional justice was unrelated to performance. All in all, the results seem to support the call for a re‐examination of the role of distributive justice in organizational processes.     

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。     

分配公正、程序公正、互动公正影响效果的差异

以大学生奖学金评比为例,探讨了组织公正各维度影响效果的差异。以661名大学生为被试,采用2×2×2的完全随机设计,以情境故事法（scenarios）呈现刺激,研究了奖学金评比中分配公正、程序公正、互动公正对大学生学习投入、班级荣誉感、班级归属感、与辅导员的关系的影响。结果表明,组织公正三个维度与效果变量之间存在清晰的对应影响关系：分配公正主要影响具体、以个人为参照的效果变量;程序公正主要影响与组织有关的效果变量;互动公正主要影响与上司有关的效果变量。     

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.     

分配不公正下的退缩行为：程序公正和互动公正的影响

以160名中学教师为被试,采用2×2的完全随机设计,以模拟故事（scenarios）的方法呈现刺激,研究了在职称评定中分配不公正的前提下,程序公正/不公正,互动公正/不公正对教师的退缩行为（消极怠工、拒绝帮助、离职、对校长的消极态度）的影响。结果表明,在分配不公正条件下：（1）程序公正、互动公正均影响教师的消极怠工程度;（2）程序公正、互动公正均影响教师的拒绝帮助行为程度,而且交互作用显著;（3）互动公正影响教师对上司的消极态度,程序公正无显著影响;（4）程序公正和互动公正对离职意愿影响均不显著     

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.     

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.     

DIFFERENT WRONGS,DIFFERENT REMEDIES? REACTIONS TO ORGANIZATIONAL REMEDIES AFTER PROCEDURAL AND INTERACTIONAL INJUSTICE

To alleviate the negative effects of workplace unfairness and resulting conflict, organizations can take remedial action to atone for a perceived injustice. We argue that the effectiveness of organizational remedies may depend on the match between type of injustice perceived and type of remedy offered. Specifically, based on the multiple needs model of justice ( Cropanzano, Byrne, Bobocel, & Rupp, 2001 ), we expect procedural injustice to be particularly associated with preference for instrumental remedies that address the need for control. On the other hand, interactional injustice should be particularly associated with preference for punitive remedies that address the need for meaning. Confirming this hypothesis, a field study involving recently terminated employees found that procedural injustice was positively associated with preference for an instrumental remedy (monetary compensation) and interactional injustice was positively associated with preference for a punitive remedy (disciplinary action against those involved in the termination). Further supporting the hypothesis, a laboratory experiment manipulating the unfairness of performance feedback found greater preference for an instrumental remedy relative to a punitive remedy following a procedural injustice than following an interactional injustice. In discussing these results, we present a taxonomy of organizational remedies as they relate to the multiple needs model of justice. Practical implications are discussed.     

The Impact of Personality and Team Context on the Relationship Between Workplace Injustice and Counterproductive Work Behavior

This study ascertains whether the impact of workplace injustice on counterproductive work behavior is moderated by personality and team context. A sample of 131 public-service employees completed a questionnaire that assessed the extent to which they receive distributive, procedural, and interactional justice. Furthermore, team commitment, coworker satisfaction, and Big Five personality traits were assessed. Finally, respondents estimated the frequency with which they and their colleagues engage in counterproductive behaviors. Procedural, distributive, and interactional injustice all provoked counterproductive behaviors. The effect of justice on these destructive acts diminished when team commitment was elevated, coworker satisfaction was limited, agreeableness was pronounced, and neuroticism was reduced. The findings confirm that vulnerability amplifies the impact of injustice, but interdependence can diminish this effect.     

Organizational justice and Black applicants' reactions to affirmative action

Using organizational justice as a guiding framework, the authors studied perceptions of affirmative action programs by presumed beneficiaries. Three conceptual issues were addressed: (a) the content of different affirmative action plans; (b) the 3-way interaction among distributive, procedural, and interactional justice; and (c) the distinction between outcome favorability and distributive justice. These ideas were tested with a sample of Black engineering students who responded to 1 of 6 plans. Participants distinguished among the various plans, with some policies being viewed as more fair than others. In addition, a 3-way interaction among the 3 types of organizational justice was observed. Specifically, the 2-way interaction between distributive and interactional fairness was only significant when procedural justice was low. Implications for organizational justice and for the design of affirmative action programs are discussed.