Social exchange from the supervisor’s perspective: Employee trustworthiness as a predictor of interpersonal and informational justice

Using social exchange theory, we argue that because supervisors tend to value employee trustworthiness, they will be more likely to adhere to interpersonal and informational justice rules with trustworthy employees. Given social exchange theory’s assumption that benefits are voluntary in nature, we propose that the benevolence and integrity facets of trustworthiness will be more likely to engender social exchange relationships than the ability facet. Specifically, we propose that employees seen as having high benevolence and integrity engender feelings of obligation and trust from their direct supervisors, increasing the likelihood that these supervisors will adhere to interpersonal and informational justice rules, which in turn influences employee perceptions of justice. We find partial support for our mediated model using a field sample.     

Justice at the millennium: a meta-analytic review of 25 years of organizational justice research.

The field of organizational justice continues to be marked by several important research questions, including the size of relationships among justice dimensions, the relative importance of different justice criteria, and the unique effects of justice dimensions on key outcomes. To address such questions, the authors conducted a meta-analytic review of 183 justice studies. The results suggest that although different justice dimensions are moderately to highly related, they contribute incremental variance explained in fairness perceptions. The results also illustrate the overall and unique relationships among distributive, procedural, interpersonal, and informational justice and several organizational outcomes (e.g., job satisfaction, organizational commitment, evaluation of authority, organizational citizenship behavior, withdrawal, performance). These findings are reviewed in terms of their implications for future research on organizational justice.     

Innovative behaviour and job involvement at the price of conflict and less satisfactory relations with co‐workers

Although innovative behaviour is widely claimed to contribute to long term organizational effectiveness, the price that an individual worker may have to pay for taking an innovative approach has generally not been examined. The present study hypothesizes that a worker's innovative behaviour interacts with his or her job involvement in producing conflict and less satisfactory relations with resisting co‐workers who want to prevent innovative change. Moreover, conflict with co‐workers is hypothesized to mediate the interactive effect of innovative behaviour and job involvement on satisfaction with co‐worker relations. These hypotheses were supported in a survey study among 76 secondary school teachers based on supervisor ratings of the teachers' innovative behaviour and teachers' self‐report data of job involvement, conflict with co‐workers and satisfaction with co‐worker relations.     

Survivor reactions to reorganization: antecedents and consequences of procedural,interpersonal, and informational justice

This study tested a model of survivor reactions to reorganization, which incorporated multiple predictors and consequences of procedural, interpersonal, and informational justice. The 3 justice types had different correlates: all 4 antecedents (employee input, victim support, implementation, and communication quality) predicted interpersonal fairness, implementation and communication quality were associated with informational fairness, and employee input was the sole predictor of procedural justice. Procedural justice was strongly related to all 4 outcome variables, and interpersonal and informational justice added unique variance to the prediction of trust in management. The reorganization effort was still predictive of employee outcomes, although primarily through procedural justice approximately I year after its completion.     

Crossnational deviance in the workplace: Diverging impact of organizational commitment in Canada and Belgium

Using a self-report questionnaire from the aggressor's point of view, this study contrasted employees' frustration, perception of procedural justice, organizational commitment, and their relationships to interpersonal deviance in Canada and Belgium. Significant main effects were found in both countries for frustration and procedural justice on psychological and physical violence. Moreover, hierarchical regression analyses revealed significant interactions of country by normative and continuance commitment in interpersonal deviance, indicating the unique patterns relationships in Canada and Belgium. Hofstede's model of cultural dimensions was used to discuss the results.     

Organizational Justice Dimensions: Validation of an Arabic Measure

There is a continued debate regarding the dimensions of organizational justice. The present project investigated the dimensionality of organizational justice and the validity of an Arabic measure of organizational justice for a Kuwaiti samples. The first study sample consisted of 1,184 Kuwaitis (619 males and 565 females) from two groups: 728 employees and 456 teachers working in the public sector. The second study sample consisted of 373 participants (190 employees and 183 teachers). The instrument items were based on a careful review of the organizational justice literature to ensure relevance to the sample culture. Confirmatory factor analyses (CFA) using WLSMV estimator is used. WLSMV method is more appropriate for our data because variables are measured on an ordinal scale. WLSMV is considered a less bias estimator compared with the standard maximum likelihood in case of ordinal data. CFA analyses identified the four distinctive factors of distributive, procedural, interpersonal, and informational organizational justice. The four‐factor model fit the data significantly better than one‐, two‐ or three‐factor models. Moreover, the study revealed that these four dimensions of organizational justice were significantly correlated with the four relevant outcomes of instrumentality, organizational commitment, organizational citizenship behavior, and collective esteem. Using the Arabic version of Colquitt's ( 2001 ) instrument (Fischer et al., 2011 ), the second study presented an evidence of concurrent validity of the new Arabic scale. The present study confirmed the four‐factor dimensionality of organizational justice. Results of the current study may raise the issue of development of scales versus translation of well‐ developed ones. Theoretical and practical implications of the results are discussed.     

The impact of justice climate and justice orientation on work outcomes: a cross-level multifoci framework

In this article, which takes a person-situation approach, the authors propose and test a cross-level multifoci model of workplace justice. They crossed 3 types of justice (procedural, informational, and interpersonal) with 2 foci (organization and supervisor) and aggregated to the group level to create 6 distinct justice climate variables. They then tested for the effects of these variables on either organization-directed or supervisor-directed commitment, satisfaction, and citizenship behavior. The authors also tested justice orientation as a moderator of these relationships. The results, based on 231 employees constituting 44 work groups representing multiple organizations and occupations, revealed that 4 forms of justice climate (organization-focused procedural and informational justice climate and supervisor-focused procedural and interpersonal justice climate) were significantly related to various work outcomes after controlling for corresponding individual-level justice perceptions. In addition, some moderation effects were found. Implications for organizations and future research are discussed.     

From First Impression to Fairness Perception: Investigating the Impact of Initial Trustworthiness Beliefs

Evolutionary theory and neuroscientific evidence suggest that humans automatically infer the trustworthiness of others based on facial appearance. Building upon this knowledge base, this article presents three empirical studies that investigate the influence of initial impressions of trustworthiness on post‐event perceptions of justice. Across 2 vignette studies and 1 laboratory study, the results consistently suggest that pre‐event trustworthiness impressions exert significant indirect effects on post‐event justice perceptions. In Study 1 and 2, the effects of trustworthiness were mediated by individuals’ psychological state of trust and fairness‐related counterfactual thinking, respectively. In Study 3, the indirect effect of trustworthiness was transmitted through the psychological state of trust alone. The finding that initial trustworthiness impressions derived from surface cues (facial appearance) help shape subsequent perceptions of justice has important implications for justice theory and research.     

The 30‐Sec Sale: Using Thin‐Slice Judgments to Evaluate Sales Effectiveness

A successful sale depends on a customer's perception of the salesperson's personality, motivations, trustworthiness, and affect. Person perception research has shown that consistent and accurate assessments of these traits can be made based on very brief observations, or “thin slices.” Thus, examining impressions based on thin slices offers an effective approach to study how perceptions of salespeople translate into real‐world results, such as sales performance and customer satisfaction. The literature on the accuracy of thin‐slice judgments is briefly reviewed. Then, 2 studies are presented that investigated the predictive validity of judgments of salespeople based on thin slices of the vocal channel. Participants rated 20‐sec audio clips extracted from interviews with a sample of sales managers, on variables gauging interpersonal skills, task‐related skills, and anxiety. Results supported the hypothesis that observability of the rated variable is a key determinant in the criterion validity of thin‐slice judgments. Implications for the use of thin‐slice judgments in salesperson selection and customer satisfaction are discussed.     

亲亲为大，亲贤仍重：亲疏关系、人情取向对人际信任的影响

本文基于以往理论,提炼出人际交往中影响信任的两大因素：关系因素和个人特质因素,通过两个情景启动实验尝试探索亲疏关系、可信赖特质（能力、善意和诚信）对人际信任的影响机制及其作用的边界条件。结果发现：亲疏关系除了可以直接预测人际信任之外,还可以通过感知被信任者的可信赖特质产生间接影响。此外,个体的人情取向可以分别调节亲疏关系对感知被信任者的能力、诚信特质的效应和通过感知被信任者的能力、诚信特质影响人际信任的间接效应,并且作用的主要对象是关系网中的熟人。本研究对理解当代中国社会在多元文化交融下的人际信任具有重要意义。     

Ease‐of‐retrieval effects on procedural justice judgements under conditions of informational and personal uncertainty

This study tests whether individuals' reliance on ease‐of‐retrieval processes when forming procedural justice judgements are moderated by informational and personal uncertainty. In Studies 1 and 2 we examined the predicted effects of informational uncertainty. Results indicated that participants in information‐uncertain conditions relied on ease‐of‐retrieval, whereas those in information‐certain conditions relied on content information to make procedural justice judgements. In Study 3 we examined the combined effects of informational uncertainty and personal uncertainty on reliance on ease‐of‐retrieval when forming procedural justice judgements. The findings of Study 3 indicated that personal uncertain participants who were in informational certain conditions based their procedural justice judgements on content information, whereas all other participants based their procedural justice judgements on ease‐of‐retrieval. This is the first paper to demonstrate that the joint effect of informational uncertainty and personal uncertainty on reliance on ease‐of‐retrieval is different from the two uncertainties acting alone.     

A Social Exchange Model of Employee Reactions to Electronic Performance Monitoring

The primary goal of this study was to develop and test a social exchange model of employee reactions to electronic performance monitoring (EPM) to help managers use EPM more effectively. This study proposed that certain EPM practices are related to perceptions of interpersonal and informational justice, which in turn build trust in the manager, along with other important attitudes and outcomes. In a sample of 257 call center representatives, the purpose for using EPM, development versus control, was associated with interpersonal justice perceptions, but EPM-based feedback characteristics, whether the feedback was timely, specific, and constructive, were not. Furthermore, the presence of an explanation for EPM was positively related to perceptions of informational justice. Moreover, interpersonal and informational justice perceptions were positively related to trust in the manager, which in turn was positively related to job performance and job satisfaction.     

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 PRECURSORS AND PRODUCTS OF JUSTICE CLIMATES: GROUP LEADER ANTECEDENTS AND EMPLOYEE ATTITUDINAL CONSEQUENCES

Drawing on the organizational justice, organizational climate, leadership and personality, and social comparison theory literatures, we develop hypotheses about the effects of leader personality on the development of 3 types of justice climates (e.g., procedural, interpersonal, and informational) and the moderating effects of these climates on individual-level justice–attitude relationships. Largely consistent with the theoretically derived hypotheses, the results showed that leader (a) Agreeableness was positively related to procedural, interpersonal, and informational justice climates; (b) Conscientiousness was positively related to a procedural justice climate; and (c) Neuroticism was negatively related to all 3 types of justice climates. Further, consistent with social comparison theory, multilevel data analyses revealed that the relationship between individual justice perceptions and job attitudes (e.g., job satisfaction, commitment) was moderated by justice climate such that the relationships were stronger when justice climate was high.     

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.     

上司人际公平如何影响员工工作结果:有中介的调节效应

本文探讨了上司的人际公平怎样影响员工工作满意度和人际层面组织公民行为,以及这种影响何时更强或更弱。通过对237名在职人员调查,结果发现:(1)员工的上司信任在人际公平与工作满意度、人际层面组织公民行为之间具有部分和完全中介作用;(2)上司权力对人际公平效应具有调节作用:当上司权力较高时,人际公平显著影响员工对他的信任,进而影响工作满意度和人际层面组织公民行为;而当其权力较低时,人际公平的影响不明显。     

Validation française d’un questionnaire des perceptions de justice en milieu judiciaire

To improve the quality of the national justice system, the aim is to test the validity of a questionnaire on the justice perceptions of the criminal procedures and the justice decisions. One hundred and thirty-two defendants were questioned. A factorial analysis directs to a four factors solution: the distributive justice, the procedural justice, the interpersonal justice and the informative justice. After regression analyses, the procedural justice predicts the sentence satisfaction and the procedure satisfaction as well as the anger and the trust. The interpersonal justice predicts the procedure satisfaction and the trust, and the informative justice the satisfaction of the procedure. The results confirm the importance of the perceptions of the justice dimensions to favor positive attitudes towards the judicial institution.     

Values and Justice as Predictors of Perceived Stress in Lebanese Organisational Settings

Research investigating predictors of stress perceptions in organisational settings has been extensive. Value incongruence between employees and the organisation as well as organisational justice (distributive, procedural, informational, and interpersonal) are thought to be significant predictors of organisational outcomes. The current study investigated value incongruence and organisational justice as predictors of perceived stress in a sample of 362 organisational employees in Beirut, Lebanon. Results indicated that incongruence on value types of benevolence, power, and self‐direction are weakly predictive of perceived stress, while perceptions of interpersonal and distributive injustice are strongly predictive of perceived stress in the Lebanese organisational context. Implications of these differential findings for organisational and cross‐cultural research are discussed. Nombreuses ont été les recherches sur les prédicteurs du vécu du stress dans les organisations. La contradiction des valeurs des salariés et de l'organisation ainsi que la justice organisationnelle (distributive, procédurale, informationnelle et interpersonnelle) sont considérées comme étant des prédicteurs efficaces des réalités organisationnelles. Ce travail porte sur l'incohérence des valeurs et la justice organisationnelle en tant que prédicteurs du stress ressenti dans un échantillon de 362 salariés de Beyrouth (Liban). Les résultats montrent que des contradictions sur des valeurs comme la bienveillance, le pouvoir et l'autonomie sont peu prédictives du stress perçu, tandis que la perception des injustices interpersonnelle et distributive est fortement prédictive du stress ressenti dans le contexte organisationnel libanais. On discute des retombées de ces résultats différentiels sur les travaux organisationnels et transculturels.     

Is interpersonal and institutional e‐trustworthiness equally important in consumer e‐trust development? Implications for consumers' e‐trust building behaviours

Trust is a widely studied phenomenon across numerous disciplines. E‐trust researchers have conducted a vast number of studies, but despite extensive interest in the issue, there are only few studies that concentrate on how consumers build e‐trust. Furthermore, consumer e‐trust is seen to be a function of both interpersonal and institutional e‐trustworthiness, but only limited number of attempts have been conducted to study the relative importance of interpersonal and institutional e‐trustworthiness in consumer e‐trust development process. The present article seeks to improve this situation by studying how consumers' perceived interpersonal and institutional e‐trustworthiness influence their intention to build e‐trust. The results of the study suggest that consumers build e‐trust actively, and the development of e‐trust is not only based on trustees' behaviour. Moreover, the results indicate that interpersonal e‐trustworthiness is more important than institutional e‐trustworthiness in consumers' e‐trust building. Copyright © 2010 John Wiley & Sons, Ltd.     

Justice as a dependent variable: subordinate charisma as a predictor of interpersonal and informational justice perceptions

Research in the organizational justice literature has shown that interpersonal and informational justice are significant predictors of subordinate attitudes and behaviors. However, scholars have neglected to explore whether certain subordinate characteristics might be associated with managers' adherence to interpersonal and informational justice rules. The current authors' study tested a model, inspired by approach-avoidance perspectives (e.g., Gray, 1990), in which manager ratings of subordinate charisma influenced subordinate ratings of interpersonal and informational justice through the mechanisms of positive and negative sentiments (i.e., emotions felt by the manager toward the subordinate). A field study of 181 employees of a large national insurance company revealed partial support for this model. Structural equation modeling revealed that subordinate charisma was related to interpersonal justice perceptions, a relationship that was fully mediated by positive and negative sentiments. However, subordinate charisma was not associated with informational justice perceptions. These findings signal the potential utility in examining subordinate-based predictors of justice variables.