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.     

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.     

Clarifying the importance of trust in organizations as a component of effective work relationships

Organizational trust is an important element of an organization's long‐term success, as it is a central component of effective work relationships. This study examines the extent to which one's trust in the organization mediates the relationship between three drivers of social exchange relationships and three attitudinal outcomes. The results from a sample of 1,300 manufacturing employees revealed that trust in the organization partially mediated the relationship between perceived supervisor support and turnover intentions, affective organizational commitment and job satisfaction, and fully mediated the relationship between distributive justice and information receiving and these outcomes. This paper extends the empirical literature about the antecedents and consequences of trust in organization, giving special attention to the mediating role of trust in organizations.     

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.     

Linking Justice, Performance, and Citizenship via Leader–Member Exchange

While organizational justice continues to garner attention by researchers, why perceptions of justice influence a variety of outcomes is still in need of explanation. In this paper, we examine one type of social exchange process that may provide a better link between perceptions of fairness and important organizational outcomes. Specifically, we examine how leader–member exchange (LMX) affects the relationship between employee perceptions of fairness and supervisor-rated performance and organizational citizenship behaviors (OCBs). Data from our study demonstrates that LMX fully mediates the relationship between interactional justice and performance and OCBs. In addition, the results demonstrate that LMX moderates the relationship between both distributive and procedural justice and OCBs.     

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.     

Why managers should care about fairness: the effects of aggregate justice perceptions on organizational outcomes

This work examines the aggregation of justice perceptions to the departmental level and the business-unit level, the impact of these aggregate perceptions on business-unit-level outcomes, and the usefulness of the distinction between procedural and interpersonal justice at different levels of analysis. Latent variables analyses of individual-level and department-level data from 4,539 employees in 783 departments at 97 hotel properties showed that the 2 justice types exercise unique paths of impact on employees' organizational commitment and thus on turnover intentions and discretionary service behavior. Business-unit-level analyses further demonstrate paths of association between aggregate justice perceptions, aggregate commitment levels, and the business-unit-level outcomes of employee turnover rates and customer satisfaction ratings.     

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 role of identity and work–family support in work–family enrichment and its work-related consequences

Despite growing research on the positive connections between work and family, antecedents and consequences of work–family enrichment are understudied. Using a sample of employees from a major insurance company, we assessed the relationship of (i) individual (i.e., work and family identities), (ii) family (emotional and instrumental support), and (iii) organizational (benefit use and work–family culture) antecedents to work–family and family–work enrichment. We also examined whether enrichment predicted important work outcomes including organizational commitment and turnover intentions. The strength of an individual’s identity and informal or emotional support within a domain, rather than formal or instrumental support, were associated with greater enrichment. Work–family enrichment positively predicted affective organizational commitment, and family–work enrichment negatively predicted turnover intentions. Implications for individuals and organizations wanting to foster enrichment are discussed.     

The role of identity and work-family support in work-family enrichment and its work-related consequences

Despite growing research on the positive connections between work and family, antecedents and consequences of work-family enrichment are understudied. Using a sample of employees from a major insurance company, we assessed the relationship of (i) individual (i.e., work and family identities), (ii) family (emotional and instrumental support), and (iii) organizational (benefit use and work-family culture) antecedents to work-family and family-work enrichment. We also examined whether enrichment predicted important work outcomes including organizational commitment and turnover intentions. The strength of an individual’s identity and informal or emotional support within a domain, rather than formal or instrumental support, were associated with greater enrichment. Work-family enrichment positively predicted affective organizational commitment, and family-work enrichment negatively predicted turnover intentions. Implications for individuals and organizations wanting to foster enrichment are discussed.     

组织政治知觉对乡村教师离职意向的影响:组织公平和组织认同的中介作用

以353名乡村中小学教师为样本,采用结构方程模型等统计方法,分析了组织政治知觉对乡村教师离职意向的影响,以及组织公平和组织认同的中介作用。结果表明：（1）组织政治知觉与乡村教师离职意向之间存在显著正相关,组织政治知觉与组织公平之间存在显著负相关;组织公平与组织认同之间存在显著正相关;组织认同与乡村教师离职意向之间存在显著负相关。（2）组织公平和组织认同在组织政治知觉对乡村教师离职意向的影响中起双重中介作用。     

A closer look at the relationship between affective commitment to supervisors and organizations and turnover

We examined the relationships of affective organizational commitment and affective commitment to supervisors with turnover intentions and actual turnover, using three independent samples of employees. In Sample 1 (N=172) and Sample 2 (N=186), affective organizational commitment and affective commitment to supervisors were found to exert independent negative effects on turnover intentions. Moreover, in both samples, affective commitment to supervisors was more strongly related to turnover intentions when affective organizational commitment was low. In Sample 3 (N=431), affective commitment to supervisors was the single significant predictor of actual turnover and interacted with affective organizational commitment such that its effect was stronger when affective organizational commitment was low. The implications of these findings for the understanding of the commitment–turnover relationship are discussed.     

Perceived fairness of employee drug testing as a predictor of employee attitudes and job performance

Although management of drug testing programs is becoming a critical organizational issue, no systematic conceptual framework has been applied to the study of employee reactions to drug testing. In this study an organizational justice framework was used to explain and predict the relationships among two types of justice (procedural justice and outcome fairness) employee attitudes (job satisfaction, commitment, and management trust), and behavior (turnover intentions and performance). Survey data from 195 employees in a pathology laboratory indicated that justice predicts employee attitudes and performance. Specifically, procedural justice, but not outcome fairness, predicted all 5 criterion variables. These results demonstrate the importance of procedural justice perceptions for predicting employee reactions to drug testing programs.     

Is it here where I belong? An integrative model of turnover intentions

We test a mediated moderation model in which the influence of organizational prestige and permeability on turnover intentions is mediated by organizational commitment and identification. We test this model in a 2 × 2 design in four Romanian organizations. Results support a partial mediation of identification between the considered organizational antecedents, and their interaction upon affective and continuance commitment, and a full mediation of commitment between identification and turnover intentions. Permeability moderates the impact of prestige upon identification and commitment. Finally, we draw conclusions about the mind‐sets behind identification, affective, and continuance commitment, and propose implications for future research and practitioners.     

The Moderating Effects of Justice on the Relationship Between Organizational Politics and Workplace Attitudes

Research suggests that perceptions of organizational politics consistently result in negative outcomes for individuals. In the current study, distributive and procedural justice are explored for their effects on the relationships between perceptions of organizational politics and turnover intentions and job satisfaction. We tested these relationships in a sample of 311 employees of a water management district. Results indicated the politics––turnover intentions and politics––job satisfaction relationships were weaker when perceptions of both forms of justice are high. Further, and potentially more interestingly, politics mattered the most when the distribution of outcomes was unfair (distributive justice) as opposed to when procedures were unfair (procedural justice). Implications for future research and management practice are discussed.     

Psychological Climate,Organizational Commitment and Morale: Implications for Army Captains' Career Intent

The purpose of this research was to examine how work experiences contribute to junior officers' intentions to leave the Army. Specifically, we hypothesized that psychological climate perceptions have direct and indirect effects on intent to leave through affective commitment and morale and that affective and continuance commitment interact to predict intent to leave the Army. The sample for this study was 649 captains who responded to an Army-wide survey, the Fall 2002 Sample Survey of Military Personnel. Results demonstrate support for full mediation, indicating that psychological climate impacts intent to leave the Army by influencing captains' affective commitment and morale. The psychological climate dimension of leadership had the largest impact on affective commitment, morale, and intent to leave the Army. Affective commitment did not interact with continuance commitment to predict intent to leave. Implications for Army retention policies and leadership are discussed.     

Relationships Between Organizational Commitment and Its Antecedents: Employee Self-Concept Matters

Employee self-concept is a critical self-regulatory variable in organizational settings. In this paper, we discuss the relevance of self-concept for organizational commitment, and propose that self-concept levels moderate relationships between commitment and its antecedents. Using an experimental design in which we primed the working self-concept of employed participants, we found support for our hypotheses. Specifically, relationships between affective commitment and its antecedents (organizational support, procedural justice, and company and supervisor satisfaction) were more pronounced for employees with salient collective self-concepts. Alternatively, relationships between continuance commitment and its antecedents (outcome and supervisor satisfaction) were stronger for employees with salient individual self-concepts. We discuss the implications of our findings and suggest directions for future research.     

Intolerable Cruelty: A Multilevel Examination of the Impact of Toxic Leadership on U.S. Military Units and Service Members

We examined the effects of toxic leadership on unit and employee outcomes. Based on Bandura’s social learning theory (1977), we predicted that toxic leadership would have a direct impact on unit civility and that unit civility would mediate the relationship between toxic leadership and job satisfaction and organizational commitment. We also predicted that within-unit variability in perceptions of toxic leadership, or toxic leadership congruence, would moderate these effects such that the relationship between toxic leadership and unit and employee outcomes would be stronger when unit members had similar perceptions of their leader’s engagement in toxic behavior. Results indicate that toxic leadership behavior is negatively related to unit civility and that unit civility mediates the relationship between toxic leadership and job satisfaction and organizational commitment. Contrary to expectations, toxic leadership congruence did not moderate any of the effects of toxic leadership behavior. Implications for research and practice are discussed.     

Understanding Predictors of Engagement Within the Military

The current study explored organizational antecedents of employee engagement in a military organization. A survey was administered to junior military personnel assessing leadership effectiveness, role clarity, organizational culture, and peer group interactions as predictors of engagement. Leadership's influence on engagement was expected to be partially mediated by role clarity and organizational culture. Engagement was predicted to fully mediate the relationship between the aforementioned variables and turnover intentions. Results indicated that leadership's influence on engagement was fully mediated by role clarity and organizational culture. In addition, engagement fully mediated the relationship between all variables and turnover intentions.     

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.