When organizational justice and the self-concept meet: Consequences for the organization and its members

In two studies, we examined the joint effects of employed participants’ self-concept levels and perceptions of fairness on organizational attitudes and citizenship behavior intentions. We examined the effects of chronic self-concept activation in Study 1, whereas we primed the working self-concept in Study 2. Combining the results of both studies, we found support for our hypotheses that particular self-concept levels and organizational justice dimensions interact to predict various work-related outcomes. Specifically, we observed interactions between the relational self-concept and interactional justice, and between the collective self-concept and procedural justice, such that the justice–outcome relationships were stronger for those experiencing higher activation on the relevant self-concept level. Thus, as hypothesized, justice information is weighted differently depending on the particular level of self-concept that is active. In addition, interesting direct effects of employees’ self-concepts were also observed. We discuss the implications of these findings and the importance of considering the self-concept in conjunction with organizational justice.     

Event justice and social entity justice: A cross-lagged analysis

IntroductionThe life of organizations is punctuated by a wide range of managerial decisions (e.g., hiring and selection procedure, performance appraisal, new working methods). Facing such events, employees evaluate the fairness of the situation experienced (event justice). They can also examine the fairness demonstrated by a specific entity, such as the organization or the supervisor (social entity justice). So far, little is known about how justice judgments about events vs. entities are related to each other, especially in a context of organizational change.ObjectiveBuilding on decision-making and organizational justice literature, we investigate the directionality of the causal relationships between event justice and social entity justice within a context of organizational change in a Belgian company (a significant reorganization at the level of the organization chart resulting in different changes for employees).MethodsWe used two samples (team leaders and executives) and realized a cross-lagged panel analysis with two measurement times.ResultsThe study shows that, in both samples, employees’ fairness perceptions about their organization (social entity justice) influence their interpretation of the fairness of subsequent events involving the organization (event justice).ConclusionBuilding and fostering a climate of justice is therefore of primary importance to organizations, since global fairness perceptions about the organization may help employees to perceive a specific event, such as an organizational change, as being fair.     

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.     

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.     

Perceptions of the organizational context and psychological contract breach: Assessing competing perspectives

This study examines how employees’ perceptions of specific features of the organizational context—organizational politics and procedural justice—are related to their evaluations of psychological contract breach and subsequent attitudes and behaviors. Across three studies, we examined the appropriateness of four models for describing relationships among the focal constructs. Results of these studies support (a) an environmental responsiveness model in which psychological contract breach mediates the effects of politics and justice on employee outcomes, and (b) a general fairness evaluation model where politics, justice, and psychological contract breach serve as indicators of a higher order factor that predicts employee attitudes and behavior. Implications and directions for future research are presented.     

Exploring the Interactive Effect of Time Control and Justice Perception on Job Attitudes

ABSTRACT

We investigated the associations between supervisor-related time control and two-job attitudes, and the moderating effects of distributive justice on these associations. A total of 505 full-time employees in Hong Kong responded to a structured telephone survey. The results showed that time control and perceived distributive justice were positively related to both job satisfaction and organizational commitment. More importantly, the positive relationships between time control and the two job attitudes were stronger when perceived distributive justice was high rather than low. These findings contrast with the typical buffering effects of organizational justice, in which perceived justice attenuates the beneficial effects of positive stimuli. Theoretical and applied implications of these findings 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.     

Effects of kin density within family-owned businesses

We examined how kin density within family-owned firms related to perceptions of nepotism and organizational justice; we also examined the moderating role of family membership in these relationships. In a sample of 79 family employees and 299 non-family employees in 21 family-owned businesses, both kin density and family membership were found to be related to nepotism perceptions. Additionally, family membership moderated the relationships of kin density to nepotism and justice perceptions, as well as the relationship between nepotism and justice perceptions. Finally, nepotism perceptions provided a partial mediating link between kin density and organizational justice perceptions. These results suggest that kin density and family membership are important variables to consider in understanding the experiences and attitudes of employees in family-owned businesses.     

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.

The unwelcoming experience of abusive supervision and the impact of leader characteristics: turning employees into poor organizational citizens and future quitters

ABSTRACT

Over three studies (i.e., two 2 × 2 experiments and a multi-source field study), we examine the relationship between abusive supervision, leader characteristics, and organizational inclusion on employee outcomes. Drawing on the group value theory of organizational justice and multiple needs theory of organizational justice, we argue that abusive supervision is counterproductive to making employees feel welcome. Specifically, we demonstrate that abusive supervision demoralizes employees’ feelings of organizational inclusion. Additionally, we draw upon research that suggests that the display of hostility inherent in abusive supervision can be perceived differently when it comes from a strategic versus impulsive source. We build upon this reasoning to examine and explain how leader characteristics might alter the effect of abusive supervision on organizational inclusion. More specifically, we suggest that leader political skill (i.e., strategic source) and leader neuroticism (i.e., impulsive source) act as moderators of the relationship between abusive supervision and organizational inclusion. We integrate organizational justice and inclusion theories to demonstrate that abusive supervision can be interpreted as an unwelcoming experience that ultimately has the ability to turn employees into poor organizational citizens (i.e., decrease engagement of OCBs) and future quitters (i.e., increase of turnover intentions). Theoretical and practical implications are discussed.     

Antecedents and outcomes of unit cohesion and affective commitment to the Army

Group cohesion and affective commitment have shown to have critical relevance to military organizations in particular. The relationship between cohesion and affective commitment is established, and the two constructs share a number of common organizational antecedents and employee outcomes. The authors explored the relationship between cohesion and affective commitment in a model that incorporates antecedents (effectiveness of immediate leadership and procedural justice) and consequences (organizational citizenship behaviors [OCBs] and turnover intentions) common to both. Respondents (N = 714, 102 women, 612 men) were Canadian Army personnel. The models suggest that cohesion partially mediates the relationships between (a) perceptions of immediate leadership and affective commitment to the Army and (b) perceptions of unit procedural justice and affective commitment to the Army. Furthermore, affective commitment to the Army partially mediates the relationship between unit cohesion and turnover intentions but fully mediates the relationship between unit cohesion and OCBs. This model helps explain some common variance between unit cohesion and organizational affective commitment.     

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.     

Involuntary and voluntary demotion: employee reactions and outcomes

ABSTRACT

Demotion has received little attention from scholars and practitioners alike. The purpose of this study was to assess empirically the reaction to, and outcomes of, both involuntary and voluntary demotion. Drawing on 49 semi-structured in-depth interviews with 28 involuntarily demoted workers and 21 voluntarily demoted workers, we develop a conceptual model using organizational justice theory and person-job fit of the reaction to and outcomes of demotion. We show that involuntarily demoted individuals might react by expressing turnover intentions and lower motivation and commitment, indicating that the demotee’s reaction is related to perceptions of fairness. Voluntary demotion is related to a better work-life balance, greater satisfaction, less stress and burnout and is perceived to be a viable phased retirement option by older workers. In addition, the findings highlight the role of demotion-related stigma, status loss, identity threat, and age in the way employees react to the experience of demotion.     

When fit matters more: The effect of regulatory fit on adaptation to change

Regulatory fit theory predicts that motivation and performance are enhanced when individuals pursue goals framed in a way that fits their regulatory orientation (promotion vs. prevention focus). Our aim was to test the predictions of the theory when individuals deal with change. We expected and found in three studies that regulatory fit is beneficial only when a prevention focus is involved. In Study 1, an experiment among students, prevention- but not promotion-focused participants performed better in a changed task when it was framed in fit with their regulatory orientation. In Study 2, a survey among employees experiencing organizational changes, only the fit between individual prevention (and not promotion) focus and prevention framing of the changes by the manager was associated with higher employee adaptation to changes. In Study 3, a weekly survey among employees undergoing organizational change, again only prevention regulatory fit was associated with lower employee exhaustion and higher employee work engagement. Theoretical and practical implications of applying regulatory focus theory to organizational change are discussed.     

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。     

Beyond individual justice facets: How (Mis)alignment between justice climates affects customer satisfaction through frontline customer extra-role service behavior

ABSTRACT

This study examines the combined effect of organizational justice facets on store-level customer extra-role service behavior, and subsequently on customer satisfaction. Hypotheses were tested on a sample of 1,951 employees in 121 business units from four countries, and on 55,731 customers of an international retailer. The results of polynomial regression and response surface analysis revealed that unit customer service performance and customer satisfaction are higher when justice facets are aligned at high levels, compared to when they are aligned at low levels. Moreover, we found evidence that the consequences of misalignment between justice facets are asymmetrical. Unit outcomes were higher when distributive justice (DJ) and procedural justice (PJ) climates were both higher than the interpersonal justice climate, compared to when the inverse was true. Conversely, unit outcomes increased when informational justice (INF-J) climate was higher than DJ and PJ climates, compared to when DJ and PJ climates were higher than INF-J climates. The observed effects of misalignment between justice facets were non-linear, as complex curvilinear relationships were moderator-dependent. Customer satisfaction was higher in stores with higher team customer service behavior, and team service behavior was found to be a significant conduit by which justice facets (mis)alignment influence customer satisfaction.     

Judging the fairness of voice-based participation across multiple and interrelated stages of decision making

Recent multifoci research reports that multiple sources of justice exist in organizations. In expanding this framework, we address how judgments of overall procedural fairness and behavioral intentions are influenced by different experiences of voice-based participation across a multi-stage decision-making process. The results of two experiments were consistent with a fairness theory framework. Overall, decision procedures were judged to be the fairest and the intention to volunteer was highest when participants were allowed voice in their team and when their team was allowed voice by organizational authorities. When voice was denied by both the team and the organization or was denied by either party, fairness ratings, and participant intentions were depressed and did not significantly differ from each other. This pattern of results suggests that individuals are influenced by transactions across decision-making stages and that such interdependence should be considered when attempting to understand the meaningfulness of voice-based participation.     

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.     

高绩效工作系统对员工心理契约破裂的影响:一个跨层的被调节中介

对北京、上海、山东、辽宁等地39家企业的52名人力资源经理和253名员工进行配对问卷调查,用跨层次分析方法,考察了高绩效工作系统(HPWS)对员工心理契约破裂的影响及其作用机制。研究发现:组织实施的HPWS(O-HPWS)与员工心理契约破裂显著负相关,员工体验的HPWS(E-HPWS)在这一过程中起完全中介作用;互动公平氛围调节了O-HPWS与E-HPWS的关系,且进一步调节了上述中介作用。     

Understanding the employee job satisfaction depending on manager's fair treatment: The role of cynicism towards the organization and co-worker support

IntroductionThe present study claims that perceived interactional justice can be a significant antecedent of job satisfaction. In this relationship, cynicism towards the organization has a mediating role on the impact of perceived interactional justice on employees’ job satisfaction. In addition, co-worker support has a moderator role on the impact of employees’ cynic attitudes and behavior on their job satisfaction.ObjectiveThis study discusses the above mentioned theoretical research model and tries to clarify the relationship among present concepts.MethodTo this end, a cross-sectional research study has been performed with the participation of 1606 employees from various banks (public and private) in Istanbul/Turkey during the coronovirus pandemic.ResultsAccording to the findings of the research, perceived interactional justice has significant positive impacts on employees’ job satisfaction. In addition, the results indicated that cynicism towards the organization has significant mediating role between perceived interactional justice and job satisfaction. Subsequently, the findings confirmed that co-worker support has significant moderating role in the relationship between cynicism towards the organization and job satisfaction.ConclusionThis study helps to understand and evaluate the factors influencing attitudes towards work at the organizational and relational levels. All study variables and the possible relationship among these, are discussed in the literature review. Finally, the implications of study for both the individual and the organization are presented in the conclusion and discussion section.