EMPLOYEE SILENCE ON CRITICAL WORK ISSUES: THE CROSS LEVEL EFFECTS OF PROCEDURAL JUSTICE CLIMATE

This study examined the cross-level effects of procedural justice climate on employee silence—that is, the intentional withholding of critical work-related information by employees from their workgroup members. In a survey-based study of 606 nurses nested within 30 workgroups, we found that procedural justice climate moderated the effects of individual-level antecedents of employee silence. Specifically, when procedural justice climate was higher, the effects of antecedents that inhibit employee silence (e.g., workgroup identification, professional commitment) were stronger. Implications for research and practice are discussed.     

同事公正氛围：构念、测量、效能与展望

以往对公正氛围的探讨主要集中于源自权威的公正氛围上,而对来自同事的公正氛围关注较少。同事公正氛围是指团队成员对团队内同事之间相互对待公正性的共同知觉。本文首先对比总结界定了同事公正氛围的概念,明晰了其结构维度与测量工具,然后着重梳理评价了同事公正氛围的影响效能。未来研究应致力于：加强探讨同事公正氛围的前因变量,探讨同事公正氛围影响效能的内在机制和边界条件,运用纵向设计研究同事公正氛围的形成机制及影响效能,以及探索同事公正氛围研究的本土化。     

LEADERSHIP AND PROCEDURAL JUSTICE CLIMATE AS ANTECEDENTS OF UNIT-LEVEL ORGANIZATIONAL CITIZENSHIP BEHAVIOR

Despite an abundance of research conducted on organizational citizenship behavior (OCB) at the individual level of analysis, relatively little is known about unit-level OCB. To investigate the antecedents of unit-level OCB, data were collected from employees of 249 grocery store departments. Structural equation modeling techniques were used to test a model in which procedural justice climate was hypothesized to partially mediate the relationship between leadership behavior (servant-leadership) and unit-level OCB. Models were tested using both employee ratings and manager ratings of unit-level OCB. The results gave general support for the hypotheses, although there were some differences depending on the source of the OCB ratings (supervisor or subordinate), whether the type of department was controlled for, and whether a common method variance factor was included. Overall, the evidence generally supported the association of both servant-leadership and procedural justice climate with unit-level OCB. Building on the current study, a multilevel framework for the study of OCB is presented in conjunction with a discussion of future research directions in four specific areas.     

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.     

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.     

程序公正的测量及研究操纵

程序公正是指处理管理事务所依据的原则是否公正。普遍认可的程序公正原则包括一致性、避免偏见、准确性、可修正、代表性、道德与伦理原则。程序公正研究主要有测量和实验操纵两种研究范式。对程序公正的测量主要以单维为主,亦有少数多维测量量表;对程序公正的实验操纵主要以发言权为主,有少数研究对准确性、无偏性或综合几项原则进行操纵。未来研究应考虑程序公正的结构问题,对程序公正的操纵范围进行扩展、操纵方法考虑情景性,还需关注程序公正与程序不公正的差异。     

A TEST OF THE GROUP VALUES AND CONTROL MODELS OF PROCEDURAL JUSTICE FROM THE COMPETING PERSPECTIVES OF LABOR AND MANAGEMENT

A path model was developed to determine the predictive power of the group values (Lind & Tyler, 1988) and the self-interest/control (Thibaut & Walker, 1975) models in the justice judgments of three state impasse resolution procedures for teacher bargaining disputes. Surveys were returned by 90 school superintendents and 74 union presidents from districts that had used the procedures during the last contract negotiations. The group values variables of perceived neutrality of, and trust in, third parties were most predictive of procedural justice judgments. Process control was also predictive of procedural justice judgments, whereas decision control was not. Neither model was predictive of distributive justice judgments. Further, the path analysis clearly indicates the importance in this context of examining procedural and distributive justice from the competing perspectives of labor and management. Labor/management affiliation was strongly related to trust in third parties, perceptions of relative pay, and overall distributive justice judgments.     

团队权力分布差异对团队冲突的影响：程序公平和合法性的作用

近年来团队权力分布差异与团队冲突间关系受到了学界较大关注, 但相关研究结果仍存在分歧。通过对70个工作团队的调查, 探讨了团队权力分布差异对团队冲突(任务冲突、关系冲突)作用的边界条件。结果发现, 程序公平调节了两者间关系：当程序公平较高时, 团队权力分布差异与任务冲突、关系冲突负相关; 当程序公平较低时, 团队权力分布差异与任务冲突、关系冲突正相关。此外, 被中介的调节模型分析显示, 团队合法性感知中介了程序公平的上述调节作用。     

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.     

Procedural justice effects on self-esteem under certainty versus uncertainty emotions

Building upon the idea that procedural justice effects are more pronounced when uncertainty is high, we proposed that recall of an uncertainty-eliciting emotion (fear) will render people more responsive to variations in procedural justice than will recall of a certainty-eliciting emotion (disgust). Results from Study 1, (n = 79 undergraduate students) confirmed that a fair procedure (voice condition) enhanced self-esteem relative to an unfair procedure (no voice condition) to a greater extent when people recalled fear than when they recalled disgust. Results from Study 2 (n = 147 undergraduate students) also showed that a fair, relative to an unfair, procedure enhanced self-esteem more strongly when recalling the emotion of fear rather than disgust, but only when these emotions were recalled from a self-immersed than a self-distanced perspective. These findings confirm that discrete emotions that orient people to interpret situations in uncertain versus certain ways are important antecedents of procedural justice effects.     

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.     

PROCEDURAL AND DISTRIBUTIVE JUSTICE IN THE EDITORIAL REVIEW PROCESS

Based on organizational justice theories, a model of procedural and distributive justice is proposed to explain authors' reactions to editorial decisions and the editorial review process. Authors ( n = 106) provided justice perceptions and future journal submission intentions upon receiving an editorial decision letter. The editor provided information on editorial decisions and review processes. Explanation and interpersonal sensitivity were important procedural justice dimensions in predicting distributive justice reactions and intentions to submit future work to the journal. Explanations appear particularly important when the decision is negative. Journal submission intentions were positively related to distributive justice reactions for inexperienced, but not experienced, authors. In addition, journal submission intentions were positively related to the perceived explanation received for experienced, but not inexperienced, authors. Discussion focuses on implications for organizational justice theories and for journal publishing and HR practices.     

FACTORS AFFECTING COWORKERS' PROCEDURAL JUSTICE INFERENCES OF THE WORKPLACE ACCOMMODATIONS OF EMPLOYEES WITH DISABILITIES

We examine coworkers' procedural justice inferences about the accommodation of another employee when they believe it is for disability-related reasons. Legal constraints that prevent the release of information about the accommodation process may lead to negative inferences about fairness. However, we argue that other factors can help to make inferences about procedural justice more positive. We present a model of the process through which coworkers engage in making inferences about the procedural justice of accommodating a coworker with a disability and the individual and organizational level factors likely to influence those inferences. Consequently, we present propositions to be studied in future empirical research and suggestions to managers who desire to reduce negative coworker reactions to accommodating individuals with disabilities.     

分配公平与程序公平对工作倦怠的影响

根据3家企业294份调查问卷的结果对工作倦怠量表MBI-GS进行了修订。然后,利用修订的MBI-GS和组织公平量表在6家企业进行了调查,524份有效问卷的调查进一步验证了MBI-GS的构想效度和信度;t检验和方差分析结果表明,人口统计学变量会影响组织公平和工作倦怠;分层回归的结果发现,在控制了人口统计学变量后,组织公平对工作倦怠具有较强的预测作用;进一步的优势分析表明,预测情绪衰竭时,分配公平相对来说更重要,贡献了已解释方差的65.91%;预测玩世不恭时,程序公平相对来说更重要,贡献了已解释方差的56.07%     

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。     

An Empirical Investigation of a Social Exchange Model of Organizational Citizenship Behaviors Across Two Sales Situations: A Turkish Case

The author empirically examines a social exchange model of organizational citizenship behaviors (OCBs) across two sales situations from Turkey. The model proposes that procedural justice and trust in sales manager are the antecedents of OCBs. The hypothesized relationships are tested via LISREL 7. Results demonstrate that perceived procedural justice associates positively with OCB, both directly and indirectly, through trust in manager as a partial mediator.     

Getting even or moving on? Power, procedural justice, and types of offense as predictors of revenge, forgiveness, reconciliation, and avoidance in organizations

A field study and an experimental study examined relationships among organizational variables and various responses of victims to perceived wrongdoing. Both studies showed that procedural justice climate moderates the effect of organizational variables on the victim's revenge, forgiveness, reconciliation, or avoidance behaviors. In Study 1, a field study, absolute hierarchical status enhanced forgiveness and reconciliation, but only when perceptions of procedural justice climate were high; relative hierarchical status increased revenge, but only when perceptions of procedural justice climate were low. In Study 2, a laboratory experiment, victims were less likely to endorse vengeance or avoidance depending on the type of wrongdoing, but only when perceptions of procedural justice climate were high.     

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.     

员工为什么乐于助人?多层次的领导–部属交换对帮助行为的影响

基于社会交换理论,以56名直属主管和274名下属的配对数据为样本,考察了多层次的领导–部属交换对个体和团队层次上的帮助行为的影响及作用过程。跨层次分析结果表明:(1)个体层次的人际公平中介了个体和团队层次的领导–部属交换对员工帮助行为的影响;(2)团队层次的人际公平氛围中介了团队平均领导–部属交换对个体和团队层次的帮助行为的影响;(3)领导–部属交换关系差异化对个体和团队层次的领导–部属交换与帮助行为之间的正向关系均具有显著的负向调节作用,即相对于较高的领导–部属交换关系差异化,较低的领导–部属交换关系差异化强化了个体和团队层次的领导–部属交换对帮助行为的影响。