Procedural fairness predicts cooperative behaviour for high-self-esteem individuals but not for low-self-esteem individuals

Cooperation is vital for modern society. Previous studies showed that procedural fairness promotes cooperation; however, they mainly focused on cooperation intention, which may fail to reveal actual cooperative behaviour. Moreover, little is known regarding the personality boundary of the effect of procedural fairness on cooperation. Guided by previous findings that self-esteem increases sensitivity to procedural unfairness, we attempted to explore the moderating effect of self-esteem on the association between procedural fairness and cooperative behaviour. In Experiment 1, 160 participants' self-esteem was measured using the Rosenberg Self-Esteem Scale; procedural fairness was manipulated in two conditions, depending on whether money was allocated in an economic game by rolling the dice twice or an allocator's arbitrary choice. Cooperative behaviour was assessed using the chicken game paradigm. Experiment 2 (148 participants) aimed to replicate and extend the results of Experiment 1 using a more rigorous experimental design, in which the possible effect of outcome favourability was excluded. The results of both experiments consistently showed that procedural fairness positively predicted cooperative behaviour, and this association was significant in high-self-esteem individuals, but not in low-self-esteem individuals. These findings shed light on the vital role of self-esteem in understanding the relationship between procedural fairness and cooperative behaviour.     

Reputational Implications of Procedural Fairness for Personal and Relational Self-Esteem

Four studies showed that procedural fairness (fair vs. unfair treatment by an authority figure) has reputational implications for personal and relational self-esteem. Participants relied on procedural fairness to infer their reputation, especially when they were identifiable (Study 1). Furthermore, concern for reputation moderated the influence of procedural fairness on self-esteem: Variations in procedural fairness were more strongly associated with the personal self-esteem of individuals high rather than low in concern for reputation (Studies 2–3). Finally, violations in procedural fairness (i.e., unfair treatment) led to a more substantial reduction in the relational self-esteem of positive-reputation than negative-reputation participants: The former felt more relationally devalued than the latter, when they were denied voice (Study 4).     

Does perceived unfairness exacerbate or mitigate interpersonal counterproductive work behaviors related to envy?

The authors examined how the interaction between perceived unfairness and episodic envy predicts interpersonal counterproductive work behaviors toward the envied other. In 2 studies using different samples and methods to elicit envy, predictions were compared based on the social exchange and attribution models of fairness. The results support the social exchange model of fairness, showing that higher levels of envy and perceived unfairness result in higher levels of interpersonal counterproductive work behavior (Study 1), especially among high self-esteem individuals (Study 2).     

Reward allocation decisions of Chinese managers: Influence of employee categorization and allocation context

The purpose of the present study was to investigate the relationships between employee categorization criteria and Chinese managers' allocation behaviors. Using a vignette approach and a four-factor within-subjects design, the effects of relationship (guanxi), loyalty, and competence, as well as their interactions with allocation context (private vs public) were examined. Results showed that subordinates who had a close relationship with the allocator, high loyalty, or high competence were rewarded more. Significant two-way interaction effects indicated that relationship, loyalty and competence interactively affected Chinese managers' reward allocation decisions. In addition, the moderating effects of allocation context on these three criteria were also significant. Limitations of the study and suggestions for further research were discussed.     

Frequent Social Comparisons and Destructive Emotions and Behaviors: The Dark Side of Social Comparisons

Social comparisons may seem to serve several positive functions, including self-enhancement. Frequent social comparisons, however, have a dark side. Two studies examined the relationship between frequent social comparisons and destructive emotions and behaviors. In Study 1, people who said they made frequent social comparisons were more likely to experience envy, guilt, regret, and defensiveness, and to lie, blame others, and to have unmet cravings. In Study 2, police officers who said they made frequent social comparisons were more likely to show ingroup bias and to be less satisfied with their jobs. The dark side of frequent social comparisons was not associated with self-esteem. Results are discussed in terms of the role of individual differences in social comparison processes.     

Transformational leadership and moral reasoning

Terms such as moral and ethical leadership are used widely in theory, yet little systematic research has related a sociomoral dimension to leadership in organizations. This study investigated whether managers' moral reasoning (n = 132) was associated with the transformational and transactional leadership behaviors they exhibited as perceived by their subordinates (n = 407). Managers completed the Defining Issues Test (J. R. Rest, 1990), whereas their subordinates completed the Multifactor Leadership Questionnaire (B. M. Bass & B. J. Avolio, 1995). Analysis of covariance indicated that managers scoring in the highest group of the moral-reasoning distribution exhibited more transformational leadership behaviors than leaders scoring in the lowest group. As expected, there was no relationship between moral-reasoning group and transactional leadership behaviors. Implications for leadership development are discussed.     

Mother-Adolescent Relationship Quality and Autonomy as Predictors of Psychosocial Adjustment Among African American Adolescents

This study investigated the role of mother-adolescent relationship quality and autonomy in the psychosocial outcomes in a sample of African American adolescents drawn from the National Longitudinal Study of Adolescent Health. The results indicated that positive mother-adolescent relationship quality and greater autonomy were associated with higher self-esteem, fewer depressive symptoms, and less delinquent behavior. Moreover, adolescents who were older, female, or from households with less income reported more depressive symptoms. In addition, adolescents who were younger or female reported fewer delinquent behaviors. Being male was associated with higher self-esteem. Adolescents’ age, family income, and mother-adolescent relationship quality did not moderate relations between autonomy and the outcome variables.     

A multimethod investigation of depressive symptoms,perceived understanding,and relationship quality

This research examines whether people who are experiencing more depressive symptoms perceive their partners as less able to understand their thoughts and feelings. Results showed that depressive symptoms (Studies 1 and 3) and depressive mood (Study 2) were negatively associated with perceived understanding in general (Study 1), in daily life (Study 2), and during a conflict conversation (Study 3). Partners of people who were more depressed actually were less empathically accurate during the conflict conversation in Study 3, although they did not recognize that they were being less understanding. Moreover, perceived understanding helped explain the link between depressive symptoms and relationship quality in all three studies, and these effects held when controlling for self‐reported understanding and perceived partner hostility.     

Procedural fairness, outcome favorability, and judgments of an authority's responsibility

Fairness theory (R. Folger & R. Cropanzano, 1998, 2001) postulates that, particularly in the face of unfavorable outcomes, employees judge an organizational authority to be more responsible for their outcomes when the authority exhibits lower procedural fairness. Three studies lent empirical support to this notion. Furthermore, 2 of the studies showed that attributions of responsibility to the authority mediated the relationship between the authority's procedural fairness and employees' reactions to unfavorable outcomes. The findings (a) provide support for a key assumption of fairness theory, (b) help to account for the pervasive interactive effect of procedural fairness and outcome favorability on employees' attitudes and behaviors, and (c) contribute to an emerging trend in justice research concerned with how people use procedural fairness information to make attributions of responsibility for their outcomes. Practical implications, limitations, and suggestions for future research also are discussed.     

What lies beneath: Parenting style and implicit self-esteem

The current studies extend previous research on self-esteem by examining one of the likely origins of implicit self-esteem. Three studies showed that young adult children who reported that their parents were more nurturing reported higher implicit self-esteem compared with those whose parents were less nurturing. Studies 2 and 3 added a measure of overprotectiveness and revealed that children who reported that their parents were overprotective also reported lower implicit self-esteem. Moreover, Study 3 revealed that mothers’ independent reports of their early interactions with their children were also related to children’s level of implicit self-esteem. In all three studies, these findings remained reliable when we controlled statistically for participants’ explicit self-esteem. These findings contribute to a growing body of literature validating the construct of implicit self-esteem.     

Racial differences in sensitivity to behavioral integrity: attitudinal consequences, in-group effects, and "trickle down" among Black and non-Black employees

Recent research has suggested that employees are highly affected by perceptions of their managers' pattern of word-action consistency, which T. Simons (2002) called behavioral integrity (BI). The authors of the present study suggest that some employee racial groups may be more attentive to BI than others. They tested this notion using data from 1,944 employees working at 107 different hotels and found that Black employees rated their managers as demonstrating lower BI than did non-Black employees. Mediation analyses were consistent with the notion that these differences in perceived BI in turn account for cross-race differences in trust in management, interpersonal justice, commitment, satisfaction, and intent to stay. Results of hierarchical linear modeling were consistent with the idea that middle managers' perceptions of their senior managers' BI "trickle down" to affect line employee perceptions of the middle managers and that this trickle-down effect is stronger for Black employees. The authors interpret these results as indicative of heightened sensitivity to managers' BI on the part of Black employees. They also found a reverse in-group effect, in that Black employees were substantially more critical of Black managers than were non-Black employees.     

Identifying international assignees at risk for premature departure: the interactive effect of outcome favorability and procedural fairness

Two studies examined factors that predict expatriate managers' tendencies to think seriously about departing prematurely from their international assignments. Previous research (conducted outside of the expatriate context) has shown that individuals' willingness to stay with or leave their positions is an interactive function of outcome favorability and procedural fairness. A conceptually analogous interaction effect was found in the present studies. Whereas expatriates more seriously thought of departing prematurely when they perceived the non-work-related outcomes of their overseas assignments to be less favorable, this tendency was much less pronounced when procedural fairness was relatively high. Theoretical and practical implications are discussed, as are limitations of the studies and suggestions for future research.     

Rewarding leadership and fair procedures as determinants of self-esteem

In the present research, the authors examined the effect of procedural fairness and rewarding leadership style on an important variable for employees: self-esteem. The authors predicted that procedural fairness would positively influence people's reported self-esteem if the leader adopted a style of rewarding behavior for a job well done. Results from a scenario experiment, a laboratory experiment, and an organizational survey indeed show that procedural fairness and rewarding leadership style interacted to influence followers' self-esteem, such that the positive relationship between procedural fairness and self-esteem was more pronounced when the leadership style was high in rewarding behavior. Implications in terms of integrating the leadership and procedural fairness literature are discussed.     

Safety in work vehicles: a multilevel study linking safety values and individual predictors to work-related driving crashes

Although work-related driving is associated with high accident rates, limited research has investigated the factors influencing driving crashes in the work setting. This study explored multilevel influences on self-reported crashes in the workplace by surveying a sample of work-related drivers (n = 380), their workgroup supervisors (n = 88), and fleet managers (n = 47). At the driver level of analysis, safety motivation predicted self-reported crashes. In turn, drivers' perceptions of their fleet managers' safety values (but not drivers' perceptions of their supervisors' safety values), their own attitudes, and their own efficacy beliefs predicted motivation to drive safely. Furthermore, the influence of supervisors and fleet managers interacted such that drivers were more motivated to drive safely if they perceived both their supervisor and fleet manager to value safety. This study also explored the cross-level relationships between supervisors' and fleet managers' perceptions of organizational safety values and drivers' perceptions of managerial safety values and found a relationship between fleet managers' perceptions of organizational safety values and drivers' perceptions of fleet managers' safety values. These results illustrate that perceptions of workplace safety values are transmitted across levels of the organization.     

Gender Differences in Managers' Conceptions and Perceptions of Commitment to the Organization

This study explored the effect of gender on managers' conceptions and perceptions of those behaviors seen as demonstrating commitment to the organization. Three major findings are reported: (1) female managers and male managers with families evaluated traditional commitment behaviors as less indicative of commitment than their single male counterparts; (2) managers' conceptions of behaviors indicative of commitment conformed to the views of the majority gender within their work-group; and (3) managers' perceptions of commitment were not affected by gender-based in-group biases.     

Exploring the link between self-compassion and body image in university women

The purpose of the present research was to examine the relationships between self-compassion and women's body image. In Study 1, female undergraduates (N=142) completed three measures of body image and measures of self-esteem and self-compassion. Results showed that high self-compassion predicted fewer body concerns independently of self-esteem. Moreover, when both self-compassion and self-esteem were included as predictors, self-compassion accounted for unique variance in body preoccupation and weight concerns whereas self-esteem did not. In Study 2, this finding was partially replicated with one component (self-judgment) of self-compassion uniquely predicting body preoccupation in undergraduate women (N=187). High scores on self-compassion also predicted less eating guilt independent of self-esteem. Additionally, self-compassion was shown to partially mediate the relationship between body preoccupation and depressive symptoms. The findings highlight the possibility that a consideration of self-compassion for body image may contribute to identifying who is most at risk for body/shape concerns.     

The relational context of social support: Relationship satisfaction moderates the relations between enacted support and distress

In two studies of kidney transplant patients and their significant others, the authors examined whether the relations between enacted social support and patient distress were moderated by patients' satisfaction with their relationship with the support provider (i.e., their significant other). In Study 1 (n = 121 couples), unsupportive spousal behaviors were associated with more distress only among patients who were less satisfied with their marital relationship. In Study 2 (n = 112 couples), the relations between unsupportive behaviors and distress again varied as a function of the patient's relationship satisfaction, although the particular pattern of the interaction depended on the specific unsupportive behaviors offered to the patient. In both studies, relationship dissatisfaction was associated with higher levels of patient distress. Supportive behaviors were not related to distress and did not interact with relationship satisfaction. Implications for future research on social support in marriage are discussed.     

Adaptive self-regulation: meeting others' expectations of leadership and performance

The authors used longitudinal multisource field data to examine core aspects of the adaptive self-regulation model (A. S. Tsui & S. J. Ashford, 1994) in terms of linkages between self-monitoring, discrepancy in manager match-to-position, 5 measures of leadership, and manager performance. At Time 1, 64 superiors of focal managers rated the managers' matches to their positions within the organization; at Time 3, they rated the managers' performance. At Time 2, the 64 focal managers completed a measure of self-monitoring, and 192 subordinates rated the focal managers' leadership behaviors. Results of partial least squares analysis revealed that discrepancy in manager match-to-position was associated with reductions in laissez faire and passive management-by-exception behaviors and increases in transformational leadership behavior. Self-monitoring was positively associated with all 5 leadership behaviors. Performance was related positively to transformational leadership behavior and negatively to passive management-by-exception and contingent-reward behaviors