The Interactive Effects of Procedural Justice and Equity Sensitivity in Predicting Responses to Psychological Contract Breach: An Interactionist Perspective

Purpose  The purpose of the study was to examine the combined interactive effects of a situational variable (procedural justice) and a dispositional (equity sensitivity) variable on the relationship between breach and employee outcomes. Design/methodology/approach   Data were obtained from 403 full-time employees representing a wide variety of business sectors in the Philippines. Supervisors were requested to provide an assessment of their subordinate’s civic virtue behavior. Findings  Results showed that equity sensitivity and breach interacted in predicting affective commitment. The negative relationship between breach and affective commitment was stronger for employees with an input-focused approach to organizational relationships (referred to as benevolents) than for those with an outcome-focused approach (referred to as entitleds). Results also indicated a stronger negative relationship between contract breach and civic virtue behavior under conditions of high procedural justice. Finally, a three-way interaction was found between contract breach, procedural justice and equity sensitivity in predicting affective commitment. Implications  Our findings provide a new insight suggesting that worse outcomes are to be anticipated especially if employees have an expectation that procedural justice can prevent any form of contract breach. In addition, although previous research has portrayed benevolents as more accepting of situations of u under-reward, this study has demonstrated that they too have their limits or threshold for under-reward situations. Originality/value  This research suggests that the type and intensity of one’s reactions to psychological contract breach is influenced by interactive forces of the individual’s disposition and the organizational procedures. A portion of this paper was presented at the 64th annual meeting of the academy of management meeting, New Orleans, USA, August, 2004.     

The Impact of Motive Attributions on Coworker Justice Perceptions of Rewarded Organizational Citizenship Behavior

Purpose  

Research was conducted to determine whether and why the perceived motive (traditional or self-serving) underlying an employee’s organizational citizenship behavior (OCB) affects coworkers’ justice perceptions of the rewards distributed in response to the OCB.     

组织公正感研究进展

章先介绍了公正及公正感的概念,进而分析了组织公正感的概念。国外组织公正感的研究可分成3个阶段,首先由Adams提出分配公平,之后Thibaut、Leventhal等提出程序公正,最后Bies等提出相互作用公正。尽管国外对组织公正感研究比较广泛,但对公正感的结构及测量方法还存在分歧,有单因素理论、双因素理论、三因素理论和四因素理论。     

影响员工工作投入的组织相关因素研究

以361名企事业员工为被试,采用问卷法和结构方程建模分析方法探讨了组织公平、角色压力、组织支持感和组织承诺对工作投入的影响及其途径。结果表明:角色压力、组织公平与组织支持感均对工作投入和组织承诺有较好的预测效力。经检验,组织公平和组织支持感对工作投入产生显著的间接影响,组织承诺则主要表现为直接影响;而角色压力对于工作投入既有直接影响,又存在间接影响。     

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.     

大五和组织公平感对进谏行为的影响研究

以361名长三角地区17家国有企业白领员工为样本,本研究探索了大五个性、组织公平知觉与进谏行为之间的关系。结果表明:责任感、外向性与进谏行为具有正相关,神经质、开放性与进谏行为呈负相关;组织公平知觉对进谏行为具有显著促进作用;此外,组织公平知觉对部分个性特征,如神经质与进谏行为之间的关系具有缓冲作用,高公平知觉会削弱神经质对进谏行为的负面效应。文章还对研究结果做了相关讨论。     

Israeli Teachers’ Perceptions of Lateness: A Gender Comparison

The study examines the relationship between distributive justice and teachers’ lateness, focusing on the mediation effect of organizational commitment and taking into account gender differences. The sample consisted of 1,016 teachers from 35 high schools in Israel. Results, based on multi-level analysis, showed that, for women, organizational commitment partially mediated the relation between perceived distributive justice and lateness. No such effect was found for men. The findings are explained in terms of women using lateness behavior to establish a balance between their amount of effort and the measure of their perceived reward.     

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.     

Reactions to Organizational Alcohol Testing and Treatment Programs

We used organizational justice theory to explore reactions to employer-sponsored alcohol testing and alcohol treatment policies among a sample (N = 1,777) of the employed public in a western state. Level of alcohol use and safety-sensitivity of the job were related to the perceived fairness of alcohol testing. In addition, voluntary treatment policies were rated more positively than coerced or monitored policies in terms of fairness and organizational attractiveness. Alcohol use moderated the effects of treatment policy on perceived fairness and organizational attractiveness, although the effect sizes were small. These results support the use of organizational justice theory to explain reactions to organizational alcohol testing and treatment and provide a basis for future research in this area.     

Broken Promises: Equity Sensitivity as a Moderator Between Psychological Contract Breach and Employee Attitudes and Behavior

This study examined the moderating role of equity sensitivity in determining the relationship between psychological contract breach and employees' attitudes and behaviors. Entitled individuals were expected to have greater increases in negative affect toward their organization and greater decreases in job satisfaction and organizational citizenship behavior than benevolent individuals following a breach of extrinsic outcomes (i.e., pay, benefits). Conversely, benevolents were expected to respond more negatively than their entitled counterparts following a breach of intrinsic outcomes (i.e., autonomy, growth). Results supported most of the study's propositions. Practical implications as well as directions for future research are discussed.     

Gender Equity for Athletes: Multiple Understandings of an Organizational Value

Although gender equity for athletes is a frequently researched topic, it is often assumed that understandings of gender equity are unitary and shared, which may complicate the implementation of it. The purpose of this study was to understand and critique the meanings of gender equity for athletes through in-depth interviews with 5 administrators, 6 coaches, and 17 athletes at 1 Canadian university athletic department. These data were coded and categorized using Atlas.ti. The findings revealed multiple but narrow meanings of gender equity: (a) equality, (b) conditional equality, and (c) a women’s only issue. None of these challenged the taken for granted assumptions associated with university athletics; however, they illustrated the complexities and struggles involved in understanding this organizational value.     

从归因视角探讨组织公正感产生机制

目前组织公正感研究的重点是组织公正与后续行为之间的关系,但某一特定事件的公平/不公平感产生的过程却未得到实验检验.本研究旨在将归因理论的观点和方法纳入到公正判断之中,从归因的视角探讨组织公正感的产生机制.研究结果表明,归因过程是公平判断的认知前提,对公平判断有显著的预测作用.     

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。     

两种社会交换对组织公民行为的影响: 组织认同和自尊需要的不同作用

从社会交换理论的角度探讨了组织支持感(POS)和组织外在声望感知(PEP)对组织公民行为的影响, 以及在这一影响过程中组织认同和自尊需要的角色和地位。采用结构方程建模和层次回归分析的方法, 通过对23家企业的员工和主管的配对问卷调查所获取的234份有效数据进行分析, 结果表明: (1)POS对组织认同有着直接的显著影响, 并完全通过组织认同的中介作用对两种组织公民行为(注重个体的和注重组织的组织公民行为)产生间接的影响; (2)PEP对组织认同也有着直接的显著影响, 并完全通过组织认同的中介作用对两种组织公民行为产生间接的影响; (3)个体的自尊需要对POS和组织认同的关系有调节作用, 但对PEP和组织认同的关系没有调节作用。     

Organizational and Individual Values: Their Main and Combined Effects on Work Attitudes and Perceptions

A survey was conducted using a convenient sample of employees (N = 999) from various industries to examine the main and combined effects of organizational and individual values on organizational commitment, perceived organizational support, and procedural justice. Moderated multiple regression analyses showed that employees' reactions were mainly explained by perceived organizational values and value preferences. In contrast, person-organization value fit and interaction effects were marginal. The implications of these findings are discussed.     

Equity sensitivity versus egoism: A reconceptualization and new measure of individual differences in justice perceptions

Traditional research on equity sensitivity has defined the construct as a dispositional preference for increased work rewards and/or a preference for reduced work inputs. We note this classic definition is more consistent with the notion of egoism, and bears little conceptual relationship to equity sensitivity per se. In contrast, we here offer a redefinition of equity sensitivity as a dispositional tendency to perceive stimuli as fair versus unfair. In Study 1, a content validity analysis of the dominant equity sensitivity measure reveals that most items assess input/reward preferences (i.e., egoism), rather than a dispositional tendency to perceive things fairly. In Study 2, we develop a Neutral Objects Fairness Orientation (NOFO) questionnaire, which exhibits discriminant validity from the classic egoism-based equity sensitivity measure. Study 3 further validates the NOFO by demonstrating 3-month retest reliability and incremental validity over the traditional egoism-based measure in predicting justice perceptions. In addition, we show that the NOFO moderates/magnifies the relationship between frequency of evaluative work events and justice perceptions. Study 4 replicates results from previous studies and shows that equity sensitivity and egoism both predict employees' perceived behavioral contributions—but only equity sensitivity does so through a mechanism of justice perceptions.     

Work Status Congruence’s Relation to Employee Attitudes and Behaviors: The Moderating Role of Procedural Justice

Purpose  

The purpose of this study is to explore procedural justice as a boundary condition of work status congruence’s (WSC) relationships with organizational commitment and organizational citizenship behavior (OCB). WSC is defined as the degree to which an employee’s schedule, shift, full-time or part-time status, and number of working hours, match his or her preferences (Holtom et al. in J Appl Psychol 86:80–93, 2002). This exploration is grounded in the outcome favorability–procedural justice interaction literature (e.g., Brockner in Acad Manag Rev 27:58–76, 2002).     

Traditional and Electronic Monitoring from an Organizational Justice Perspective

Performance monitoring was reviewed from an organizational justice perspective. Several predictors of perceived fairness were derived from this review and tested using employed respondents from eight different organizational settings (N = 301). Analyses confirmed that the predictors accounted for significant variance in perceived fairness in both electronically monitored and traditionally monitored work environments. These predictors were labeled monitoring consistency, knowledge of performance from monitoring, monitoring control, and justifications for monitoring.     

The Aim of a Theory of Justice

Amartya Sen argues that for the advancement of justice identification of ‘perfect’ justice is neither necessary nor sufficient. He replaces ‘perfect’ justice with comparative justice. Comparative justice limits itself to comparing social states with respect to degrees of justice. Sen’s central thesis is that identifying ‘perfect’ justice and comparing imperfect social states are ‘analytically disjoined’. This essay refutes Sen’s thesis by demonstrating that to be able to make adequate comparisons we need to identify and integrate criteria of comparison. This is precisely the aim of a theory of justice (such as John Rawls’s theory): identifying, integrating and ordering relevant principles of justice. The same integrated criteria that determine ‘perfect’ justice are needed to be able to adequately compare imperfect social states. Sen’s alternative approach, which is based on social choice theory, is incapable of avoiding contrary, indeterminate or incoherent directives where plural principles of justice conflict.     

Organizational Change: The Role of Organizational Culture and Organizational Learning

Recent findings suggest that organizational culture and learning impact organizational performances. We report the results of an organizational change program focused upon strengthening further productivity in a public sector organization. The findings suggest that systematic and structured programs that include specific organizational goals, performance measures, performance feedback mechanisms, and incentives yield enhancements of targeted organizational performances. We present guidelines to promote organizational change and suggest that perceived collective efficacy plays an important role in changing organizational culture.