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.     

Failure Avoidance Motivation in a Goal-Setting Situation

Scholars have consistently identified contextual performance or organizational citizenship behavior as a core component of job performance. The current literature on this issue has been dominated by a single-level approach, typically conducted at the individual level of analysis. This study adopts a multilevel approach to simultaneously examine main effects of and cross-level interactions among individual- and group-level predictors of interpersonal helping behavior. Results from a large-scale longitudinal data set show that at the individual level, helping behavior was predicted by perceived organizational support (POS), fairness, and affective commitment. At the group level, helping behavior was predicted by trust among group members. Trust among members also significantly moderated the individual-level relationships between POS and helping behavior and between fairness and helping. These crosslevel moderations indicated that the group- and individual-level predictors were complementary (instead of mutually reinforcing) in predicting interpersonal helping behavior. This finding indicates that various antecedents of interpersonal helping are characterized by distinct dynamics at the individual and group levels of analysis.     

Who cares about organizational justice? How personality moderates the effects of perceived fairness on organizational attachment

The present article tests whether two theoretically relevant individual differences moderate the impact of perceived fairness on organizational attachment among young professionals in a large Dutch multinational firm. Drawing on the relational and control perspectives on organizational justice, we predict that any relationship between perceived fairness and organizational attachment will differ between individuals with varying beliefs in personal control and will be stronger for individuals with high interdependent self-construal (ISC). The findings revealed that almost all positive main effects of perceived fairness on organizational attachment were indeed moderated by either type of personality. As a result, we found support for both the relational as well as the control perspective, depending on the type of attachment considered. “Hard” reciprocation through extrarole behaviour seems to be inspired by the empowering impact of control through fairness. “Soft” reciprocation by affection and staying intentions (cognitions) on the other hand, results from the relational bond that is strengthened by fair treatment.     

The Effects of Equal Opportunity Fairness Attitudes on Job Satisfaction,Organizational Commitment,and Perceived Work Group Efficacy

We examined a causal model relating military respondents’ attitudes toward equal opportunity (EO)-related fairness to job satisfaction, organization commitment, and perceptions of work group efficacy. A distinction between EO fairness at the work group and organizational levels was made. Respondents’ perceptions of organizational EO-related fairness were hypothesized to influence perceptions of work group EO fairness. Respondents’ perceptions of work group EO fairness were in turn hypothesized to influence their organizational commitment, job satisfaction, and perceived work group efficacy. Structural equation modeling with a measurement model sample and two random samples each consisting of 5,000 observations provided support for these hypothesized paths. As a part of the investigation, we also examined and found support for causal linkages between perceived work group efficacy, job satisfaction, and organizational commitment. The practical and theoretical importance of the findings for the U.S. military, particularly with regard to issues of retention and training, are discussed.     

The Effects of Regulatory Fit between Explanation Framing and Applicants’ Regulatory Foci on Applicant Reaction

Abstract

Drawing from regulatory fit theory and the literature on persuasion, the current study is the first to explore whether the fit between explanation framing and applicants’ regulatory foci could enhance applicant reaction. We hypothesized that a positively framed explanation fits with applicants’ promotion foci and that a negatively framed explanation fits with applicants’ prevention foci. Three studies were conducted in which participants with different regulatory foci rated their perceived procedural fairness and organizational attractiveness after reading differently framed recruitment advertisements, rejection letters, and job offer letters. The results supported our hypothesis by showing significant interactions between explanation framing and participants’ regulatory foci on procedural fairness and organizational attractiveness perception in the contexts of recruitment advertising and rejection letters. In these contexts, compared with receiving a negatively framed explanation, promotion-focused recipients reported higher levels of perceived fairness and organizational attractiveness after receiving a positively framed explanation, and promotion-focused recipients’ fairness and attractiveness perceptions were higher than prevention-focused recipients’, after receiving a positively framed explanation. Moreover, perceived procedural fairness mediated the relationship between regulatory fit and perceived organizational attractiveness. However, regulatory fit effects were not found in the context of job offer letters.     

PERCEIVED FAIRNESS OF LAYOFFS AMONG INDIVIDUALS WHO HAVE BEEN LAID OFF: A LONGITUDINAL STUDY

This longitudinal study examined 3 layoff-specific (explanation, correctability, and severance benefits) and 2 person-centered (negative affectivity and prior organizational commitment) variables as predictors of layoff victims' judgments of layoff fairness, willingness to endorse the terminating organization, desire to take the previous employer to court, and willingness to commit to future employers. In addition, this study assessed how reemployment moderated these relationships. The results highlighted the importance of receiving an explanation from organizations about how and why layoffs were conducted. Explanation was associated with higher perceived fairness of the layoff, higher willingness to endorse the terminating organization, and less desire to sue that organization, even after reemployment. Four predictor-outcome relationships were moderated by reemployment status.     

Selection Fairness and Outcomes: A field study of interactive effects on applicant reactions

Despite the vast amount of applicant reactions studies, few have examined combined effects of selection outcomes with perceived procedural and distributive fairness on both personal and organizational reactions. Further, most have been conducted in laboratory settings, limiting external validity. The present study examined these effects with a longitudinal design, measuring actual applicants' well‐being and organizational attractiveness preinterview and postoutcome. As expected, several interactions between outcomes and fairness were found. Applicants who were hired reported both highest well‐being and organizational attractiveness when they perceived the outcome as fair. In contrast, applicants who were rejected reported highest well‐being when they thought the outcome was unfair. Selection outcome and procedural fairness interacted for organizational attractiveness, with higher procedural fairness leading to higher attractiveness for rejected applicants.     

Employees’ mood, perceptions of fairness, and organizational citizenship behavior

Previous research findings concerning employees’ perceptions of fairness and positive mood as predictors of organizational citizenship behavior (OCB) have been equivocal. Explanations for this inconsistency may be related to the varying types of manipulation techniques adopted and samples tested. To address these issues, the present study adopted the mood and fairness manipulation techniques of Bachrach and Jex (2000, Journal of Applied Psychology, 30(3), 641–663) to investigate their effect on OCB amongst a sample of 138 employees from five large service organizations. The findings revealed that employees’ perceptions of fairness affected their likelihood to perform organizational citizenship behaviors. One implication of this finding is that employees’ perceptions of fairness may have a more enduring effect, in comparison to their mood, on increasing their extra role work behaviors. However, a close evaluation of the mood manipulation technique suggests that further research is needed before any firm conclusions can be made on the relative effect of empolyees’ perceived fairness and positive mood on OCB.     

Effects of computer surveillance on perceptions of privacy and procedural justice

Electronic workplace surveillance is raising concerns about privacy and fairness. Integrating research on electronic performance monitoring, procedural justice, and organizational privacy, the author proposes a framework for understanding reactions to technologies used to monitor and control employees. To test the framework's plausibility. temporary workers performed computer/Web-based tasks under varying levels of computer surveillance. Results indicated that monitoring job-relevant activities (relevance) and affording those who were monitored input into the process (participation) reduced invasion of privacy and enhanced procedural justice. Moreover, invasion of privacy fully mediated the effect of relevance and partially mediated the effect of participation on procedural justice. The findings are encouraging for integrating theory and research on procedural justice and organizational privacy.     

领导执行公正准则的理论基础及影响因素

领导执行公正准则指领导展现与组织公正各维度的准则相一致的管理行为。解释该行为的主要理论为社会交换理论和公正道义模型。领导的道德特质、公正经历、地位以及领导与员工互动中知觉到的员工的交流风格、可信性、归属需要是影响领导执行公正准则的主要因素。未来研究应进一步探讨组织因素对领导执行公正准则的影响, 从模型互补的角度完善理论解释, 明确间接交换对领导执行公正准则的影响, 并开展领导执行公正准则的本土化研究。     

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.     

Predictors of change in postmerger identification during a merger process: a longitudinal study

Adopting an intergroup perspective, the authors examined predictors of change in postmerger identification throughout a merger. Data were collected over 3 points of measurement from 157 students of a newly merged university. The 1st questionnaire was distributed 4 months after the implementation of the merger; the following 2 were distributed 6 months and 1 year thereafter. With its longitudinal design, this study replicates and extends past results by revealing predictors of change in organizational identification for members of the dominant and subordinate organizations throughout a merger process. As predicted, postmerger identification increased only slowly for members of both the dominant and the subordinate organizations. Multilevel models for change confirmed that the predictive effect of premerger identification on postmerger identification for members of the dominant organization dissipates over time. The effect of in-group typicality unexpectedly varied as a function of organizational membership and was stable over time. Perceived fairness in the merger process positively influenced postmerger identification across members of both organizations; over time the effect of fairness amplified.     

How do leaders promote cooperation? The effects of charisma and procedural fairness

The present research examined the effect of leaders' procedural fairness and perceived charisma on an important organizational process: cooperation. Both charisma and procedural fairness were predicted to have a positive effect on cooperation, and procedural fairness and charisma were predicted to interact such that their effects are stronger alone than in conjunction. Results from a scenario experiment, a cross-sectional survey, and a laboratory experiment supported these predictions. Results from the laboratory study also showed that the interactive effect of leader charisma and procedural fairness on cooperation was mediated by their interactive effect on the sense of group belongingness. It is concluded that leader charisma and procedural fairness may engender cooperation because they appeal to relational concerns.     

Perceived Invasiveness and Fairness of Drug-Testing Procedures for Current Employees

A study was conducted with 225 college students to examine the effects of three organizational and policy variables on the perceived fairness and invasiveness of drug-testing practices. Specifically, the effects of warning type (no warning vs. advance warning), consequence of a positive drug test (termination vs. rehabilitation), and safety sensitivity of the job (safety sensitive vs. safety nonsensitive) were examined. Results suggested that specific features of the policy, as well as type of job under consideration, affected perceived invasiveness and fairness of drug testing. In general, testing was seen as more appropriate for safety-sensitive jobs, that is, those in which drug-impaired performance presented a high degree of danger for individuals. Although rehabilitation was perceived as more fair than termination, when safety was an issue, termination was viewed as a justifiable response by the company. Implications for organizational drug-testing policies are discussed.     

影响组织承诺的因素探讨

在组织承诺因素结构分析的基础上,采用单因素方差分析、多重比较、交叉分析等方法,先探讨了人口特征因素与组织承诺的关系。继而,采用结构方程模型(SEM)中的路径分析技术探讨了影响组织承诺的因素模型,从而揭示了五种组织承诺类型各自的影响因素。     

A META-ANALTTIC REVIEW OF ATTITUDINAL AND DISPOSITIONAL PREDICTORS OF ORGANIZATIONAL CITIZENSHIP BEHAVIOR

A quantitative review of 55 studies supports the conclusion that job attitudes are robust predictors of organizational citizenship behavior (OCB). The relationship between job satisfaction and OCB is stronger than that between satisfaction and in-role performance, at least among nonmanagerial and nonprofessional groups. Other attitudinal measures (perceived fairness, organizational commitment, leader supportiveness) correlate with OCB at roughly the same level as satisfaction. Dispositional measures do not correlate nearly as well with OCB (with the exception of conscientiousness). The most notable moderator of these correlations appears to be the use of self- versus other-rating of OCB; self-ratings are associated with higher correlations, suggesting spurious inflation due to common method variance, and much greater variance in correlation. Differences in subject groups and work settings do not account for much variance in the relationships. Implications are noted for theory, practice, and strategies for future research on OCB.     

Toward an Explanation of Applicant Reactions: An Examination of Organizational Justice and Attribution Frameworks

This study used the organizational justice and attribution theory frameworks to understand the processes by which applicants perceive and react to selection procedures and decisions. Actual applicants were studied at two stages in a selection process (i.e., pre-application and post-offer). Interactions between process and outcome fairness were observed for intentions (recommendation and reapplication) and self-assessed performance. Although the form of the interaction was specific to each measure, in general fair procedures resulted in more favorable perceptions, and this become more pronounced when individuals also perceived fair outcomes. An interaction was also observed for process fairness and the actual selection decision; self-efficacy was lowest for those who were selected and perceived unfair procedures. The causal attributions for the selection decision were related to intentions and self-perceptions, and applicants demonstrated self-serving biases, but only when procedures were perceived as fair. Potential links between the organizational justice and attribution frameworks were also examined. Both frameworks were found to provide insight into the psychological processes that influence applicants' intentions and self-perceptions.     

Contextual Factors Affecting the Organizational Commitment of Diverse Police Officers: A Levels of Analysis Perspective

This study examined the relationship of contextual factors to organizational commitment among 372 police officers in 13 police commands in New York City's public housing projects. Setting-level variables were formed by aggregating officers' perceptions of management support and fairness and management sensitivity to diversity within commands and within three subgroups formed by gender and ethnicity. Individual-level measures were deviations from these subgroup means within commands as well as perceptions of support from family and social support and negative interactions within commands. Overall, path analyses, confirmed by hierarchical linear modeling, showed direct setting-level effects for management support and fairness, but not for sensitivity to diversity, on organizational commitment. Both women and minority men experienced more negative social interactions than white men; support from management, co-workers, and family were important predictors of commitment. Family support was particularly important for women.     

The role of participation and control in the effects of computer monitoring on fairness perceptions, task satisfaction, and performance

Procedural justice and social facilitation theories were used to investigate effects of 2 kinds of process control on fairness perceptions, task satisfaction and performance of complex, computer-monitored tasks. A laboratory study manipulated participation (high or low voice) and monitoring approach (monitoring, control over monitoring, or no monitoring). High-voice participants perceived higher justice. Monitored participants reported higher satisfaction with high voice and lower satisfaction with low voice. Task performance was poorer for monitored participants unless they had control over monitoring. Among those with control, performance was not impaired for higher baseline performers. The 2 kinds of process control had different effects on the outcome variables. Results suggest the value of considering variations in the kinds of control provided and the justice principles that may apply in predicting effects of monitoring procedures.     

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。