The utility of a multifoci approach to the study of organizational justice: A meta-analytic investigation into the consideration of normative rules,moral accountability,bandwidth-fidelity,and social exchange

Multifoci justice pulls from research on social exchange theory to argue that despite the proliferation of rule sets in the literature (often referred to as the “types” of justice), individuals seek to hold some party accountable for the violation/upholding of such rules, and it is these parties (e.g., supervisors, the organization as a whole) that are most likely to be the recipients of attitudes and behaviors (i.e., target similarity effects). To explore these issues, we meta-analytically (k = 647, N = 235,682) compared the predictive validities of source- vs. type-based justice perceptions and found that (a) multifoci justice perceptions more strongly predicted outcomes directed at matched sources than did type-based justice perceptions, (b) multifoci justice perceptions more strongly predicted target similar than dissimilar outcomes, and (c) the relationships between multifoci justice perceptions and target similar outcomes were mediated by source-specific social exchange.     

L’impact de la reconnaissance organisationnelle sur la santé psychologique au travail des répartiteurs d’urgence

The purpose of this research is to measure the relationships between organizational recognition and workplace psychological health for emergency dispatchers by a predictif correlational design. Data collected from a secure online questionnaire sent to dispatchers via four emergency call centers (n = 155) measured psychological health at work (Gilbert et al., 2011) and organizational recognition (Brun and Dugas, 2005). The results of multiple linear regression analyses partially confirmed the hypothesized links between the two variables: they attested that organizational and co-worker recognition partially explained psychological well-being at work (R² = .25, p < .001) and psychological distress at work (R² = .30, p < .001) among emergency dispatchers.     

Linking career mobility with corporate loyalty: How does job change relate to organizational commitment?

Today's organizations are undergoing constant and substantial change due to many internal and external forces. These changes are impacting on the inter- and intra-organizational career mobility of managers and employees. This research assessed the relationship between career mobility history and a recent internal or external job change on organizational commitment using (Allen & Meyer, 1990) three-dimensional model. Professional-level employees participated in three survey administrations over an 18-month timeframe. External career mobility history (i.e., number of external job moves over one's career) was negatively related to normative commitment, but not to affective and continuance commitment. Affective and continuance commitment were significantly lower for external movers prior to a move when compared to nonmovers over the same period. In contrast, only continuance commitment was significantly lower for internal movers prior to a move when compared to nonmovers over the same period. Affective commitment increased significantly after the move for both internal and external movers. Implications for research with respect to career mobility and organizational commitment are discussed.     

Idiosyncratic deals and organizational commitment

This article examines the relationship between idiosyncratic deals and organizational commitment. In particular, it examines how two individual differences which reflect self-worth (core self-evaluations and age) moderate that relationship. We predicted that employees with feelings of high self-worth will expect and will feel entitled to these deals, but employees with feelings of low self-worth will feel particularly obligated to reciprocate positively for special treatment. Data were collected from 375 managers at two points in time. As predicted, the relationship between idiosyncratic deals and affective organizational commitment was stronger for those managers who had low core self-evaluations. While the two-way interaction effect between idiosyncratic deals and age was not significant, we did find modest evidence for a three-way interaction effect. As predicted, the strongest relationship between idiosyncratic deals and organizational commitment occurred for older workers who had low core self-evaluations.     

Organizational and occupational commitment in relation to bridge employment and retirement intentions

Understanding the antecedents to retirement and bridge employment is important to older-aged adults who seek ways to smoothly transition to full retirement, and to organizations that benefit from retaining their highly skilled and most experienced workers, especially in occupations for which labor shortages are projected. We tested the effects of affective, continuance, and normative commitment to organizations and to occupations on older-aged pharmacists' (N = 294) intentions to fully retire and to pursue three types of bridge employment. As hypothesized, criteria that were more organizationally focused (e.g., bridge employment in the same organization) were predicted more strongly by organizational, rather than occupational, commitment. For one type of bridge employment that was more occupationally focused—bridge employment in a different field—the hypothesized differential effects were supported, such that it was predicted more strongly by occupational, rather than organizational, commitment. We discuss the implications of our findings for theory, research, and practice.     

Effets comportementaux et attitudinaux d’une procédure de Pied-dans-la-porte en entreprise

The present research investigates attitudinal and behavioral effects of a Foot-in-the-door paradigm (Freedman & Fraser, 1966), adapted to a company world. Moreover, it measures the impact of a variable whose integration to the paradigm has been discussed (Joule and Beauvois, 1998; Joule, Py & Bernard, 2004) although its effect has not been experimentally demonstrated: Action Identification (Vallacher and Wegner, 1985). Results show a response rate to the target request and a mean of affective commitment to the organization (Allen & Meyer, 1990) higher in the F.I.T.D. condition, particularly when the level of action identification is taking into account. Results are discussed in terms of commitment theory and action identification theory.     

Career opportunity and organizational attachment in a blue-collar unionized environment

Organizations and the larger socio-economic environment have always presented the context in which careers unfold and evolve over time. One notable change is that promotion opportunities have been drastically reduced as organizations flatten their hierarchies and restructure. Reduced commitment by both organizations and their members are increasingly characteristic of the emerging employment relationship. This study investigated an alternative to mobility opportunity in a blue-collar unionized sample and finds that perceived role enhancement opportunity (i.e., expanding task complexity and more autonomy in the near future) related positively to attitudinal outcomes historically associated with promotion opportunity (i.e., organizational commitment, work involvement, and career opportunity satisfaction) and, in fact, explained more criterion variance. This was especially true of incumbents with two or less years of position tenure.     

The interactive effects of organizational politics and exchange ideology on manager ratings of retention

This study examined the moderating effect of exchange ideology on the relation between perceptions of organizational politics and manager-rated retention. Data collected from 178 employees of a distribution services organization indicated that employees’ perceptions of organizational politics related negatively related to manager assessments of retention. However, the variables were only related among employees with a moderate to strong exchange ideology. These individuals were more sensitive to a political environment than individuals with a weak exchange ideology. Implications for employees seeking to actively manage their careers are discussed.     

The effect of company recruitment web site orientation on individuals’ perceptions of organizational attractiveness

The use of company web pages to attract prospective job applicants has experienced tremendous growth in recent years. To date, very little is known about the process by which recruitment web sites influence individuals’ desire to pursue employment with an organization. This study attempts to address this issue by using an experimental design to investigate the relationships among recruitment web site orientation, individuals’ expectations concerning the use of Internet technology, web site usability, and organizational attractiveness. Survey results from 252 business students indicated that web site orientation and outcome expectancy influenced organizational attractiveness perceptions through influencing the perceived usability of the website. The implications of such results for firms interested in using recruitment web sites to attract applicants are discussed.     

La justice organisationnelle comme levier pour promouvoir la qualité de vie au travail

The goal of this study is to show the relevance of organizational justice principles in interventions to prevent psychosocial risks. Following an introduction identifying organizational justice as a predictor of health and quality of work life, we illustrate its application to a diagnosis and an intervention for hospital staff. The responses of 685 employees to a questionnaire identified a lack of support and justice by managers; thus, sensitivity to organizational justice was incorporated into a training program on management and psychosocial risks. A quasi-experiment in which hospital staff participated revealed a beneficial effect of the manager training on justice perceptions of the staff, confirming in part our hypotheses. The illustration in our study of the benefits of using justice principles in manager training offers new perspectives for promoting quality of life at work and reducing psychosocial risks.