Organizational Cultural Competency: Shifting Programs for Latino Immigrants from a Client-Centered to a Community-Based Orientation

This paper discusses how the organizational cultural competency of social service agencies may be improved by shifting the philosophy of service delivery from a client-centered to a community-based orientation. This analysis is based on two years of fieldwork and interviews that were conducted as part of an action research project initially developed to increase the number of certified Spanish speaking Latino family childcare providers and knowledge about Latino immigrant families in the Midwest. In developing a culturally-specific certification program in Spanish, both the Latino participants and the bilingual program director challenged the agency to consider how the social context and social location of its participants required a more holistic community approach.     

Event justice and social entity justice: A cross-lagged analysis

IntroductionThe life of organizations is punctuated by a wide range of managerial decisions (e.g., hiring and selection procedure, performance appraisal, new working methods). Facing such events, employees evaluate the fairness of the situation experienced (event justice). They can also examine the fairness demonstrated by a specific entity, such as the organization or the supervisor (social entity justice). So far, little is known about how justice judgments about events vs. entities are related to each other, especially in a context of organizational change.ObjectiveBuilding on decision-making and organizational justice literature, we investigate the directionality of the causal relationships between event justice and social entity justice within a context of organizational change in a Belgian company (a significant reorganization at the level of the organization chart resulting in different changes for employees).MethodsWe used two samples (team leaders and executives) and realized a cross-lagged panel analysis with two measurement times.ResultsThe study shows that, in both samples, employees’ fairness perceptions about their organization (social entity justice) influence their interpretation of the fairness of subsequent events involving the organization (event justice).ConclusionBuilding and fostering a climate of justice is therefore of primary importance to organizations, since global fairness perceptions about the organization may help employees to perceive a specific event, such as an organizational change, as being fair.     

Report of the Acting General Secretary to the 11th Assembly of the World Council of Churches,Karlsruhe, 2022

This is the text of the report on 31 August 2022 of the acting general secretary of the World Council of Churches (WCC) to the WCC's 11th Assembly, which took place in Karlsruhe, Germany, from 31 August to 8 September 2022.     

Gender-Based Preferential Selection: Perceptions of Injustice and Empathy of Deprivation

Study 1 examined fairness perceptions about gender-based selection. Using a 2 × 3 × 4 (sample × justification × merit discrepancy) between-subjects design, and a scenario approach involving a hypothetical selection case, results showed that (1) males and females perceived gender-based selection as unfair and that the level of perceived unfairness was directly related to the size of discrepancy in merits between the female appointee and the rejected male candidate, (2) the provision of either an ethical or a legislative justification exacerbated perceptions of injustice. To reframe the findings in the context of relative deprivation theory, study 2 repeated study 1 with a professional sample as well as both measures of fairness perceptions and feelings of deprivation. Results on fairness perceptions replicated those of study 1. Findings concerning deprivation included: (1) gender-based selection induced a similar level of feeling (or empathy) of deprivation among male and female professionals; (2) the level of felt deprivation was not related to the size of merit discrepancy; (3) the provision of either form of justification further intensified feelings (or empathy) of deprivation. The implications were discussed within the framework of relative deprivation theory.     

Regulatory foci and organizational commitment

We use regulatory focus theory to derive specific predictions regarding the differential relationships between regulatory focus and commitment. We estimated a structural equation model using a sample of 520 private and public sector employees and found in line with our hypotheses that (a) promotion focus related more strongly to affective commitment than prevention focus, (b) prevention focus related more strongly to continuance commitment than promotion focus, (c) promotion and prevention focus had equally strong effects on normative commitment. Implications of these findings for the three-component model of commitment, especially the ‘dual nature’ of normative commitment, as well as implications for human resources management and leadership are discussed.     

Solidarity and Social Justice: Effect of Individual Differences in Justice Sensitivity on Solidarity Behaviour

We investigate the effect of individual differences in justice sensitivity (JS) on giving behaviour in a solidarity game, its potential moderators and the underlying psychological mechanisms. In a solidarity game, subjects are asked to make decisions about transferring money to other players in a case in which they win a random draw and the other players lose. The results of four studies showed the following: (1) JS explains a unique portion of variance in the solidarity behaviour, above and beyond other basic personality dimensions (e.g. HEXACO model); (2) its effect does not depend on contextual factors, such as the degree of moral entitlement not to share and the possibility to attribute the recipients' disadvantage to their own responsibility; and (3) individual differences in the emotions anticipated in response to different outcomes of a random draw and the cognitive interpretation of the allocation situation partially mediate the effect of JS on solidarity behaviour. We also provided the first evidence that JS predicts individual differences in the propensity to take away others' earnings (antisocial behaviour). The results are discussed with respect to the research on personality as a predictor of prosocial and antisocial behaviour. Copyright © 2015 European Association of Personality Psychology     

Organizational justice and mental health: A multi‐level test of justice interactions

We examine main and interaction effects of organizational justice at the individual and the organizational levels on general health in a Kenyan sample. We theoretically differentiate between two different interaction patterns of justice effects: buffering mechanisms based on trust versus intensifying explanations of justice interactions that involve psychological contract violations. Using a two‐level hierarchical linear model with responses from 427 employees in 29 organizations, only interpersonal justice at level 1 demonstrated a significant main effect. Interactions between distributive and interpersonal justice at both the individual and the collective levels were found. The intensifying hypothesis was supported: the relationship between distributive justice and mental health problems was strongest when interpersonal justice was high. This contrasts with buffering patterns described in Western samples. We argue that justice interaction patterns shift depending on the economic conditions and sociocultural characteristics of employees studied.     

Between conflict and reconciliation: the hard truth

In the context of the fairly recent Truth and Reconciliation Commissions (TRC), I examine phenomenologically the nature of truth as the essential condition for overcoming social and political conflicts, and as an instrument for enforcing so-called “transitional justice” periods and promoting reconciliation. I also briefly approach the limits of this truth’s possibility of being recognized, if its evaluative and practical dimensions and its appeal to an “intelligence of emotions” do not prevail over its merely theoretical claims. Though not expounding Schutz’s and Husserl’s contributions, and meditating on phenomena they did not deal with, I carry out this reflection inspired by their work and methodological approach. The case study used as an intuitive illustration is the recent Peruvian Truth and Reconciliation Commission.

New Directions in Capacity Building: Incorporating Cultural Competence into the Interactive Systems Framework

The UMBC Psychology Department's Center for Community Collaboration (CCC) provides training and support for capacity building to promote substance abuse and mental health treatment as well as adherence improvement in community agencies funded through the Ryan White Act serving persons living with HIV/AIDS. This article describes an approach to dissemination of Evidence Based Practices (EBPs) for these services that uses the Interactive Systems Framework (ISF) and incorporates a collaborative process involving trainer cultural competence, along with a comprehensive assessment of organizational needs, culture, and climate that culminates in tailored training and ongoing collaboration. This article provides: (1) an overview of the CCC's expanded ISF for the effective dissemination of two EBPs—motivational interviewing and the stages of change perspective; (2) an examination of the role of trainer cultural competence within the ISF framework, particularly attending to organizational culture and climate; and (3) case examples to demonstrate this approach for both general and innovation‐specific capacity building in two community based organizations. Special Issue: Advances in Bridging Research and Practice Using the Interactive System Framework for Dissemination and Implementation; Guest Editors: Abraham Wandersman, Paul Flaspohler, Catherine A. Lesesne, Richard Puddy; Action Editor: Emilie Phillips Smith     

When does procedural fairness promote organizational citizenship behavior? Integrating empowering leadership types in relational justice models

We examined how procedural fairness interacts with empowering leadership to promote employee OCB. We focused on two core empowering leadership types—encouraging self-development and encouraging independent action. An experiment revealed that leaders encouraging self-development made employees desire status information more (i.e., information regarding one’s value to the organization). Conversely, leaders encouraging independent action decreased employees’ desire for this type of information. Subsequently, a multisource field study (with a US and German sample) showed that encouraging self-development strengthened the relationship between procedural fairness and employee OCB, and this relationship was mediated by employees’ self-perceived status. Conversely, encouraging independent action weakened the procedural fairness-OCB relationship, as mediated by self-perceived status. This research integrates empowering leadership styles into relational fairness theories, highlighting that multiple leader behaviors should be examined in concert and that empowering leadership can have unintended consequences.