Fairness lies in the heart of the beholder: How the social emotions of third parties influence reactions to injustice

The present research explores third parties’ (e.g., jurors, ombudsmen, auditors, and employees observing others’ encounters) ability to objectively judge fairness. More specifically, the current research suggests that third parties’ justice judgments and reactions are biased by their attitudes toward the decision recipient and, in particular, the affective aspect of those attitudes as characterized by their felt social emotions. We explore how the congruence of a social emotion (i.e., the extent to which the emotion reflects feeling a subjective sense of alignment with the target of the emotion) can influence their evaluations of recipients’ decision outcomes. The five studies presented show that congruence can lead third parties to react positively to objectively unfair decision outcomes and, importantly, that the influence of social emotions on subjective justice judgments drive third party reactions to decisions, decision makers, and even national policies.     

The Effects on Layoff Survivors of Their Fellow Survivors' Reactions1

A multimethod series of studies examined factors that moderate the effects on layoff survivors of their fellow survivors' reactions. Studies 1 and 2 showed that survivors' work performance was more influenced by the reactions of fellow survivors who were relatively attractive. Study 3 revealed that survivors' work performance and turnover intention were more positively related to the reactions of relatively attractive fellow survivors, but only when the survivors had relatively little communication with their fellow survivors about the layoff; among those who communicated a great deal with fellow survivors about the layoff, work performance, and turnover intention were positively related to their fellow survivors' reactions, regardless of the attractiveness of their fellow survivors. The discussion focuses on theoretical and practical implications, limitations of the studies, and areas for further research.     

Procedural Fairness, Managers' Self-Esteem, and Managerial Behaviors Following a Layoff

The present research examined the predictors and consequences associated with managers' reactions to job layoffs. Whereas previous research suggests that procedural unfairness lowers self-esteem, we hypothesized that, in a downsizing context, the relationship between procedural unfairness and lower self-esteem would be more pronounced among managers than nonmanagers. The results of Study 1 supported the hypothesis and showed that the findings were attributable to managers' greater organizational commitment. Study 2 showed that managers who perceived procedures to be less fair were less likely to report practicing the behaviors needed from effective managers in times of change. Moreover, the relationship between procedural unfairness and managers' behaviors was mediated by their self-esteem. Subordinates of managers who engaged in less effective managerial behaviors, in turn, had more negative perceptions of their immediate work environments. Copyright 2000 Academic Press.