When organizational justice and the self-concept meet: Consequences for the organization and its members |
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Authors: | Russell E Johnson Christopher Selenta Robert G Lord |
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Institution: | Department of Psychology, The University of Akron, Akron, OH 44325-4301, USA |
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Abstract: | In two studies, we examined the joint effects of employed participants’ self-concept levels and perceptions of fairness on organizational attitudes and citizenship behavior intentions. We examined the effects of chronic self-concept activation in Study 1, whereas we primed the working self-concept in Study 2. Combining the results of both studies, we found support for our hypotheses that particular self-concept levels and organizational justice dimensions interact to predict various work-related outcomes. Specifically, we observed interactions between the relational self-concept and interactional justice, and between the collective self-concept and procedural justice, such that the justice–outcome relationships were stronger for those experiencing higher activation on the relevant self-concept level. Thus, as hypothesized, justice information is weighted differently depending on the particular level of self-concept that is active. In addition, interesting direct effects of employees’ self-concepts were also observed. We discuss the implications of these findings and the importance of considering the self-concept in conjunction with organizational justice. |
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Keywords: | Organizational justice Self-concept Self-concept levels Organizational attitudes Organizational citizenship behaviors |
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