Four-factor justice and daily job satisfaction: A multilevel investigation.

This study examined the differential effects of 4 types of organizational justice on daily job satisfaction at between- and within-individual levels. Specifically, the authors predicted that interpersonal justice and informational justice would exhibit meaningful daily variations and would have direct impacts on individuals’ job satisfaction on a daily basis. They further theorized that distributive justice and procedural justice at a between-person level would moderate the within-person relationships. The authors used hierarchical linear modeling to test their hypotheses with a sample of 231 full-time employees in Hong Kong over the course of 25 working days. The results showed that both daily interpersonal and informational justice were positively related to daily job satisfaction. As hypothesized, between-individual distributive justice moderated the relationship between daily interpersonal justice and daily job satisfaction, and between-individual procedural justice moderated the relationship between daily informational justice and daily job satisfaction. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

The Impact of Justice Climate and Justice Orientation on Work Outcomes: A Cross-Level Multifoci Framework.

In this article, which takes a person-situation approach, the authors propose and test a cross-level multifoci model of workplace justice. They crossed 3 types of justice (procedural, informational, and interpersonal) with 2 foci (organization and supervisor) and aggregated to the group level to create 6 distinct justice climate variables. They then tested for the effects of these variables on either organization-directed or supervisor-directed commitment, satisfaction, and citizenship behavior. The authors also tested justice orientation as a moderator of these relationships. The results, based on 231 employees constituting 44 work groups representing multiple organizations and occupations, revealed that 4 forms of justice climate (organization-focused procedural and informational justice climate and supervisor-focused procedural and interpersonal justice climate) were significantly related to various work outcomes after controlling for corresponding individual-level justice perceptions. In addition, some moderation effects were found. Implications for organizations and future research are discussed. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Distributive justice, procedural justice, and psychological distress: The moderating effect of coworker support and work autonomy.

Recent research has demonstrated that the perception of injustice at work may increase psychological health-related problems. The purpose of this study is to examine the moderating effect of coworker support and work autonomy on the relationships between both distributive and procedural justice and psychological distress. Results, on the basis of responses to questionnaires given to 248 prison employees, show that coworker support moderates the relationships between both forms of justice and psychological distress. Specifically, these relationships are weakened when employees benefit from a high level of coworker support. Furthermore, work autonomy moderates the relationship between procedural justice and psychological distress but not the relationship between distributive justice and psychological distress. Thus, procedural injustice is less likely to increase psychological distress when the level of work autonomy is high. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Differentiated leader–member exchanges: The buffering role of justice climate.

The leader–member exchange (LMX) literature has established that leaders differentiate among their followers. Yet little is known about the effects of LMX differentiation (within-group variation in LMX quality). In this study, we contend that the effects of LMX differentiation on the employee outcomes of work attitudes, coworker relations, and employee withdrawal behaviors will be contingent upon the level of procedural and distributive justice climate. Data from 276 employees working in 25 stores of a retail chain in Turkey supported our hypotheses such that LMX differentiation was related to more negative work attitudes and coworker relations, and higher levels of withdrawal behaviors only when justice climate was low. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Impact of fairness, leadership, and coping on strain, burnout, and turnover in organizational change.

Procedural justice, supervisory style, and personal coping measures were obtained from 103 workers from two units of a nationwide engineering firm during and six months after a time-limited, company-wide computer system change. The two units employed significantly differing procedural justice approaches. Lower procedural justice was predictive of higher burnout, strain, and turnover. The patterns of relationship were somewhat different for burnout and strain, implying that these two affective responses to change might be viewed as distinct from one another. Higher strain was predictive of turnover above and beyond contributions of procedural justice, supervision, and coping, but burnout was not. Implications for application and further research are discussed based on the research findings. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Why managers should care about fairness: The effects of aggregate justice perceptions on organizational outcomes.

This work examines the aggregation of justice perceptions to the departmental level and the business-unit level, the impact of these aggregate perceptions on business-unit-level outcomes, and the usefulness of the distinction between procedural and interpersonal justice at different levels of analysis. Latent variables analyses of individual-level and department-level data from 4,539 employees in 783 departments at 97 hotel properties showed that the 2 justice types exercise unique paths of impact on employees' organizational commitment and thus on turnover intentions and discretionary service behavior. Business-unit-level analyses further demonstrate paths of association between aggregate justice perceptions, aggregate commitment levels, and the business-unit-level outcomes of employee turnover rates and customer satisfaction ratings. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Survivor reactions to reorganization: Antecedents and consequences of procedural, interpersonal, and informational justice.

This study tested a model of survivor reactions to reorganization, which incorporated multiple predictors and consequences of procedural, interpersonal, and informational justice. The 3 justice types had different correlates: all 4 antecedents (employee input, victim support, implementation, and communication quality) predicted interpersonal fairness, implementation and communication quality were associated with informational fairness, and employee input was the sole predictor of procedural justice. Procedural justice was strongly related to all 4 outcome variables, and interpersonal and informational justice added unique variance to the prediction of trust in management. The reorganization effort was still predictive of employee outcomes, although primarily through procedural justice approximately 1 year after its completion. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Me or we? The role of personality and justice as other-centered antecedents to innovative citizenship behaviors within organizations.

The present research takes an "other-centered" approach to examining personal and contextual antecedents of taking charge behavior in organizations. Largely consistent with the authors' hypotheses, regression analyses involving data collected from 2 diverse samples containing both coworkers and supervisors demonstrated that the other-centered trait, duty, was positively related to taking charge, whereas the self-centered trait, achievement striving, was negatively related to taking charge. In addition, the authors found that procedural justice at the organizational level was positively related to taking charge when evaluated by a coworker, while both procedural and distributive justice were positively related to taking charge when considered by a supervisor. Theoretical and practical implications are discussed. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Claiming in the name of fairness: Organizational justice and the decision to file for workplace injury compensation.

This article explored the relationship among injured workers' perceptions of workplace justice (i.e., distributive, interactional, and procedural), perceptions of employers' disability-related policies, and the decision to file a workers' compensation claim. Using a 2-wave sample of 1,077 workers with repetitive motion injuries, the authors tested a structural equation model. Results revealed that Time 1 interactional justice was negatively related to filing a claim, whereas Time 1 distributive justice was positively related to perceptions of employer disability-related practices measured a year after the date of injury report. At Time 2, the claim decision was unrelated to perceptions of justice, yet perceptions of disability-related practices were significantly related to all 3 types of justice. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Fair today, fair tomorrow? A longitudinal investigation of overall justice perceptions.

Most work on organizational justice has been cross-sectional and focused on specific justice dimensions rather than perceptions of overall justice. As a result, little is known about how overall justice perceptions unfold over time. This study attempts to bridge gaps in the literature by examining overall organizational and overall supervisory justice perceptions of 213 individuals over 3 points in time. Results showed significant variability in overall justice perceptions across time. Specifically, within-person variance accounted for 24% and 29% of the total variance in overall organizational and supervisory justice, respectively. Further, compared with specific justice dimensions, trust emerged as a particularly strong predictor of within-person and between-person variance in overall justice perceptions. Implications for the justice literature and organizational practice are discussed. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Consequences of organizational justice expectations in a selection system.

This study examined several consequences of applicants' expectations of organizational justice at multiple stages in a selection process. The authors assessed the justice expectations of 1,832 job applicants prior to their participation in a testing process and examined how these expectations influenced their pretest attitudes and intentions as well as their perceptions of the testing process. Results revealed that applicants with higher expectations of justice reported higher levels of pretest motivation and more positive job acceptance and recommendation intentions. Justice expectations were also positively related to applicants' perceptions of justice in the testing process. Results provided some evidence that justice expectations have a moderating influence, such that justice perceptions have a greater influence on applicants' affective and cognitive states when expectations of justice are high. The theoretical and practical implications of these findings are discussed in the context of research on organizational justice and applicant perceptions. (PsycINFO Database Record (c) 2011 APA, all rights reserved)     

Justice as a dynamic construct: Effects of individual trajectories on distal work outcomes.

Despite an amassing organizational justice literature, few studies have directly addressed the temporal patterning of justice judgments and the effects that changes in these perceptions have on important work outcomes. Drawing from Gestalt characteristics theory (Ariely & Carmon, 2000, 2003), we examine the concept of justice trajectories (i.e., levels and trends of individual fairness perceptions over time) and offer empirical evidence to highlight the value of considering fairness within a dynamic context. Participants included 523 working adults who completed surveys about their work experiences on 4 occasions over the course of 1 year. Results indicate that justice trends explained additional variance in distal work outcomes (job satisfaction, organizational commitment, and turnover intentions) after controlling for end-state levels of justice, demonstrating the cumulative effects of justice over time. Findings also reveal that change in procedural justice perceptions affected distal work outcomes more strongly than any other justice dimension. Implications for theory and future investigations of justice as a dynamic construct are discussed. (PsycINFO Database Record (c) 2011 APA, all rights reserved)     

Integrating social justice training into the practicum experience for psychology trainees: Starting earlier.

Calls from the psychological literature have highlighted a need for the integration of social justice training in both didactic and fieldwork practicum experiences in professional psychology. This article presents concrete strategies for practicum instructors and applied fieldwork training site staff to integrate social justice work into practicum experiences. The authors review current scholarship on social justice training, identify foundational principles of social justice and recommendations for teaching social justice in applied training facilities, and apply these principles and recommendations to practicum experiences. Learning activities and evaluation methods are identified and presented, and recommendations for integration of these methods for teaching psychology trainees are underscored. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

On the dimensionality of organizational justice: A construct validation of a measure.

This study explores the dimensionality of organizational justice and provides evidence of construct validity for a new justice measure. Items for this measure were generated by strictly following the seminal works in the justice literature. The measure was then validated in 2 separate studies. Study 1 occurred in a university setting, and Study 2 occurred in a field setting using employees in an automobile parts manufacturing company. Confirmatory factor analyses supported a 4-factor structure to the measure, with distributive, procedural, interpersonal, and informational justice as distinct dimensions. This solution fit the data significantly better than a 2- or 3-factor solution using larger interactional or procedural dimensions. Structural equation modeling also demonstrated predictive validity for the justice dimensions on important outcomes, including leader evaluation, rule compliance, commitment, and helping behavior. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Review of The justice motive in social behavior.

Reviews the book, The Justice Motive in Social Behavior, edited by Melvin J. Lerner and Sally C. Lerner (1981). This edited book is the result of a conference held at the University of Waterloo. Here (September 1978) an interdisciplinary group of experts sought answers to the question, "How can the human concern with justice provide opportunities for constructive responses to future social dilemmas which may involve scarcity of resources and rapid change?" The 20 chapters are directly or indirectly related to this question, and the book is extremely timely and thought-provoking. This is an important book and should be a welcome addition to anyone interested in the implications for justice in the not-too-distant scarcity-laden future. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

If you feel bad, it's unfair: A quantitative synthesis of affect and organizational justice perceptions.

Whereas research interest in both individual affect/temperament and organizational justice has grown substantially in recent years, affect's role in the perception of organizational justice has received scant attention. Here, the authors integrate these literatures and test bivariate relationships between state affect (e.g., moods), trait affect (e.g., affectivity), and organizational justice variables using meta-analytically aggregated effect sizes. Results indicated that state and trait positive and negative affect exhibit statistically significant relationships with perceptions of distributive, procedural, and interactional justice in the predicted directions, with mean population-level correlations ranging in absolute magnitude from Mρ? = .09 to Mρ? = .43. Correlations involving state affect generally were larger but not significantly different from those involving trait affect. Finally, the authors propose ideas for investigations at the primary-study level. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Got political skill? The impact of justice on the importance of political skill for job performance.

The present study examined the moderating effects of procedural and distributive justice on the relationships between political skill and task performance and organizational citizenship behavior (OCB) among 175 supervisor–subordinate dyads of a government organization. Using Mischel’s (1968) situationist perspective, high justice conditions were considered “strong situations,” whereas low justice conditions were construed as “weak situations.” We found that when both procedural and distributive justice were low, political skill was positively related to performance. Under conditions of both high procedural and high distributive justice, political skill was negatively related to performance. Finally, under conditions of low distributive justice, political skill was positively related to OCB, whereas under conditions of high distributive justice, political skill had little effect on OCB. These results highlight the importance of possessing political skill in weak but not strong situations. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Effects of a respite from work on burnout: Vacation relief and fade-out.

In a quasi-experiment designed to examine the relief from job stress and burnout afforded by a vacation respite, 76 clerks completed measures of job stress and burnout twice before a vacation, once during vacation, and twice after vacation. There was a decline in burnout during the vacation and a return to prevacation levels by the time of the second postvacation measure. Comparing the two prevacation measures indicated no anticipation effects. However the return to work showed gradual fade-out, as burnout returned part way toward its prevacation level by 3 days after the vacation and all the way by 3 weeks after the vacation. Women and those satisfied with their vacations experienced greater relief; however, both subsamples also experienced the quickest fade-out. The respite effect and its complete fade-out were detected among all subgroups analyzed. Burnout, relief, interpersonal stress crossover, and burnout climate at work are discussed. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Correction to Romney (2008).

Reports an error in "Consulting for diversity and social justice: Challenges and rewards" by Patricia Romney (Consulting Psychology Journal: Practice and Research, 2008[Jun], Vol 60[2], 139-156). The author refers to "Paul Winn." The referenced author's last name was printed incorrectly. The correct spelling is Winum. (The following abstract of the original article appeared in record 2008-07255-002.) Consulting and training for cultural diversity is both challenging and rewarding. This article issues a call to face the challenges of diversity consulting and describes strategies and approaches for successful work. Using examples from the author's practice, the author calls on consultants to (1) get up to speed with knowledge about diversity and social justice, (2) avoid consultations that are too superficial, (3) balance content and process, (4) find ways to sustain themselves and their clients, and (5) work for the Common Good. A social justice frame is seen as a necessary adjunct to promoting equity and excellence in organizations. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

On the Subjective Quality of Social Justice: The Role of Affect as Information in the Psychology of Justice Judgments.

This article argues that it is not uncommon for people forming justice judgments to lack information that is most relevant in the particular situation. In information-uncertain conditions, people may therefore construct justice judgments by relying on how they feel about the events they have encountered, and justice judgments may hence be strongly influenced by affect information. Findings show that in information-uncertain conditions, the affective states that people had been in prior and unrelated to the justice event indeed strongly influenced their justice judgments. These findings thus reveal that in situations of information uncertainty, people's judgments of justice can be very subjective, susceptible to affective states that have no logical relationship with the justice judgments they are constructing. Implications for the social psychology of justice and the literature on social cognition and affect are discussed. (PsycINFO Database Record (c) 2010 APA, all rights reserved)