The nature and dimensionality of organizational citizenship behavior: A critical review and meta-analysis.

This article reviews the literature on organizational citizenship behavior (OCB) and its dimensions as proposed by D. W. Organ (1988) and other scholars. Although it is assumed that the behavioral dimensions of OCB are distinct from one another, past research has not assessed this assumption beyond factor analysis. Using meta-analysis, the authors demonstrate that there are strong relationships among most of the dimensions and that the dimensions have equivalent relationships with the predictors (job satisfaction, organizational commitment, fairness, trait conscientiousness, and leader support) most often considered by OCB scholars. Implications of these results are discussed with respect to how the OCB construct should be conceptualized and measured in the future. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

The role of overall justice judgments in organizational justice research: A test of mediation.

Organizational justice research traditionally focuses on the unique predictability of different types of justice (distributive, procedural, and interactional) and the relative importance of these types of justice on outcome variables. Recently, researchers have suggested shifting from this focus on specific types of justice to a consideration of overall justice. The authors hypothesize that overall justice judgments mediate the relationship between specific justice facets and outcomes. They present 2 studies to test this hypothesis. Study 1 demonstrates that overall justice judgments mediate the relationship between specific justice judgments and employee attitudes. Study 2 demonstrates the mediating relationship holds for supervisor ratings of employee behavior. Implications for research on organizational justice are discussed. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

It's Different to Give Than to Receive: Predictors of Givers' and Receivers' Reactions to Favor Exchange.

The present research examines episodes of favor exchange among peer employees. We posit that favor receivers' and favor givers' commitment to their exchange relationships with one another will be accounted for by different factors. As predicted, in 2 different organizational contexts, receivers' commitment to their relationships with givers was found to be more related to their judgments of the givers' interactional justice when performing the favor, whereas givers' commitment to their relationships with receivers was shown to be more associated with their judgments of the favorability of the outcomes associated with the favor that they performed. The implications of these findings for how givers and receivers can better manage favor exchange, and hence their relationships with each other, are discussed. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Work gets unfair for the depressed: Cross-lagged relations between organizational justice perceptions and depressive symptoms.

The organizational justice literature has consistently documented substantial correlations between organizational justice and employee depression. Existing theoretical literature suggests this relationship occurs because perceptions of organizational (in)justice lead to subsequent psychological health problems. Building on recent research on the affective nature of justice perceptions, in the present research we broaden this perspective by arguing there are also theoretical arguments for a reverse effect whereby psychological health problems influence perceptions of organizational justice. To contrast both theoretical perspectives, we test longitudinal lagged effects between organizational justice perceptions (i.e., distributive justice, interactional justice, interpersonal justice, informational justice, and procedural justice) and employee depressive symptoms using structural equation modeling. Analyses of 3 samples from different military contexts (N? = 625, N? = 134, N? = 550) revealed evidence of depressive symptoms leading to subsequent organizational justice perceptions. In contrast, the opposite effects of organizational justice perceptions on depressive symptoms were not significant for any of the justice dimensions. The findings have broad implications for theoretical perspectives on psychological health and organizational justice perceptions. (PsycINFO Database Record (c) 2011 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)     

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)     

Organization structure as a moderator of the relationship between procedural justice, interactional justice, perceived organizational support, and supervisory trust.

Organizational justice researchers recognize the important role organization context plays in justice perceptions, yet few studies systematically examine contextual variables. This article examines how 1 aspect of context--organizational structure--affects the relationship between justice perceptions and 2 types of social exchange relationships, organizational and supervisory. The authors suggest that under different structural conditions, procedural and interactional justice will play differentially important roles in determining the quality of organizational social exchange (as evidenced by perceived organizational support [POS]) and supervisory social exchange (as evidenced by supervisory trust). In particular, the authors hypothesized that the relationship between procedural justice and POS would be stronger in mechanistic organizations and that the relationship between interactional justice and supervisory trust would be stronger in organic organizations. The authors' results support these hypotheses. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Disentangling role perceptions: How perceived role breadth, discretion, instrumentality, and efficacy relate to helping and taking charge.

The objective of this study was to empirically disentangle role perceptions related to organizational citizenship behavior (OCB) that have been confounded in past research, investigate their unique relationships with both an affiliative (helping) and a challenging (taking charge) form of OCB, and determine their relative importance in explaining these 2 forms of OCB. The authors also examined whether role discretion and role breadth independently moderate the procedural justice-to-OCB relationship. The authors surveyed 225 engineers in India and their direct supervisors. The results showed that 3 of the 4 facets of OCB role perception explain unique variance in either helping or taking charge, and that role breadth moderates the relationships between procedural justice and both helping and taking charge. The authors discuss implications of these findings for OCB theory and research, as well as for managerial practice. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Newcomer adjustment during organizational socialization: A meta-analytic review of antecedents, outcomes, and methods.

The authors tested a model of antecedents and outcomes of newcomer adjustment using 70 unique samples of newcomers with meta-analytic and path modeling techniques. Specifically, they proposed and tested a model in which adjustment (role clarity, self-efficacy, and social acceptance) mediated the effects of organizational socialization tactics and information seeking on socialization outcomes (job satisfaction, organizational commitment, job performance, intentions to remain, and turnover). The results generally supported this model. In addition, the authors examined the moderating effects of methodology on these relationships by coding for 3 methodological issues: data collection type (longitudinal vs. cross-sectional), sample characteristics (school-to-work vs. work-to-work transitions), and measurement of the antecedents (facet vs. composite measurement). Discussion focuses on the implications of the findings and suggestions for future research. (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)     

A longitudinal analysis of organizational fairness: An examination of reactions to tenure and promotion decisions.

Most organizational justice research takes a cross-sectional approach to examining the relationship between perceived fairness and individuals' attitudes. This study examines the effect of procedural and distributive justice over time. It is suggested that individuals acquire more information and experience with procedures and outcomes over time. These changes in information and experience affect the influence of procedural and distributive justice on organizational attitudes. Faculty perceptions of tenure and promotion decisions were assessed 3 times (preallocation, short-term postallocation, long-term postallocation) over a 2-year period. Results generally supported the hypotheses. Procedural justice was most influential prior to and soon after outcome decisions were made. Distributive justice was most influential 1 year later. (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)     

Organizational climate configurations: Relationships to collective attitudes, customer satisfaction, and financial performance.

Research on organizational climate has tended to focus on independent dimensions of climate rather than studying the total social context as configurations of multiple climate dimensions. The authors examined relationships between configurations of unit-level climate dimensions and organizational outcomes. Three profile characteristics represented climate configurations: (1) elevation, or the mean score across climate dimensions; (2) variability, or the extent to which scores across dimensions vary; and (3) shape, or the pattern of the dimensions. Across 2 studies (1,120 employees in 120 bank branches and 4,317 employees in 86 food distribution stores), results indicated that elevation was related to collective employee attitudes and service perceptions, while shape was related to customer satisfaction and financial performance. With respect to profile variability, results were mixed. The discussion focuses on future directions for taking a configural approach to organizational climate. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Procedural justice climate and group power distance: An examination of cross-level interaction effects.

In this article, the authors extend research on the cross-level effects of procedural justice climate by theorizing and testing its interaction with group power distance. The results indicated that group power distance moderated the relationships between procedural justice climate and individual-level outcomes (organizational commitment and organization-directed citizenship behavior). More specifically, a larger group power distance was found to attenuate the positive cross-level effects of procedural justice climate. Implications for procedural justice climate research are discussed. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

The value of value congruence.

Research on value congruence has attempted to explain why value congruence leads to positive outcomes, but few of these explanations have been tested empirically. In this article, the authors develop and test a theoretical model that integrates 4 key explanations of value congruence effects, which are framed in terms of communication, predictability, interpersonal attraction, and trust. These constructs are used to explain the process by which value congruence relates to job satisfaction, organizational identification, and intent to stay in the organization, after taking psychological need fulfillment into account. Data from a heterogeneous sample of employees from 4 organizations indicate that the relationships that link individual and organizational values to outcomes are explained primarily by the trust that employees place in the organization and its members, followed by communication, and, to a lesser extent, interpersonal attraction. Polynomial regression analyses reveal that the relationships emanating from individual and organizational values often deviated from the idealized value congruence relationship that underlies previous theory and research. The authors’ results also show that individual and organizational values exhibited small but significant relationships with job satisfaction and organizational identification that bypassed the mediators in their model, indicating that additional explanations of value congruence effects should be pursued in future research. (PsycINFO Database Record (c) 2010 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)     

Relationships Between Organizational Justice and Burnout at the Work-Unit Level.

Relationships between organizational justice and well-being are traditionally investigated at the individual level. This article extends previous efforts by testing such relationships at the work-unit level. Three corridors of influence were examined. First, the level (work units' average scores) of justice is related to the level of burnout. Second, justice climate strength (level of agreement among work-unit members) moderates the predictability of the level of burnout. Third, justice strength is related to burnout strength. The authors interviewed 324 contact employees from 108 work units in 59 service organizations. Findings showed the predominance of interactional justice over distributive and procedural justice in all 3 corridors. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Safety climate and injuries: An examination of theoretical and empirical relationships.

Our purpose in this study was to meta-analytically address several theoretical and empirical issues regarding the relationships between safety climate and injuries. First, we distinguished between extant safety climate→injury and injury→safety climate relationships for both organizational and psychological safety climates. Second, we examined several potential moderators of these relationships. Meta-analyses revealed that injuries were more predictive of organizational safety climate than safety climate was predictive of injuries. Additionally, the injury→safety climate relationship was stronger for organizational climate than for psychological climate. Moderator analyses revealed that the degree of content contamination in safety climate measures inflated effects, whereas measurement deficiency attenuated effects. Additionally, moderator analyses showed that as the time period over which injuries were assessed lengthened, the safety climate→injury relationship was attenuated. Supplemental meta-analyses of specific safety climate dimensions also revealed that perceived management commitment to safety is the most robust predictor of occupational injuries. Contrary to expectations, the operationalization of injuries did not meaningfully moderate safety climate–injury relationships. Implications and recommendations for future research and practice are discussed. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Managing HIV at the workplace: An empirical study of HIV and HR managers in Singapore.

Drawing from previous research on individual differences, AIDS, and concerns for face, the author developed and tested a model examining the predictors (knowledge of AIDS transmission, level of homophobia, and concern for face) of AIDS fear and its organizational outcomes (perceived organizational consequences of hiring people living with HIV and attitudes toward disclosure of HIV-related information at the workplace). Data were collected using mail survey. Structural equation modeling was used to examine the relationships among these variables for 160 human resource managers. All of the hypothesized relationships were empirically supported. Implications of the research findings for human resource practices are discussed. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Justice, citizenship, and role definition effects.

A limitation of the organizational citizenship behavior (OCB) literature is that theory and empirical evidence suggest that some employees define OCBs as part of their job. A theoretical framework that addresses this problem is tested in this article. The framework focuses on 2 effects: a role enlargement effect (i.e., employees with more favorable attitudes define OCB as inrole behavior, which, in turn, results in greater citizenship) and a role discretion effect (i.e., the relationship between employees' attitudes and their citizenship will be stronger among employees who define OCB as extrarole behavior). In tests of this framework with 2 independent samples of supervisor–subordinate dyads, role definition were found to moderate several relationships between procedural justice and OCB, providing support for the role discretion effect. Implications for OCB theory and research are discussed. (PsycINFO Database Record (c) 2010 APA, all rights reserved)