A trickle-down model of organizational justice: Relating employees' and customers' perceptions of and reactions to fairness.

This study developed and tested a trickle-down model of organizational justice that hypothesized that employees' perceptions of fairness should affect their attitudes toward the organization, subsequently influencing their behaviors toward customers. In turn, customers should interpret these behaviors as signals of fair treatment, causing them to react positively to both the employee and the organization. The model was tested on a sample of 187 instructors and their students. The results revealed that instructors who perceived high distributive and procedural justice reported higher organizational commitment. In turn, their students reported higher levels of instructor effort, prosocial behaviors, and fairness, as well as more positive reactions to the instructor. Overall, the results imply that fair treatment of employees has important organizational consequences because of customers' attitudes and future intentions toward key service employees. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Uncertainty management: The influence of uncertainty salience on reactions to perceived procedural fairness.

On the basis of fairness heuristic theory, it is argued in this article that people especially need fairness when they are reminded about aspects of their lives that make them uncertain. It is therefore proposed that thinking about uncertainty should make fairness a more important issue to people. The findings of 3 experiments support this line of reasoning: Asking (vs. not asking) participants 2 questions that solicited their thoughts and feelings of being uncertain led to stronger effects of perceived procedural fairness on participants' affective reactions toward the way they were treated. It is argued that these findings suggest that fairness matters to people especially when they are trying to deal with things that make them uncertain. An implication of the current findings therefore may be that fairness is important to people because it gives them an opportunity to manage uncertain aspects of their lives. (PsycINFO Database Record (c) 2011 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)     

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)     

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)     

Commitment to legal claiming: Influences of attributions, social guidance and organizational tenure.

This study investigates antecedents of individuals' commitment to the legal-claiming process. Individuals were surveyed as they entered a district office of the federal Equal Employment Opportunity Commission to file an employment discrimination claim. Respondents' attributions regarding who they blamed for their grievance, the social guidance received, their organizational tenure, and their commitment to legal claiming were assessed. Results showed that individuals who made strong external attributions had a higher commitment to legal claiming than did those who made weak external attributions. Social guidance and organizational tenure were significant moderators of the attribution-claiming relationship. Specifically, commitment to legal claiming was more strongly related to external attributions when social guidance was low and organizational tenure was high. Theoretical and practical implications 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)     

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)     

Selection fairness information and applicant reactions: A longitudinal field study.

Although laboratory studies have found that selection information can affect applicant perceptions, this has not been tested in the field. The authors followed 2 cohorts of police applicants (N = 274) in a longitudinal study to examine the relationship between information, applicant perceptions, and behavior (e.g., turnover). Information was related to perceived fairness measured at the time of testing and 1 month later when applicants received their results. Information moderated the relationship between outcome favorability and test-taking self-efficacy among African Americans but not among Whites. Information was not related to the behavioral measures. The discussion focuses on why certain findings from previous studies were not replicated and on the use of information when applicants have an investment in getting a job. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Use of implicit measures for organizational research: An empirical example.

An increasing amount of attention is being paid by social and cognitive psychologists to implicit processing, which has ubiquitous effects on attitudes and behaviours. Unfortunately, organizational scholars have tended to focus almost exclusively on explicit processing, which limits understanding of how employees function at work if implicit processing does indeed play a role. In this article, the authors argue that implicit processing is likely prevalent in organizational settings and discuss ways that it can be measured. The authors then present the results of an experiment that suggests that organizational justice—an important work-based variable—has implicit effects on motivation. Moreover, the magnitude of explicit and implicit effects was moderated by need for cognition, a stable individual difference variable. These results support the need to examine implicit processing and its effects in organizations. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Servant leadership, procedural justice climate, service climate, employee attitudes, and organizational citizenship behavior: A cross-level investigation.

This study tests the influence of servant leadership on 2 group climates, employee attitudes, and organizational citizenship behavior. Results from a sample of 815 employees and 123 immediate supervisors revealed that commitment to the supervisor, self-efficacy, procedural justice climate, and service climate partially mediated the relationship between servant leadership and organizational citizenship behavior. Cross-level interaction results revealed that procedural justice climate and positive service climate amplified the influence of commitment to the supervisor on organizational citizenship behavior. Implications of these results for theory and practice and directions for future research 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)     

The role of personal work goals in newcomers' job satisfaction and organizational commitment: A longitudinal analysis.

This study examined the importance of 3 characteristics of personal work goals (i.e., commitment, attainability, and progress) in accounting for changes in newcomers' affective job attitudes (i.e., job satisfaction and organizational commitment) during the 1st months of employment. Twenty weeks after organizational entry, 81 newcomers provided a list of their personal work goals. Goal attributes and job attitudes were assessed at 3 testing periods covering 8 months. Goal commitment was found to moderate the extent to which differences in the attainability of personal goals at the workplace accounted for changes in job satisfaction and organizational commitment. Goal progress mediated the interactive effect of goal commitment and attainability on newcomers' job attitudes. Findings are discussed with respect to their relevance for proactive approaches to organizational socialization. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Self-esteem and outcome fairness: Differential importance of procedural and outcome considerations.

Results of a survey of 222 detainees in Dutch jails and police stations showed that outcome-fairness judgments of individuals with high self-esteem were more strongly related to outcome considerations than to procedural considerations, whereas outcome-fairness judgments of individuals with low self-esteem were more strongly related to procedural considerations than to outcome considerations. It was proposed that these differences were due to the fact that (a) procedures more strongly express a social evaluation than outcomes and (b) individuals with low self-esteem are more concerned with social evaluations than individuals with high self-esteem. The implications of the results for other individual-differences factors and other populations than detainees are discussed. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Perceived organizational support: A review of the literature.

The authors reviewed more than 70 studies concerning employees' general belief that their work organization values their contribution and cares about their well-being (perceived organizational support; POS). A meta-analysis indicated that 3 major categories of beneficial treatment received by employees (i.e., fairness, supervisor support, and organizational rewards and favorable job conditions) were associated with POS. POS, in turn, was related to outcomes favorable to employees (e.g., job satisfaction, positive mood) and the organization (e.g., affective commitment, performance, and lessened withdrawal behavior). These relationships depended on processes assumed by organizational support theory: employees' belief that the organization's actions were discretionary, feeling of obligation to aid the organization, fulfillment of socioemotional needs, and performance-reward expectancies. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

The role of proactive personality in job satisfaction and organizational citizenship behavior: A relational perspective.

Drawing from a relational approach, the authors conceptualize the quality of leader–member exchange as a mediator and procedural justice climate as a contextual moderator for understanding the role of proactive personality in job satisfaction and organizational citizenship behavior. Data from a sample of 200 Chinese employees within 54 work groups were used to examine the hypothesized models. Results show that having a proactive personality was associated with employees establishing a high-quality exchange relationship with their supervisors; in turn, the quality of leader–member exchange was associated with greater job satisfaction and more organizational citizenship behaviors. Additionally, the relationship between proactive personality and organizational citizenship behavior was positively moderated by procedural justice climate within the group. Implications for management theory and practice are discussed. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Organizational Justice and Stress: The Mediating Role of Work-Family Conflict.

This study examined the relationship between organizational justice and stress and whether work-family conflict was a mediator of the relationship. Distributive, procedural, interpersonal, and informational injustice were cast as stressors to explore their relationships with the stress levels of 174 faculty members employed at 23 U.S. universities. The results revealed that procedural and interpersonal justice had the strongest relationships with stress, and that these effects were mediated by work-family conflict. The presence of justice seemed to allow participants to better manage the interface of their work and family lives, which was associated with lower stress levels. These results were observed even when controlling for job satisfaction and the presence of organizational work-family policies. (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)     

The moderating effects of employee tenure on the relation between organizational commitment and job performance: A meta-analysis.

This meta-analysis investigated the correlation between attitudinal commitment and job performance for 3,630 employees obtained from 27 independent studies across various levels of employee tenure. Controlling for employee age and other nuisance variables, the authors found that tenure had a very strong nonlinear moderating effect on the commitment-performance correlation, with correlations tending to decrease exponentially with increasing tenure. These findings do not appear to be the result of differences across studies in terms of the type of performance measure (supervisory vs. self), type of tenure (job vs. organizational), or commitment measure (Organizational Commitment Questionnaire [L. W. Porter, R. M. Steers, R. T. Mowday, & P. V. Boulian, 1974] vs. other). The implications and future research directions of these results are discussed. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Dual processing and organizational justice: The role of rational versus experiential processing in third-party reactions to workplace mistreatment.

The moral perspective of justice proposes that when confronted by another person's mistreatment, third parties can experience a deontic response, that is, an evolutionary-based emotional reaction that motivates them to engage in retribution toward the transgressor. In this article, we tested whether the third party's deontic reaction is less strong when a rational (vs. experiential) processing frame is primed. Further, we tested whether third parties high (vs. low) in moral identity are more resistant to the effects of processing frames. Results from a sample of 185 French managers revealed that following an injustice, managers primed to use rational processing reported lower retribution tendencies compared with managers primed to use experiential processing. Third parties high in moral identity, however, were less affected by the framing; they reported a high retribution response regardless of processing frame. Theoretical and practical implications of these findings are discussed. (PsycINFO Database Record (c) 2010 APA, all rights reserved)