Relationships among pay inequity,perceptions of procedural justice,and organizational citizenship

This study explored relationships between employee dissatisfaction with pay, perceptions of procedural justice, and organizational citizenship behavior. It was hypothesized that pay inequity would be negatively related to citizenship, while favorable perceptions of procedural and interpersonal justice would be positively related. Results provided strong support for the hypotheses only with regard to a dimension of citizenship labeled “compliance.” Implications for employee behavior in the workplace and the expression of grievances are discussed; future research directions are also offered.     

Multi‐foci CSR perceptions,procedural justice and in‐role employee performance: the mediating role of commitment and pride

This study explores differential employee responses to perceived corporate social responsibility (CSR) treatment of social and non‐social stakeholder foci of the community, customers, shareholders and environment along with first‐party employee justice perceptions. At a finance‐sector multinational, we test the mediating role of commitment and pride in accounting for the relationship between perceptions of stakeholder treatment and in‐role performance. We propose and pilot a new multi‐foci CSR measure and include this in a mediated model within a separate study. Socially responsible treatment of customers and the environment play a role in predicting performance; these foci are related to either pride or commitment. Community CSR, first‐party justice perceptions and commitment predict performance either directly or indirectly. Our research shows an absence of any positive employee response associated with CSR towards shareholders. The study uncovers new insights into our understanding of complexities in employee responses to CSR activities.     

The tails of justice: A critical examination of the dimensionality of organizational justice constructs

Justice experiences are proposed to demonstrate a normal distribution with very fair and very unfair experiences being relatively rare and the majority of experiences in the middle of the distribution. Further, it is the extreme experiences of unfairness and fairness that are most important in shaping behavioral reactions to fairness. The reliance on traditional Likert-type measures to assess organizational justice constructs and use of linear correlation-based statistics has limited the opportunity to observe these effects. Two proposals for developing new measures that could enhance our understanding of the tails of justice distributions include: (a) develop a zone of tolerance model to assess violations and “more than fair” tails of the fairness distribution and (b) examine baseline levels of fairness and the influence of these baselines on reactions to specific justice events.     

Exit-voice and employee absenteeism: A critique of the industrial relations literature

Industrial relations research that has examined the effects of collective voice on employee absenteeism through traditional exit-voice analyses suffers from a number of important theoretical and empirical limitations. The research is limited theoretically in that the framework used cannot discretely classify absenteeism as a form of either exit or voice. This inability reflects a larger problem with the exit-voice framework’s lack of adequate attention to the conditions under which collective voice mechanisms fail and the consequences of such failure for the behavior of industrial relations actors. Exit-voice studies of absenteeism have important methodological problems, particularly in the way absenteeism and voice criteria have been operationalized. These defects in the literature can be addressed through the integration of behavioral theory and research on such topics as absenteeism, exit, voice, loyalty and neglect, and the literature on organizational justice.     

The moderating effect of leadership on perceived organizational justice and affective commitment: a study in China

While western literature proves the importance of procedural justice, interactional justice is found to have a greater impact on employees in China. This study investigates the effect of employees’ perceptions of organizational justice on affective commitment, and the moderating effect of leadership style in the relationship. The authors proposed that the positive association of interactional justice with affective commitment is stronger than the positive association of procedural and distributive justices with affective commitment. In addition, the authors hypothesized that leadership style in teams moderates the relationship between interactional justice and affective commitment. Data were collected from 10 companies in Shenzhen, Shanghai, Beijing, Wenzhou, Wuhan, and Qingdao, China. The results support the hypotheses stating that interactional justice has a robust impact on affective commitment and that leadership in teams moderates the relationship. These findings have important implications for human resource management. When setting up HR policy in China, putting the right HR procedures in place is essential. Employees’ affective commitment relies heavily on interactional justice and whether or not employees perceive that they are being treated fairly by their managers. We discuss the implications of these findings.     

Performance appraisal,employee development and organizational justice: exploring the linkages

Much has been written about performance appraisal (PA) in such a manner as to suggest that the process is politically driven, even though one of its primary purposes is said to be the development of the individual employee. Our examination of a cross-section of workers' perceptions of this process was therefore motivated by the need to determine whether they believed that they experienced fair outcomes from PA, and whether its usage was seen to contribute toward their career advancement.

Given the role unions are expected to play in shaping human resource outcomes, we hypothesized that workers in the non-union environment would experience lower levels of procedural and interactional justice than their trade-union counterparts. We also hypothesized that, since unions might be asked to walk a tightrope in contesting PA decisions affecting different persons who were union members, employers would be able to exercise much discretion in making those decisions, with the result that there would not be any appreciable difference in justice perceptions between union member and non-union member. A third hypothesis that informed the research was that workers' perceptions about the treatment received from performance appraisal were likely to influence their expectations regarding career advancement, as expressed through opportunities for training and development, pay for performance and promotions.

No significant differences in perception were found among union and non-union respondents' perceptions about the vast majority of procedural elements used in this study. Contrary to our hypothesis, non-union respondents expressed less unfavourable perceptions about the interactional elements than their trade-union counterparts. The results confirmed the hypothesis that workers who believed that performers were not treated fairly as a result of performance appraisal would also agree that their expectations regarding development and advancement were not being met. We found significant, but relatively moderate relationships between perceptions about treatment of performers and their expectations about career advancement.     

Relationships between organizational justice,organizational trust and organizational commitment: a cross-cultural study of China,South Korea and Australia

In an increasingly globalized world, organizations that operate in more than one country are a substantial part of the world economy. It is therefore beneficial to understand the attitudes of employees in different countries and their impact on the organization. One important area is organizational justice and its relationships with organizational trust (OT) and organizational commitment. This empirical study collected survey data from university employees across China, South Korea and Australia. We proposed that OT would mediate the relationships between affective organizational commitment (AOC) and both distributive justice (DJ) and procedural justice (PJ) in all three countries. In Australia, we found that PJ and AOC were significantly related, and OT fully mediated the PJ-AOC relationship. In China and South Korea, both DJ and PJ were significantly related to AOC, and OT fully mediated the PJ-AOC relationship. OT partially mediated the DJ-AOC relationship in China but fully mediated this relationship in South Korea. Implications for theory and for management practitioners are discussed, and areas for future investigation are identified.     

A study of employee affective organizational commitment and retention in Pakistan: the roles of psychological contract breach and norms of reciprocity

Abstract

Social exchange theory and notions of reciprocity have long been assumed to explain the relationship between psychological contract breach and important employee outcomes. To date, however, there has been no explicit testing of these assumptions. This research, therefore, explores the mediating role of negative, generalized, and balanced reciprocity, in the relationships between psychological contract breach and employees’ affective organizational commitment and turnover intentions. A survey of 247 Pakistani employees of a large public university was analyzed using structural equation modeling and bootstrapping techniques, and provided excellent support for our model. As predicted, psychological contract breach was positively related to negative reciprocity norms and negatively related to generalized and balanced reciprocity norms. Negative and generalized (but not balanced) reciprocity were negatively and positively (respectively) related to employees’ affective organizational commitment and fully mediated the relationship between psychological contract breach and affective organizational commitment. Moreover, affective organizational commitment fully mediated the relationship between generalized and negative reciprocity and employees’ turnover intentions. Implications for theory and practice are discussed.     

National diversity and team performance: the moderating role of interactional justice climate

In this team-level study, we present and test a model in which two aspects of interactional justice climate, its level and its strength, interact to moderate the effects of national diversity on team performance. Connecting the literatures on team diversity and (interactional) justice climate, we hypothesize that a high level of interactional justice exhibited by the line manager promotes the performance of nationally diverse teams, but only when team members share this perception (i.e. when the climate is strong). Using time-lagged performance measurement, we conducted a multisource field study using data from 272 employees clustered in 45 teams who worked for a local subsidiary of a multinational enterprise. The findings confirm our hypothesis and have implications for the diversity and justice literatures, while advancing knowledge that promotes the effective management of increasingly diverse workforces in this era of globalization.     

Treating employees fairly and organizational citizenship behavior: Sorting the effects of job satisfaction,organizational commitment,and procedural justice

A study was conducted to measure the relative contribution of perceptions of procedural justice toward predicting organizational citizenship behavior (OCB) controlling for the effects of job satisfaction and organizational commitment. Employees in a national cable television company completed a survey containing measures of work satisfaction, affective and continuance commitment, and perceptions of fairness, while their managers completed an OCB survey. Results using LISREL 7 indicated support fpr relationships between procedural justice and commitment, satisfaction, and OCB. However, no individual relationships between commitment and OCB nor between satisfaction and OCB were found once the relationships between justice and citizenship were controlled. These findings are discussed using the group value model of procedural justice.     

Relationship between perceptions of corporate social responsibility and organizational cynicism: the role of employee volunteering

This study explores the role of positive corporate social responsibility (CSR) perceptions of employees in reducing cynicism toward the organization. As employee involvement in CSR activities through volunteering could influence the perceptions of CSR among employees, the moderating impact of employee volunteering on the relationship between CSR perceptions and cynicism is also tested. Considering that managers and non-managers can have different perceptions of CSR and organizational realities, the relationship between CSR and organizational cynicism is compared among managerial and non-managerial staff working in large organizations. The analysis of 348 questionnaires collected from 191 managers and 157 non-managers showed that positive perceptions of CSR were negatively correlated with organizational cynicism for both managers and non-managers, with significantly stronger negative correlations among managers. Employee volunteering did not significantly moderate the relationship between CSR and organizational cynicism in both groups. The implications of these results on human resource management theory and practice are discussed.     

The relationships of organizational justice,social exchange,psychological contract,and expatriate adjustment: an example of Taiwanese business expatriates

In the field of international human resource management, studies have seldom examined organizational justice, social exchange, and psychological contract together as important factors in influencing the expatriate adjustment process. The purpose of this research is to fill the research gap by examining these factors and their relationships with expatriate adjustment. The researcher conducted a survey of Taiwanese business expatriates during the first quarter of 2007, collecting 219 valid samples for analysis. A hierarchical regression model was used to test the research framework hypotheses, which showed that expatriates' perception of organizational justice has a positive influence both on their perceptions of social exchange and on their psychological contract fulfillment. Expatriates' perceived that social exchange has a positive influence on their perceptions of psychological contract fulfillment and foreign adjustment. Finally, research implications are discussed and future study suggestions are recommended.     

Why and when organizational culture fosters affective commitment among knowledge workers: the mediating role of perceived psychological contract fulfilment and moderating role of organizational tenure

Drawing on Denison and Mishra (1995)’s framework of organizational culture, this study examines why and when organizational culture is related to knowledge workers’ affective commitment. Data were collected from 640 employees working in three high-technology companies in China. The findings indicate that the relationship between organizational culture and affective commitment is mediated by perceived psychological contract fulfilment. In addition, organizational tenure moderates the relationship between two external dimensions (i.e. adaptability and mission) of organizational culture and perceived psychological contract fulfilment. This study extends the current theoretical framework of organizational culture by demonstrating the underlying mechanism and the boundary condition of the relationship between organizational culture and affective commitment. The findings also provide practical implications for international managers to design appropriate human resource management policies and practices in China.     

Effective HR implementation: the impact of supervisor support for policy use on employee perceptions and attitudes

Abstract

Effective implementation of human resource (HR) policies appears to depend on supervisors’ active involvement in the intervention process. Following recommendations of a recent intervention evaluation framework, we examine how perceived supervisor support during the implementation of a work-life intervention helps to change participants’ perceptions of organizational family supportiveness, and how this ultimately changes participants’ engagement and turnover intentions. A three-wave longitudinal study in a professional services firm (N = 434) that has formally involved supervisors in the process of a work-life intervention showed support for our study hypotheses. Supervisor support for policy use influenced employees’ positive work–home culture perceptions, which in turn strengthened employees’ work engagement and diminished their turnover intentions over time. We discuss practical implications and give recommendations on the future design of HR interventions and related policies.     

Review of no-fault absenteeism cases taken to arbitration, 1980–1989: A rights and responsibilities analysis

No-fault absenteeism control programs represent an emerging counterpoint to traditional misconduct-based approaches. By altering the policies governing absence in the work place, the rights and responsibilities of both the employee and employer may be modified. This article examines the arbitral standards applied in the disposition of grievances arising under no-fault absenteeism plans. Arbitration cases from 1980 to 1989 are analyzed; a taxonomic structure for reviewing arbitrator rulings on the unilateral imposition of no-fault programs, as well as discipline and discharge arising under no-fault policies, is developed. While advocates of no-fault plans have asserted that arbitrators will embrace these plans, the results of this analysis indicate that arbitrators will infuse standard elements of reasonableness and just cause into no-fault policy. Trends in arbitral standards in absence cases, policy-making strategies for managements and unions, as well as implications for the rights and responsibilities of employees and employers are outlined.     

The impact of employee perceptions of organizational corporate social responsibility practices on job performance and organizational citizenship behavior: evidence from the Chinese private sector

This paper examines the impact of employee perceptions of organizational corporate social responsibility (CSR) practices on their job performance and organizational citizenship behavior (OCB). Hierarchical regression analysis on two-wave data from 184 supervisor/subordinate dyads from three organizations located in Zhejiang Province, South-East China, revealed that employee perceptions of CSR toward social and non-social stakeholders strongly influenced their OCB. However, employee perceptions of CSR toward employees, customers and government influenced neither their job performance nor OCB.     

The outcomes of works councils: the role of trust,justice and industrial relations climate

This article investigates trust and organisational justice as antecedents of works council (WC) effectiveness perceptions and the moderating role of industrial relations climate on this relationship. A 2‐year longitudinal study of WC participants in two UK organisations (a housing association and a professional services firm) was undertaken. Results show positive significant relationships between both trust and organisational justice, and WC outcomes of WC performance, WC usefulness and outcome satisfaction. Industrial relations climate is found to moderate the relationship between justice and WC performance, WC usefulness, and outcome satisfaction.     

Chief executive officer ability,corporate social responsibility,and financial performance: The moderating role of the environment

This paper seeks to explore how chief executive officer (CEO) ability influences the economic impact of corporate social responsibility strategic decisions. Currently, the evidence on the impact of corporate social responsibility on the value of the company is mixed; in this paper, we aim to observe the moderate role played by this particularity of the CEO in the relationship between socially responsible commitment and financial performance. Our results identify that the most able CEOs make investments in social and environmental practices that lead to greater financial performance; in contrast, the less able CEOs can overinvest or underinvest in an opportunistic way for personal benefit at shareholders' expense. In addition, the role that CEO ability plays in social and environmental strategies is particularly pertinent in munificent environments that foment managerial discretion; in these contexts, high managerial ability leads to investment in socially responsible performance, which benefits shareholders by alleviating moral hazard.     

Gossip in the workplace and the implications for HR management: a study of gossip and its relationship to employee cynicism

Gossip is a common phenomenon in the workplace, but yet relatively little is understood about its influence to employees. This study adopts social information theory and social cognitive theory to interpret the diverse literature on gossip, and to develop and test hypotheses concerning some of the antecedents of gossip, with an aim of developing knowledge of the relationship between gossip and employee behaviour in the workplace. The study analysed survey data in a two-stage process, from 362 employees across a range of industries in Taiwan. The findings revealed that job-related gossip predicted employee cynicism and mediated the relationship between psychological contract violation and cynicism, and that non-job-related gossip showed a similar but weaker effect to employee cynicism. The contribution made by this paper is of value to both the academic subject domain and managers in Human Resources. First, we have identified two constructs of gossip, job-related and non-job-related gossip not previously reported and a validated scale has been created. Second, we have confirmed that these different constructs of gossip impact differently on employee behaviour and therefore HR managers should be cautious about gossip in the workplace, as it can cause cynical behaviour amongst employees.