Perceptions of justice afforded by formal grievance systems as predictors of a belief in a just workplace

This study investigates the relationship between workers' perceptions of distributive and procedural justice afforded by a grievance system and their more general belief in an underlying moral order in the workplace. Using samples representing five ocupationally distinct groups, the presence of any moderating effects of occupation received only weak support. Consistent with previous work, however, workers' perceptions of procedural justice (i.e., fairness in the process) were a stronger predictor of workers' belief in workplace justice than were perceptions of distributive justice (i.e., fairness of outcomes).Gerald E. Frxyell is an Assistant Professor in the Department of Management at the University of Tennessee, Knoxville. He has conducted research and published in the areas of innovation, organizational culture, corporate social performance, and management training in developing contexts.     

供应商角色绩效与经销商感知公平：社会互动及合同的调节作用

文章探讨了由供应商—经销商构成的渠道关系中,供应商角色绩效对经销商感知公平（分配公平和程序公平）的影响及社会互动与合同对上述关系的调节作用,并进一步考察了经销商感知公平对其绩效的影响。实证研究结果显示：供应商角色绩效可以显著地提高经销商对分配公平的感知,但在提高经销商感知程序公平方面作用不显著;社会互动可以强化供应商角色绩效在提高经销商感知公平方面的作用;合同可以强化供应商角色绩效在提高经销商感知分配公平方面的作用,但无法强化供应商角色绩效对经销商感知程序公平的作用;经销商感知的分配公平可以显著地提高其绩效,但感知的程序公平对其绩效无显著影响。研究结论从渠道情境的角度解释了以往实证研究与理论观点不一致的原因,丰富了现有渠道公平的研究,也为供应商如何有效利用其角色绩效以提高经销商的感知公平提供指导意见。     

Procedural and Distributive Justice: Examining Equity in a University Setting

The concept of organizational justice is important to understanding and predicting organizational behavior. A significant development in the research literature has been the separation of distributive and procedural justice. While much of the research has focused on negative outcomes, this research attempted to verify the presence of both forms of justice in the context of positive outcomes. Subjects completed an instrument designed to measure their perceptions of distributive and procedural justice. The subjects also reported their satisfaction and sense of fairness with their salary increases, their belief that the procedures to award the increases had been followed, and their level of information and agreement regarding the salary program. These measures, along with size of salary increase and gender were examined to determine their impact on the subjects' perceived level of justice. The data support the existence of the two distinct forms of justice, but suggest that procedural justice may, in turn, branch out into two aspects. One category involves being informed, and a second appears to deal with acceptance of procedures. A series of relationships are then considered. Significant gender effects were non-existent.     

Procedural justice in promotion decisions of managerial staff in Malaysia

Previous research indicates that procedural justice in promotion decisions has affected employees' organizational commitment, intent to leave and career satisfaction. The purpose of this study was to examine the effect of procedural justice in promotion decisions on managers' commitment, specifically organizational commitment, intent to leave, career satisfaction and job performance in multinational companies in Malaysia. Data were obtained from a sample of managers with more than 10 years of service in the organization through in-depth interviews. The findings show that perceived procedural injustice in promotion decisions have an unfavourable impact on employee commitment, job performance and career satisfaction. The intent to leave is also higher, especially among young managerial staff.     

The moderating impact of internal social exchange processes on the entrepreneurial orientation–performance relationship

This paper applies a social exchange perspective to understand the internal contingencies of the relationship between entrepreneurial orientation (EO) and performance. It focuses on two aspects of social interactions among functional managers (procedural justice and trust), as well as on their organizational commitment, as potential enhancements to the firm's successful exploitation of entrepreneurial opportunities. A study of 232 Canadian-based firms finds several positive moderating effects: The EO–performance link is stronger for higher levels of procedural justice, trust, and organizational commitment. In addition, consistent with a systems approach to organizational contingencies, the EO–performance relationship is stronger when the organization's social context comes closer to an “ideal” configuration of procedural justice, trust, and organizational commitment that is most conducive to knowledge exchange within the organization. The study's implications and future research directions are discussed.     

Effects of considering uncontrollable factors in sales force performance evaluation

Sales managers often make adjustments for factors such as territory difficulty or representative experience when doing performance evaluations. These adjustments may be subjective, they may be simple ratio calculations (e.g., sales divided by territory size), or they may involve complicated regression analyses. This research attempts an explanation of how and why these adjustments influence perceptions of the performance evaluation process, particularly its fairness and usefulness. Data from two surveys are presented. The first is an exploratory survey of sales managers; the second is a fuller survey of salespeople. Results show that making adjustments for territory difficulty increases perceptions of fairness and usefulness of the evaluation system among both sales managers and salespeople. Feedback quality is a key mediator of these effects for both groups. A different pattern exists with regard to accounting for representative experience. For sales managers, there are no effects on feedback quality or fairness or usefulness. Salespeople, however, rate systems that account for representative differences as providing better feedback quality, as more fair, and as more useful. © 2000 John Wiley & Sons, Inc.     

“Don't Forget that Others Are Watching,Too!” The Effect of Conversational Human Voice and Reply Length on Observers' Perceptions of Complaint Handling in Social Media

When dissatisfied customers voice their complaints on companies' social media pages, many other consumers can observe such interactions. Yet, only limited research has investigated how complaint handling is perceived by this online audience. Since the final outcome of the complaint is rarely visible publicly, the message characteristics (e.g., length and style) of company replies can represent signaling cues for observers of how the complaint is handled. The results of two experimental studies show that the use of conversational human voice (CHV) leads to more positive observer perceptions of complaint handling as opposed to when a corporate voice is employed. We found that interactional justice fully mediates this process and that satisfaction with complaint handling positively impacts corporate image and indirectly observers' WOM intentions. Surprisingly, high CHV can negatively affect procedural justice, but these effects are mainly offset through interactional justice, as the observers focus on the fairness in the communication exchange. Interestingly, our findings show that, in the case of low CHV, other cues such as the length of the company's reply significantly change perceived justice dimensions; however, the length of reply does not lead to such changes when high CHV is employed. Our studies bring novel findings that contribute to justice and signaling theories in the context of complaints management in social media. Managerial implications are discussed.     

A relational performance model for developing innovation and long-term orientation in retail franchise organizations

A relational performance model is developed to show how innovation and long-term orientation can be evaluated and monitored within franchised retail service organizations. Using principles of justice from social exchange theory as a guide, our performance model measures how franchisee entrepreneurial passion (EP) and perceptions of fairness help to promote innovation and long-term commitment across retail franchise organizations. We test our model using data collected from one large U. S. retail service organization ($5B+ annual revenue) and its independent franchise operators. We discover that targeting distributive justice (or fairness) helps to leverage the EP of the independent operators for promoting innovation, while both procedural and distributive elements of the organizational justice climate help to enhance franchisee's long-term commitment. Moreover, we find that retail franchise operators perceive organizational justice differently than do corporate district managers, which suggests several important implications for both research and practice.     

The effects of differences in explanations,employee attributions,type of infraction,and discipline severity on perceived fairness of employee discipline

Participants reported perceptions of fairness after reading 1 of 72 scenarios describing a disciplinary discussion between a manager and an employee (crossing four different disciplinary infractions, with three types of explanations for each infraction, three different levels of discipline severity, and two types of employee attributions for their behaviour). Results indicate that type of attribution, type of infraction, and level of discipline severity all have significant effects on perceptions of distributive, procedural, interpersonal, and informational justice. Type of explanation also has significant effects on perceptions of justice other than informational justice. It appears that managing disciplinary fairness may require a contingency approach. Copyright © 2008 ASAC. Published by John Wiley & Sons, Ltd.     

Customer-oriented boundary-spanning behaviors: Test of a social exchange model of antecedents

Using a sample of 281 frontline service employees of a national retail bank, we test a social exchange model of antecedents of three dimensions of customer-oriented boundary-spanning behaviors suggested by prior boundary-spanning and services marketing/management literatures: external representation, internal influence, and service delivery. In support of our hypotheses, we identify fully mediated relationships from procedural, interactional, and distributive justice to external representation and internal influence via job satisfaction and organizational commitment. Our results generally support our expectation that the indirect effects of procedural justice on external representation and internal influence are stronger than the indirect effects of distributive or interactional justice on these behaviors. Also, our results reveal no significant indirect effects of procedural and distributive justice on service delivery behaviors. However, we find an unexpected direct positive path from interactional justice to service delivery behaviors. We interpret this latter finding in light of the normative value of interactional justice as a source of role modeling or managerial legitimacy.     

The Roles of Procedural and Distributive Justice in Logistics Outsourcing Relationships

In this paper, the effects of two dimensions of justice—procedural and distributive—on key attitudinal and behavioral elements of logistics outsourcing relationships are investigated. The findings suggest that the fairness of policies adopted by a third‐party logistics provider (3PL) and respective outcomes nurtures a customer's trust in and long‐term orientation toward the relationship with a 3PL. In such a relationship climate, patterns of cooperative behavior take place, providing an incentive for a 3PL to proactively pursue operational improvements.     

Do career satisfaction and support mediate the effects of justice on organizational citizenship behaviour and counterproductive work behaviour?

Following Lavelle, Rupp, and Brockner's ( 2007 ) target similarity framework, we propose that perceptions of support and career satisfaction mediate the influence of justice perceptions on citizenship and counterproductive performance. Structural equation modelling results from 356 employees supporting partial mediation. Collectively, the model explained 19% of the variance in perceptions of organizational support, 44% in perceived supervisor support, 33% in career satisfaction, 35% in citizenship performance directed toward the supervisor, 42% in citizenship performance directed toward the organization, 49% in job/task conscientiousness citizenship performance, 9% in counterproductive performance toward the supervisor, and 20% of the variance in counterproductive performance directed toward the organization. We argue that distributive, procedural, informational, and interpersonal dimensions of organizational justice follow different pathways and variously influence organizational outcomes. We discuss the implications of the results for the target similarity framework and more generally for human resources management. Copyright © 2015 ASAC. Published by John Wiley & Sons, Ltd.     

Customer participation in service recovery: a meta-analysis

Research on customer participation in service recovery is surging, yet empirical examinations provide mixed results. A meta-analysis of 30 independent samples reported in 21 studies (N?=?7872) shows that the effect sizes for the relationships between customer participation in service recovery and customer outcomes are rather weak. We also find that customer participation in service recovery has an indirect effect on satisfaction with service recovery via distributive justice and procedural justice, but not via interactional justice. Conversely, customer participation in service recovery has an indirect effect on overall satisfaction via distributive justice and interactional justice, but not via procedural justice. Finally, the effectiveness of customer participation in service recovery is stronger when customers participate in the outcome of the recovery and for customers with an Eastern cultural background, but weaker when additional compensation is offered and in online settings.     

Procedural Justice and Employee Engagement: Roles of Organizational Identification and Moral Identity Centrality

Workplace procedural justice is an important motivator for employee work attitude and performance. This research examines how procedural justice affects employee engagement. We developed three propositions. First, based on the group engagement model, we hypothesized that procedural justice enhances employee engagement through employee organizational identification. Second, employees with stronger moral identity centrality are more likely to be engaged in their jobs. Third, procedural justice compensates for the effect of moral identity centrality on employee engagement. Specifically, when procedural justice is higher, employee moral identity centrality plays a less significant role in employee engagement; whilst when procedural justice is lower, the effect of moral identity centrality on employee engagement is stronger. Research findings based on an employee survey in a leading financial service organization provide support for the above propositions.     

我国社会保障制度收入再分配职能分析

增强社会保障制度的再分配功能,要更新理念,与时俱进,明确我国社会保障制度目标的公平优先性;要以公平为本,矫正社会保障支出的城市倾向问题;要扩大社会保障资金来源,有效突破社会保障收支瓶颈;要强化社会保障支出管理,确保社会保障支出流向低收入群体:要结合我国财政体制改革,制定相应的制度与政策,建立社会保障基金在横向区域间的调节机制,减少和杜绝社会保障在区域、行业乃至部门间的不合理差异,有计划地逐步提高社会保障统筹层次.     

The effects of social justice and stigma-consciousness on gay customers' service recovery evaluation

This study examines how social justice and the stigma-consciousness level of gay customers influence their service recovery perceptions. The results, based on an experiment involving 379 gay respondents, indicate that distributive justice, procedural justice, and interactional justice significantly affect gay customers' service recovery evaluations (satisfaction) and post-complaint behavioral intentions (negative word-of-mouth and repatronage). Also, higher stigma-consciousness gay customers show more negative service recovery evaluations and behavioral intentions than those with lower stigma-consciousness. Service providers who are interested in attracting and maintaining gay customers should create awareness among their employees about stigma-consciousness.     

Manager Trustworthiness or Interactional Justice? Predicting Organizational Citizenship Behaviors

Organizational citizenship behaviors (OCBs) are essential for effective organizational functioning. Decisions by employees to engage in these important discretionary behaviors are based on how they make sense of the organizational context. Using fairness heuristic theory, we tested two important OCB predictors: manager trustworthiness and interactional justice. In the process, we control for the effects of dispositional factors (propensity to trust) and for system-based organizational fairness (procedural and distributive justice). Results, based on surveys collected from 120 employee–supervisor dyads, indicate that manager trustworthiness explains variance in OCBs over and above the variance accounted for by interactional fairness. Implications for theory and practice are discussed.     

Age matters: How developmental stages of adulthood affect customer reaction to complaint handling efforts

This research examines how age moderates the impact of justice perception (i.e., distributive, procedural, and interactional justice) on post-complaint satisfaction. By tracking the three justice dimensions' effect sizes across different ages, we identify four developmental stages of adulthood, which are separated by five-year transition periods. The stages are young (18–27 years of age), early (33–43), middle (49–57), and late adulthood (≥63). The moderation results show that the impact of distributive justice on satisfaction peaks in middle adulthood and the effect of procedural justice in early adulthood. Finally, the effect of interactional justice dips in early adulthood. Managerial and theoretical implications are discussed.     

Examining the Construct of Organizational Justice: A Meta-Analytic Evaluation of Relations with Work Attitudes and Behaviors

The nomological net for the construct of organizational justice was investigated. The estimated true score correlation between procedural and distributive justice (N = 4,696, K = 16) was 0.66. The patterns of correlations of both procedural and distributive justice with job satisfaction, OCB, commitment, and productivity were also meta-analytically estimated. Procedural justice was associated to a greater extent than distributive justice with organizational commitment, organizational citizenship behaviors and productivity. Distributive and procedural justice correlated similarly with job satisfaction. Partial correlations and variance reduction ratios suggested that relationships between distributive justice and work attitudes and behaviors were mostly mediated by procedural justice perceptions. Implications for theory and practice are discussed.     

Role of downward versus upward social comparison in service recovery: Testing a mediated moderation model with two empirical studies

This paper extends prior research into the role of social comparison in service recovery by investigating the role of both downward and upward social comparison. Social comparison theory and attribution theory are applied to explore the differences in how upward and downward inter-customer comparison affects post-recovery satisfaction and word-of-mouth intentions. The mediating role of distributive justice perceptions and the moderating effects of the attribution of inter-customer differences in service recovery and customers’ justice sensitivity are also examined. Two online scenario-based experimental studies show that downward social comparison leads to greater satisfaction and lower negative word-of-mouth intentions. In addition, distributive justice mediates the relationship. Finally, attribution of difference in inter-customer influence and individual-level justice sensitivity moderate these effects. Besides its conceptual contributions, the findings from this paper may help managers design more effective service recovery strategies.