Illuminating the ‘Face’ of Justice: A Meta‐Analytic Examination of Leadership and Organizational Justice

A significant body of research has described effective leader behaviours and has connected these behaviours to positive employee outcomes. However, this research has yet to be systematically integrated with organizational justice research to describe how leader behaviours inform justice perceptions. Therefore, we conduct a meta‐analysis (k = 166, N = 46,034) to investigate how three types of leader behaviours (task, relational, and change) inform four dimensions of organizational justice (procedural, distributive, interpersonal, and informational) referenced to the leader and to the organization. Further, we examine the joint impact of leader behaviours and justice perceptions on social exchange quality (i.e., leader–member exchange), task performance, and job satisfaction. Our results suggest that leader behaviours differentially inform leader‐ and organization‐focused justice perceptions, and the joint effect of leader behaviours and justice perceptions offer more nuanced explanations for outcomes.     

The Effects of Mandatory Arbitration of Employment Discrimination Claims: Perceptions of Justice and Suggestions for Change

The ability of employers to require employees to submit claims of discrimination to final and binding arbitration in lieu of exercising their statutory rights represents a significant change in public policy. The methods traditionally used by enforcing agencies to investigate discrimination claims provide assistance and intervention that redress power asymmetries between employees and employers. Depriving employees of these enforcement mechanisms and requiring them to use arbitration may have adverse effects on perceptions of justice, both in procedural and distributive terms. We propose that mutuality, equality, and remediality are issues that must be addressed in situations of mandatory arbitration. We also suggest that mandatory arbitration may have other effects including expanding the scope of issues well beyond discrimination claims.     

前瞻性人格对员工变革行为的影响:组织公平气氛的调节效应

角色外行为可以分为归属性行为和挑战性行为两类。员工变革行为属于挑战性角色外行为。学术界重点关注员工变革行为的影响因素和形成机制。关于员工变革行为的影响因素,以往学者主要从个体和环境两个层面来分析。文章着重探讨前瞻性人格(个体因素)、组织公平气氛(环境因素)分别对员工变革行为的影响,以及环境因素在个体因素与员工变革行为之间的跨层次调节效应;关于控制变量的分析结论表明,任职年限、职务级别、教育程度等人口学变量对变革行为具有显著影响;关于主效应的分析结论表明,前瞻性人格正向影响员工变革行为,组织公平气氛也正向影响员工变革行为;关于交互效应的分析结论表明,组织公平气氛正向调节前瞻性人格对变革行为的影响。     

Justice and organizational citizenship: A commentary on the state of the science

The present article discusses the state of the science regarding the connection between organizational justice and organizational citizenship behavior (OCB) as reflected by the articles included in this issue. The research described in these articles reaches a conclusion in need of further elaboration—namely, that people will behave altruistically toward the oroganizations in which they work when they believe those organizations have treated them fairly. Various conceptual issues are discussed. These include: the willingness of people to express inequity distress by withholding OCB, the relative importance of procedural justice compared to distributive justice as a determinant of OCB (especially the social aspects of procedural justice), and the extent to which a reduction in OCB may reflect a desire to influence another individual, or the organization in general. A variety of methodological issues are also discussed. In this connection, it is suggested that correlational, questionnaire measures be supplemented by open-ended interview studies as well as laboratory investigations. Moreover, if questionnaires continue to be used, then it is recommended that attempts be made to improve the validity of both measures of justice and OCB.     

Organizational mindfulness,mindful organizing,and environmental and resource sustainability

The research theorizes that environmental vulnerability can be minimized through mindfulness‐based strategies, and redesigning organizing processes, so that richer thinking is activated more quickly among greater number of people all of whom try to update their knowledge regardless of the knowledge source. It empirically evaluates the effects of organizational mindfulness and mindful organizing on resources and environmental sustainability. The model was tested in a very appropriate setting—Saudi Arabia, where increasing demand for and supply of energy culminates in unsustainable resources utilization and rise in greenhouse gas emissions and other environmental vulnerabilities. Data were collected from Saudi firms operating in the oil and gas sector and analyzed using SmartPLS software. The measurement and structural models were evaluated. The measurement model exhibits adequate model fit. The tests for the structural models show that four (of five) dimensions of organizational mindfulness (viz., commitment to resilience, deference to expertise, preoccupation with failure, and reluctance to simplify interpretations) and mindful organizing are significantly related at 5% significance level. Sensitivity to operations has no significant relationship with mindful organizing. Mindful organizing is significantly related to environmental and resources sustainability. Moreover, mindful organizing fully or partially mediates in the relationship between some of the dimensions of organizational mindfulness and environmental and resources sustainability. The study is one of the first to integrate mindfulness‐based approaches to sustainability and environmental research.     

组织支持感、组织认同感与OCB的关系研究

回收了金域集团上海子公司和贵阳子公司共161份有效问卷。数据分析结果表明:①组织支持感与组织认同感呈显著正相关关系;②组织支持感与组织公民行为呈显著正相关关系;③组织认同感与OCB呈显著正相关关系;④组织认同感组织支持感与OCB之间起完全中介作用。研究结果为国内医学监测行业管理员工,提高组织公民行为提供了实证依据。     

“Imagine That—A Wildcat at Biomed!” Organizational Justice and the Anatomy of a Wildcat Strike at a Nonunion Medical Electronics Factory

Although the occurrences of wildcat strikes are inextricably linked to violations of organizational justice, only a minimal amount has been written with respect to the relationship between the occurrence of organizational injustice and the presence of employee collective action. And while research on wildcat strikes in unionized settings is fairly extensive, there has virtually been no treatment of nonunion wildcat strikes in the scholarly literature. This paper presents an industrial ethnographic account of a nonunion wildcat strike in terms of analyzing the conditions and process under which a breakdown in organizational justice leads to employee collective action. In analyzing this nonunion wildcat strike, Sheppard, Lewicki, and Minton's seven propositions are utilized to understand the conditions under which a breakdown of organizational justice increases the likelihood of the occurrence of employee collective action (Sheppard, B. H., Lewicki, R. J., & Minton, J. W. Organizational Justice: The Search for Fairness in the Workplace. New York: Lexington Books, 1992). The paper concludes with a discussion of an inexpensive human resource management practice that can be implemented for achieving some type of organizational justice in order to minimize the occurrence of nonunion wildcat strikes.     

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.     

Justice and organizational citizenship behavior: What is the relationship?

This study investigates the relationship between perceptions of overall fairness, organizational citizenship behavior, employee attitudes, and the quality of the supervisory/subordinate relationship based on the justice and organizational citizenship literature. Results show that employees do form perceptions of overall fairness and that these perceptions influence job satisfaction and organizational commitment. Relationships are found between altruism and perceptions of overall fairness, job satisfaction and categories of organizational citizenship behavior, and the quality of the supervisory-subordinate relationship and perception of overall fairness and organizational citizenship behavior. Practical implications and issues for future research are discussed.     

Rising Income Inequality in a Time of Plenty: The Influence of Micro-Justice Standards and Group Membership on Macro-Justice Perceptions

Rising income inequality in the 1990s was used to examine the links between micro- and macro-justice. Data from a sample of 119 managers and 334 union members supported our hypothesis that those who more strongly endorsed equality norms at the micro-justice level perceived macro-level income inequality as more unjust. Looking at two key subgroups, our hypothesis that union members were more likely than managers to endorse an equality norm was not supported. Yet managers were significantly more likely than union members to endorse an equity norm at the micro level, as predicted. Finally, our fourth hypothesis that the equality norm mediates the relationship between union membership and perceived injustice was not supported.     

Sensemaking,Organizing, and Surpassing: A Handoff*

In this essay, I reflect on the intellectual influences that led to the genesis of the Social Psychology of Organizing and assess the way forward. I stress that the Social Psychology aspired to provide an outline of an organizational epistemology. I particularly focus on the interplay between experience and understanding, highlighting the following features: self-validating prophecy, partiality toward similarity, ambivalence between belief and doubt, and understanding as ongoing accomplishment. I conclude with a discussion of the three papers published in this Special issue.     

A Meta-Analysis of the Relationship Between Procedural Justice and Distributive Justice: Implications for Justice Research

Although there are many studies that utilize the constructs of procedural and distributive justice, this research tends to ignore the implications of the bivariate relationship between the two constructs. The stronger the relationship between the two constructs, the more problematic ignoring this relationship becomes. Therefore, a meta-analysis was conducted to estimate the relationship between procedural and distributive justice. We also conducted an initial assessment of extent to which the relationship between procedural and distributive justice was context sensitive. Finally, a series of methodological moderators was evaluated. Results indicated that the relationship between procedural and distributive justice is strong (= .64) across all studies. However, this relationship was moderated by research context, and even within research context, there was substantial evidence of variability. The results of the meta-analysis were discussed in terms of implications for theory, research methods, and construct measurement in justice research.     

组织智能及其对组织创新的影响

为了实现组织更好地发展,首先,分析了组织智能的涵义和特征;构建了组织智能模型,包括成员聪明和过程聪明两部分;提出了组织创新四维模型。其次,主要从管理创新、制度创新、技术创新和知识创新四个方面探讨了组织智能对组织创新的影响,分析了组织智能研究的应用前景。     

Leader‐Member Exchange,Group‐ and Individual‐Level Procedural Justice and Reactions to Performance Appraisals

Previous research has established that relationships with authority figures and procedural justice perceptions are important in terms of the way in which employees react to organizational procedures that affect them. What is less clear are the reasons why exchange quality with authorities is related to perceptions of process fairness and the role of procedural justice climate in this process. Results indicate that individual‐level perceptions of procedural justice, but not performance ratings, partially mediate the relationship between exchange quality and reactions to performance appraisals, and that procedural justice climate is positively related to perceptions of procedural justice and appraisal reactions. These results support a more relational than instrumental view of justice perceptions in organizational procedures bound by exchange quality with an authority figure. Our study suggests that it is essential for managers to actively monitor and manage employee perceptions of process fairness at the group and individual levels. © 2015 Wiley Periodicals, Inc.     

Settling the Score: The Role of Organizational Justice in the Relationship Between Psychological Contract Breach and Anticitizenship Behavior

This study investigated the role of psychological contract breach, procedural justice, and interactional justice in influencing employees' anticitizenship behaviors. It was posited that the association between contract breach and these negative employee outcomes would be moderated by perceptions of both procedural and interactional justice. In particular, employees' anticitizenship behaviors are hypothesized to be higher following a breach when both procedural and interactional justice are low. One hundred and sixty-five employees from a variety of organizational settings completed measures of contract breach, procedural justice, and interactional justice whereas their respective supervisors completed a measure of anticitizenship behavior. Results revealed a 3-way interaction between contract breach, procedural justice, and interactional justice on anticitizenship behavior. The nature of the interaction was further investigated through simple slope analyses. Consistent with the study's propositions, anticitizenship behavior was higher following a contract breach when both procedural and interactional justice were low. Theoretical and practical implications as well as directions for future research are discussed.     

Continuous Dependent Variables and Organizational Ecology: Toward a more Perfect Union

In this paper, I review all previously published organizational ecology research which utilizes continuous dependent variables. I unearth twenty-one such studies, half of which were published within the past four years. The broadening array of dependent variables in this field is a most welcome development. However, each of these papers has at least one methodological limitation, in specification of cross-unit effects and/or controls for autocorrelation. Perhaps the most serious problem is the assertion that the fixed effects research design solves the problem of autocorrelation. I demonstrate that this assertion is untrue. I conclude with advice on the proper way to model continuous dependent variables in organizational ecology research, as follows: (1) Consider omitting all organizations which do not exist for more time periods than the number of independent variables. (2) Test for autocorrelation, report the results, and correct for autocorrelation if the test indicates that it is a problem. (3) Use a fixed effects model, and justify it based on the nonrandomness of the data.     

Managerial Justice: A Field Study of the Initial Steps of Appeal

Most of the existing grievance literature has focused on formal legalistic processes. This exploratory field study discovered that many issues in the instant case site were dealt with informally via negotiation outside the formal hearings. Based on the author's experiences while working as a union officer for 20 months and an employee for 11 years, we attain a more accurate political portrait of what transpires in the initial stages of appeal. A largely tacit managerial system of justice comes to light in the author's encounters with stonewalling, runarounds, double talk, threats, coercive acts, snow jobs, misdirection, smoke screens, and disinformation.     

大体积混凝土施工组织与技术

文章以＂彰泰·第六园工程＂为例,介绍了大体积混凝土施工组织与技术。     

Fairness,legal compliance,and organizational commitment

Attribution theory is used to hypothesize a positive relationship between one's perception that a fairness motive underlies personnel/human resource management activities and one's organizational commitment. The hypothesis is tested via a survey of 48 operating managers in a Midwestern department store chain. Using hierarchical regression to control for job satisfaction and length of service, a significant positive relationship exists between commitment and the perception that a fairness motive underlies personnel/human resource management activities. Commitment is not significantly related to the perception that a legal compliance motive underlies the activities.