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.     

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.     

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.     

The effect of organizational justice, perceived organizational support, and perceived supervisor support on marketing employees' level of trust

For more than four decades, research has investigated the relationship between perceptions of organizational justice and employees' work attitudes. This study used two data sets to examine how perceptions of organizational justice influence marketing employees' perceived support and trust. Specifically, this study examines the role of perceived support as a mediator between organizational justice and trust. The results indicate that in Study 1 perceived organizational support (POS) serves as a mediator between procedural justice and organizational trust. Interactional justice is both a direct and indirect predictor of supervisory trust through perceived supervisor support (PSS). Distributive justice is related indirectly to organizational trust through PSS and directly to organizational trust. In contrast to the results in Study 1, distributive justice is an antecedent to both POS and PSS while procedural justice is related directly to organizational trust.     

Modeling customer perceptions of complaint handling over time: the effects of perceived justice on satisfaction and intent

This paper proposes a model of the effects of perceived justice on customer satisfaction and intent following a service or product failure and a recovery attempt. We tested the model using two field studies that captured customer perceptions over time, and the results largely support the model’s path estimates and explanatory power. Study One also supports the hypothesis that procedural and interactional justice are more influential in forming overall firm satisfaction than distributive justice. As hypothesized, satisfaction with recovery was a stronger predictor of the likelihood of spreading positive word-of-mouth (WOM intent) than overall firm satisfaction, and overall firm satisfaction was a stronger predictor of purchase intent than satisfaction with recovery. The results also suggest that satisfaction partially mediates the effects of justice on WOM intent and purchase intent. Finally, we draw on the findings of this study to offer implications for service recovery researchers and managers.     

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.     

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.     

Job Satisfaction: Linking Perceived Organizational Support,Organizational Justice with Work Outcomes in China

This study develops and tests a full mediation model that examines the mediating role of job satisfaction in the Chinese context, based on a survey of 424 employees in three small and medium sized enterprises. Data analysis shows a good fit with the full mediation and all four classes of antecedents (i.e., perceived organizational support, procedural, distributive, and interactional justice). Particularly, procedural justice contributes to the prediction of satisfaction. Job satisfaction is also shown to mediate most antecedentconsequence relationships, except the two between perceived organizational support (POS)—turnover and procedural justice—consequences. Furthermore, there are only four direct links, including POS to citizenship behaviors directed at individuals, distributive justice to turnover intention, interactional justice to citizenship behaviors directed at organizations and turnover. These direct links suggest that job satisfaction does not fully mediate the relationships.     

Opportunism and trust in cross- national lateral collaboration: the Renault-Nissan Alliance and a theory of equity-trust

Post-merger integration governance and management mechanisms facilitating lateral collaboration remain opaque. In an analysis of the Renault-Nissan Alliance, we abduce a theory of equity-trust by drawing on microfoundations theory and four types of organizational justice. We identify five practices that motivate distributive, procedural, informational, and interactional justice, and find that these practices discourage opportunistic behavior and foster trust thereby influencing alliance performance in two ways: sum of the parts and learning and synergies. Our findings contribute to understanding cross-national lateral collaboration in the form of symbiotic post-merger integration in strategic alliances.     

营销渠道中依赖、公平与角色外利他行为

文章以交易成本理论与企业资源基础观为理论基础,营销渠道中经销商的角色外利他行为为研究对象,检验了经销商依赖、公平感知对其角色外利他行为的影响关系。通过问卷调查,获得660个经销商的有效样本数据,应用SPSS18.0软件和多元层次回归方法对研究假设进行检验。研究结果表明：经销商依赖、分配公平、程序公平对其角色外利他行为均有显著的正向影响;经销商依赖对分配公平、程序公平与角色外利他行为的影响关系具有不同的调节作用,在经销商依赖程度高的情况下,分配公平对角色外利他行为的正向影响作用变强,程序公平对角色外利他行为的正向影响作用变弱。最后,文章讨论了研究结果与应用及未来的研究方向。     

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.     

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.     

Why and How Does Social Responsibility Differ Among SMEs? A Social Capital Systemic Approach

Research suggests that organizational justice (procedural, distributive, and interactional justice) has important impacts on work-related attitudes and behaviors, such as organizational citizenship behavior (OCB). In this article, we explore the extent to which individualism moderates the relationship between organizational justice and OCB (organizational obedience, participation, and loyalty) among citizens in Kyrgyzstan. We make additional contributions to the literature because we know very little about these constructs in this former Soviet Union country, Kyrgyzstan, an under-researched and under-represented region of the world. Results of our data collected from 402 managers and employees in Kyrgyzstan offer the following new discoveries. All three justice constructs are related to OCB. Individualism moderates only the distributive and interactive justice to OCB relationships. We develop an intricate theory with provocative implications: Procedural justice produces obedience. For “individualists,” interactional justice inspires loyalty and, interestingly, distributive justice “can only buy” participation, but “can’t buy” loyalty. Therefore, for individualists, interactional justice outweighs distributive justice for organizational loyalty. Based on Kyrgyz citizens’ justice, OCB, and individualism, our theory reveals novel insights regarding culture, money attitude, and intrinsic motivation and provides critical and practical implications to the field of business ethics.     

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.     

When gamification backfires: the impact of perceived justice on online community contributions

ABSTRACT

While online communities may enhance firm performance, they commonly fail to retain members. To address this challenge, scholars and managers call for the use of gamification. However, despite gamification’s growing use in online communities, insight into its effect on member experience and behaviours remain limited. We hypothesise that gamification affects member-perceived distributive and procedural justice. In experimental studies, we assess the impact of in-gamification perceived justice on member contributions. We find that while high in-gamification perceived procedural justice acts as a necessary prerequisite for member contributions, high distributive justice can reduce game-related uncertainty, thereby rendering gamified practices less fun, particularly for low-engaged community members that tend to value rewards. We add to the literature by (a) pinpointing the core role of perceived justice in the persistence of online communities, and (b) unveiling that high distributive justice can lead gamification to backfire in online communities by affecting member experience and contributions.     

基于社会交换的组织公正与心理契约违背关系研究

通过对中国文化背景下,组织公正、社会交换关系变量与员工心理契约违背间的关系研究,运用结构方程建模技术对35家企业410位员工的调查数据进行检验。结果表明：组织公正和领导－部属交换关系问卷具有良好的构思效度;组织支持感和领导－部属交换关系对组织公正各维度均有显著的预测作用;程序公正、互动公正是心理契约违背感的有效预测指标,对组织支持感与心理契约违背间的关系具有部分中介作用,组织支持感还会对心理契约违背产生直接影响;领导－部属交换关系完全通过组织公正的中介作用对员工心理契约违背感产生影响。因此,文章在检验中国文化背景下组织公正维度结构的基础上,拓展了组织公正、社会交换关系变量与员工心理反应的关系研究。     

How institutional logics shape fairness in crowdsourcing: The case of Threadless

Fairness is essential for successful crowdsourcing. Without it, companies run the risk of consumers not participating, or worse, sabotaging the crowdsourcing initiative. Yet little is known about how consumers determine what is fair in crowdsourcing. Building on theories of organizational justice and institutional logics, and using a longitudinal netnography of Threadless, a popular crowdsourcing platform, this paper shows how experiences of fairness stem from the interaction between two conflicting crowdsourcing logics: the logic of renewal and the logic of community. The two logics inform notions of fairness in crowdsourcing contests across procedural, distributive, and interactional justice dimensions. A balance between the two logics is ideal for maintaining fairness among a crowdsourcing community. We show the conditions in which crowdsourcing participants tolerate transgressions to each justice dimension, consequently emphasizing one logic over the other. Overall, our study advances theory on crowdsourcing logics and how they guide notions of procedural, distributive, and interactional fairness in crowdsourcing. Our study also offers new guidance on how to manage fairness in crowdsourcing.     

心理契约、公平感、发言权与工作卷入——基于劳务派遣工的实证研究

基于社会交换理论、社会比较理论,围绕员工的公平和发言权实现程度,本文探讨了劳务派遣工的心理契约履行与工作卷入的关系、以及分配公平和程序公平感知的中介作用及工会会员角色的调节作用。研究采用问卷调查法,基于7家劳务派遣单位的171个劳务派遣工样本进行分析,结果表明：劳务派遣工感知到的心理契约履行与工作卷入程度显著正相关,分配公平和程序公平感知在两者间起完全中介作用。层次回归方程分析的结果显示,“是否加入工会”对程序公平与工作卷入的关系具有显著的调节作用,即相对于未加入工会的劳务派遣工,加入工会的派遣工的程序公平感知与工作卷入的正相关关系较强。最后,论文针对假设检验的启示和意义进行探讨。     

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.     

To Share or Not to Share: Modeling Tacit Knowledge Sharing,Its Mediators and Antecedents

Tacit knowledge sharing discussed in this study is important in the area of business ethics, because an unwillingness to share knowledge that may hurt an organization’s survival is seen as being seriously unethical. In the proposed model of this study, distributive justice, procedural justice, and cooperativeness influence tacit knowledge sharing indirectly via two mediators: organizational commitment and trust in co-workers. Accordingly, instrumental ties and expressive ties influence tacit knowledge sharing indirectly only via the mediation of trust in co-workers. The model is assessed by using data from different companies’ employees, who attend an evening college in Taiwan for advance study. The test results of this study indicate that tacit knowledge sharing is affected by distributive justice, procedural justice, and cooperativeness indirectly via organizational commitment. Additionally, tacit knowledge sharing is also affected by distributive justice, instrumental ties, and expressive ties via trust in co-workers. The paths from procedural justice and cooperativeness to trust in co-workers are shown to be insignificant. Managerial implications of the empirical findings are also provided. Chieh-Peng Lin is an Assistant Professor in the Graduate School of Business and Management, Vanung University, Taiwan. He had performed international business practices for several years and now focuses on the research related to consumer and organizational behaviors. His work has been published in a variety of journals including Journal of Business Ethics, International Journal of Service Industry Management, Human Resource Development Quarterly, Journal of Organizational and End User Computing, and so on.