An appraisal perspective of justice,structure, and job control as antecedents of psychological distress

Through the application of cognitive appraisal theory, this study unifies the emergent themes of studying justice in relation to organizational context, as well as justice in relation to employee feelings of psychological distress. A sample of 677 employees from 72 organizations was used to test hypotheses related to justice, job control, mechanistic structure, and employee feelings of anxiety and depression. We found procedural justice, within a primary appraisal role, to be a highly effective tool for minimizing psychological distress. In combination with both distributive justice as well as a mechanistic structure, procedural justice can help to minimize feelings of anxiety and depression, but in different manners for each variable. Further, a strong influence of job control upon both procedural justice and, ultimately, depression and anxiety highlighted its role as a perceived means for avoiding or minimizing the harm of a potential stressor. Copyright © 2007 John Wiley & Sons, Ltd.     

Justice constructs,negative affectivity,and employee deviance: a proposed model and empirical test

This study tests a model that uses organizational justice variables and the personality trait of negative affectivity to explain two forms of deviant employee behavior. Prior research suggests that deviance can be directed interpersonally or against organizations. We propose a model that links unfavorable perceptions of distributive, procedural, and interactional justice, as well as the dispositional trait of negative affectivity, to both types of deviant acts. To test the model, a survey was distributed to employees from a government agency and an international manufacturer of paper products. Responses to the survey were analysed using structural equation modeling to evaluate the fit of the theoretical model to the data. Results showed that the model fits the data well and that nearly all of the hypothesized relations among constructs were supported. Implications of the results for the prediction and control of deviant behavior are discussed and future research directions are offered. Copyright © 1999 John Wiley & Sons, Ltd.     

Interactional justice,leader–member exchange,and employee performance: Examining the moderating role of justice differentiation

Past research suggests that interactional justice plays a pivotal role in facilitating high‐quality leader–member exchange (LMX), with downstream implications for employee performance. However, the broader context in which these effects unfold has received scarce attention. Drawing from deontic justice and social exchange theories, we suggest that interactional justice differentiation is an important contextual moderator of the link between interactional justice and LMX. Specifically, we argue that high interactional justice differentiation attenuates the link between interactional justice and LMX, in turn influencing the effects of interactional justice on employee task and creative performance. Results from two studies employing both experimental and multisource, multilevel survey designs provide convergent support for the hypothesized model. We conclude by highlighting several key theoretical and practical implications of our findings. Copyright © 2016 John Wiley & Sons, Ltd.     

Organizational level as a moderator of the relationship between justice perceptions and work‐related reactions

In this study, we examined the role of organizational level as a moderator of the relationships of procedural and distributive justice with seven employee attitudes and behaviors. Based on social identity and resource allocation theories, we suggested an allocational model of authority in organizations. We posited that lower rank encourages a more process‐oriented perspective that emphasizes procedural concerns while higher rank imbues a more result‐oriented perspective that emphasizes distributive outcomes. We considered the cultural context that characterized work relationships in our sample of respondents from a Chinese state‐owned enterprise. Significant sets of interactions supported the predicted relationships of procedural justice with three outcomes at lower levels and distributive justice with four outcomes at higher levels. Implications and extensions of these findings are considered. Copyright © 2006 John Wiley & Sons, Ltd.     

Meta‐analytic tests of relationships between organizational justice and citizenship behavior: testing agent‐system and shared‐variance models

Research on the unique effects of different types of perceived fairness on citizenship behavior that benefits individuals (organizational citizenship behavior (OCB‐I) and organizations (OCB‐O) has produced mixed results. We assert that how OCB‐O and OCB‐I are conceptualized affects the patterns of results, and we hypothesize that, when OCB is conceptualized appropriately, an agent‐system model is supported (interactional and procedural justice are the strongest unique predictors of OCB‐I and OCB‐O, respectively). We also hypothesize that shared variance among the justice types explains additional variance in OCB. Analyses of semi‐ partial correlations conducted on meta‐analytic coefficients supported our hypotheses. Theoretical and practical implications are discussed. Copyright © 2007 John Wiley & Sons, Ltd.     

Organizational antecedents and outcomes of job insecurity: a longitudinal study in three organizations in Finland

The aim of the study was to examine perceived job insecurity and its organizational antecedents and outcomes within a one‐year time period. The study was carried out by means of questionnaires, which were responded to twice, in 1995 (Time 1) and 1996 (Time 2), by employees in three organizations: a factory, a bank, and a municipal social and health care department. The present article is based on the data of those employees (n=210) who participated in the study in both years. The results indicated that perceived job insecurity varied with gender and organization, but not with time. In particular, female employees in the bank reported a high level of job insecurity compared with men. The use of a restorative strategy by management at Time 1 decreased job insecurity at Time 2, whereas job insecurity at Time 1 weakened the quality of human relations and perceived efficiency within the organizations at Time 2. Copyright © 2000 John Wiley & Sons, Ltd.     

Antecedents,consequences, and moderators of time perspective heterogeneity for knowledge management in MNO teams

Multinational organizations (MNOs), more so than other organizations, are likely to require individuals with different perspectives, experiences, and backgrounds to form teams and collaboratively manage knowledge. We develop a framework that shows why variations in time perspectives among members of teams occur and how such differences can exert significant but unacknowledged influences on knowledge management efforts in MNOs, including: (1) innovativeness of knowledge created (2) speed of knowledge creation and (3) speed of knowledge transfer between teams. We also provide new insights into benefits of time perspective heterogeneity for teams managing knowledge. Copyright © 2007 John Wiley & Sons, Ltd.     

Person-based reward systems: A theory of organizational reward practices in reform-communist organizations

A type of organizational reward system based on personal power is described and partially tested. The theory, developed from observations of Hungarian organizations, is grounded in theories of procedural justice and learned helplessness. Person-based organizational reward systems are characterized by highly valued rewards combined with personalistic criteria for reward distribution. Such organizational reward systems were hypothesized to lead to employee perceptions of organizational unfairness; negative evaluations of others; anxiety; and perceptions of self, collegial and organizational inefficacy. These hypotheses were supported in tests in a sample of three Hungarian state-owned organizations classified as having person-based systems and five non-person-based organizations (two Hungarian privately-owned companies, one American state-owned and two American privately-owned organizations). In addition, several behavioral effects of person-based reward systems were proposed: they foster bargaining behavior, withholding of information, avoidance of collaborative tasks, ingratiation and noncompliance with rules.     

The mediating role of overall fairness and the moderating role of trust certainty in justice–criteria relationships: the formation and use of fairness heuristics in the workplace

Theory suggests that perceptions of overall fairness play an important role in the justice judgment process, yet overall fairness is insufficiently studied. We derived hypotheses from fairness heuristic theory, which proposes that perceptions of overall fairness are influenced by different types of justice, are more proximal predictors of responses than specific justice types, and are used to infer trust when trust certainty is low. Results from Study 1 (N = 1340) showed that employees' perceptions of overall fairness in relation to a senior management team mediated the relationships between specific types of justice and employee outcomes (e.g., affective commitment). In Study 2 (N = 881), these mediated effects were replicated and trust certainty moderated the effect of overall fairness on trust as hypothesized. Study 2 also showed that, relative to procedural and informational justice, distributive and interpersonal justice had stronger effects on overall fairness. To explore how the organizational context may have influenced these findings, we performed qualitative analyses in Study 3 (N = 268). Results suggested that, consistent with the quantitative findings from Study 2, some types of justice were more salient than others. We discuss the implications of our findings for theory, research, and practice. Copyright © 2008 John Wiley & Sons, Ltd.     

Antecedents and outcomes of employee perceptions of intra‐organizational mobility channels

Employees' beliefs about how promotions are awarded within their organizations can have important consequences. We conducted two studies that focus on perceptions of the criteria used to make promotion decisions. In Study 1, we identified two types of perceived promotion criteria, performance‐based and nonperformance‐based. Then we use justice and social exchange theories to develop a model linking employee perceptions of promotion criteria to performance via their relationships with promotional justice and organizational commitment. In a sample of 305 employee–supervisor pairs, we found that both promotional justice and organizational commitment mediated between perceptions of promotion criteria and supervisor rated in‐role and extra‐role performance, and that having received a promotion in the past predicted attributions that promotions were based relatively more on performance or nonperformance criteria. Study 2 further examined the role of promotions themselves in the formation of perceptions of promotion criteria. Drawing from image and attribution theories, we hypothesized that the relationship between having received a promotion or not and perceptions of promotion criteria depends on ego defensiveness. In a sample of 145 employees, we found that those who scored high on ego defensiveness and who had not been promoted were especially likely to attribute promotion decisions to nonperformance criteria. Copyright © 2012 John Wiley & Sons, Ltd.     

The different paths to post‐merger identification for employees from high and low status pre‐merger organizations

A well‐known downside of organizational mergers is that employees fail to identify with the newly formed organization. We argue that developing an understanding of factors that affect post‐merger identification requires taking the pre‐merger status of the merger partners relative to each other into account. This is because relative pre‐merger status determines employees' susceptibility to different aspects of the merger process. Specifically, for employees of a high status pre‐merger organization, we expected post‐merger identification to be strongly influenced by (i) pre‐merger identification and (ii) the perceived change in the status. In contrast, we expected post‐merger identification of employees of a low status pre‐merger organization to be strongly affected by the perceived justice of the merger event. Longitudinal data were obtained from a merger of two public sector organizations and the results supported our hypotheses. Our study shows that the extent to which pre‐merger identification, status change, and justice are important determinants of post‐merger identification depends on the relative pre‐merger status of the merger partners. Our discussion focuses on theoretical implications and managerial ramifications of these findings. Copyright © 2016 John Wiley & Sons, Ltd.     

Cognitive processes in procedural justice judgments: The role of ease‐of‐retrieval,uncertainty, and experience

In a field experiment with 517 job applicants, the processes underlying the formation of procedural justice judgments were investigated. It was hypothesized that procedural justice judgments may be based not only on content information (e.g., “What are fair aspects of the selection procedure?”), but also on the felt ease or difficulty with which this content information can be retrieved from memory (ease‐of‐retrieval; e.g., “How easily can I recall fair aspects of the selection procedure?”). Evaluations of the company's online application procedure show that job candidates based procedural justice judgments on content information or on ease‐of‐retrieval, depending on their uncertainty regarding the online application procedure as well as their prior experiences with online applications. Specifically, experienced applicants who felt certain based their judgments on ease‐of‐retrieval, whereas all other applicants based their judgments on content information. Implications for research on the formation of justice judgments as well as practical applications are discussed. Copyright © 2010 John Wiley & Sons, Ltd.     

Getting even with one's supervisor and one's organization: relationships among types of injustice,desires for revenge,and counterproductive work behaviors

I tested hypotheses derived from the agent–system model of justice specifying that, among the different types of justice, interpersonal and informational justice explain the most unique variance in counterproductive work behavior (CWB) directed toward one's supervisor, and procedural justice explains the most unique variance in CWB directed toward one's organization. I also tested whether individuals' desires for revenge against one's supervisor and one's organization mediate certain justice–CWB relationships. Results (N = 424) provided considerable support for the study hypotheses, showing that employees tend to direct their CWB toward the source of perceived mistreatment, and that desires for revenge explain part, but not all, of the relationships between some types of injustice and CWB. Implications for theory, research, and practice are discussed. Copyright © 2008 John Wiley & Sons, Ltd.     

Work performance,affective commitment,and work motivation: the roles of pay administration and pay level

The purpose of this study was to investigate employee attitudes and behaviors among knowledge workers under different forms of pay administration and pay levels. To examine these issues, I collected data from two business units in a large Norwegian multinational company with pay plans combining individual and collective performance and behaviors as the foundations for individual bonuses; one with two collective components (profit and behavior of the unit and the organization) and one with an individual component in addition to the two collective components. After controlling for organizational tenure, education, gender, perceived unit support, perceptions of distributive and procedural justice, and type of pay plan, the key findings are that base pay level, but not bonus level, was positively related to both self‐reported work performance and affective unit commitment, and that these relationships were partly mediated by intrinsic motivation. Furthermore, moderation analyses revealed that the relationships between bonus level and the outcome variables were not affected by type of pay plan. Implications and directions for future research on pay in knowledge intensive organizations are discussed. Copyright © 2006 John Wiley & Sons, Ltd.     

It is time for justice: How time changes what we know about justice judgments and justice effects

Organizational justice is an important determinant of workplace attitudes, decisions, and behaviors. However, understanding workplace fairness requires not only examining what happens but also when it happens, in terms of justice events, perceptions, and reactions. We organize and discuss findings from 194 justice articles with temporal aspects, selected from over a thousand empirical justice articles. By examining temporal aspects, our findings enrich and sometimes challenge the answers to three key questions in the organizational justice literature relating to (i) when individuals pay attention to fairness, including specific facets, (ii) how fairness judgments form and evolve, and (iii) how reactions to perceived (in)justice unfold. Our review identifies promising avenues for empirical work and emphasizes the importance of developing temporal theories of justice. Copyright © 2014 John Wiley & Sons, Ltd.     

Transformational leadership,relationship quality,and employee performance during continuous incremental organizational change

Although transformational leadership has been investigated in connection with change at higher levels of organizations, less is known about its “in‐the‐trenches” impact. We examined relations among transformational leadership, explicit change reactions (i.e., relationship quality), change frequency, and change consequences (i.e., task performance and organizational citizenship behavior (OCB)) during continuous incremental organizational change at lower hierarchical levels. In a sample of 251 employees and their 78 managers, analyses revealed that the quality of relationships between leaders and employees mediated the influence of transformational leadership on employee task performance and OCB. We also found that change frequency moderated the positive association of relationship quality with task performance and OCB, such that associations were stronger when change frequency was high. Copyright © 2012 John Wiley & Sons, Ltd.     

Process and outcome: gender differences in the assessment of justice

We studied the importance that women and men place on distributive and procedural justice. The relationship between distributive justice and several organizational outcomes (e.g. commitment, intent to stay) was stronger for men than women. The relationship between procedural justice and those same outcomes, however, was stronger among women than men. The relation of our findings in justice perceptions are related to other research on gender differences in interpersonal styles and perceptions. Future research ideas are discussed. © 1997 John Wiley & Sons, Ltd.     

What signals does procedural justice climate convey? The roles of group status,and organizational benevolence and integrity

We propose and test a theoretical framework to explore why and how procedural justice climate influences individual behaviors after controlling for the influence of individual justice perception. Two types of symbolic information conveyed by procedural justice climate are considered. We argue that procedural justice climate reflects the status of or respect for a justice recipient, a work unit within an organization in our context, which then influences the identification of its members with the work unit. Procedural justice climate also reflects the moral attributes of a justice actor, herein an organization, which then influences organizational identification and perceived job security. Consistent with these arguments, results showed that perceived respect for the work unit mediated the relationship between procedural justice climate and identification with the work unit, and both perceived organizational benevolence and integrity mediated the relationship of procedural justice climate with organizational identification and job security. The two types of social identification and perceived job security were related to several outcome variables differently. Copyright © 2013 John Wiley & Sons, Ltd.     

Justice and job engagement: The role of senior management trust

We examined whether job engagement mediated the effects of organizational justice dimensions on work behaviors and attitudes. Considering distributive and procedural justice from a motivational perspective, we proposed that job engagement would mediate these two dimensions' relations with the work outcomes of task performance, organizational citizenship behavior, and job satisfaction. We also expected this mediation effect would be magnified when senior management trust (SMT) was high. Our results showed that the simple mediation model was supported only for distributive justice. Alternatively, the indirect effect of procedural justice on work outcomes through job engagement was significant only when SMT was high. Implications of our findings and areas for future research are discussed. Copyright © 2016 John Wiley & Sons, Ltd.     

High‐quality relationships,psychological safety,and learning from failures in work organizations

How can organizations support employees to engage in learning from failures? In this paper, we draw on the concept of high‐quality relationships to explore the relational underpinnings of learning from failures in organizations. We focus on relational coordination as a specific manifestation of high‐quality relationships and examine how the relational dimensions of relational coordination—shared goals, shared knowledge, and mutual respect—foster psychological safety and thus enable organizational members to engage in learning from failures. The results of two separate studies support our mediation model where psychological safety mediates the link between high‐quality relationships and learning from failures in organizations. Copyright © 2008 John Wiley & Sons, Ltd.