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Retaliation in the workplace: The roles of distributive, procedural, and interactional justice
Abstract
The authors investigated the relationship between organizational justice and organizational retaliation behavior—adverse reactions to perceived unfairness by disgruntled employees toward their employer—in a sample of 240 manufacturing employees. Distributive, procedural, and interactional justice interacted to predict organizational retaliation behavior. A relation between distributive justice and retaliation was found only when there was low interactional and procedural justice. The 2-way interaction of distributive and procedural justice was observed only at a low level of interactional justice, and the 2-way interaction of distributive and interactional justice was observed only at a low level of procedural justice. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
... Traditionnellement, il se décline en trois sous forme de justice : la justice procédurale, la justice interactionnelle et la justice distributive (Skarlicki & Folger, 1997). Ensemble, elles forment une grille de lecture conceptuelle permettant d'appréhender le rapport de satisfaction, et surtout, le sentiment d'injustice qu'une personne entretient à l'égard de son employeur ou de ses organisations d'appartenance (Greenberg, 1987;Skarlicki & Folger, 1997). ...
... Traditionnellement, il se décline en trois sous forme de justice : la justice procédurale, la justice interactionnelle et la justice distributive (Skarlicki & Folger, 1997). Ensemble, elles forment une grille de lecture conceptuelle permettant d'appréhender le rapport de satisfaction, et surtout, le sentiment d'injustice qu'une personne entretient à l'égard de son employeur ou de ses organisations d'appartenance (Greenberg, 1987;Skarlicki & Folger, 1997). Comme nous l'expliquerons en détail dans le prochain chapitre de ce travail, nous avons mobilisé en amont de notre collecte de données les théories de la justice organisationnelle, afin de comprendre la relation qu'entretiennent les policiers·ères avec le système de gestion de la déviance policière. ...
... En outre, les trois branches de la justice organisationnelle sont interreliées et ne sont donc pas mutuellement exclusives (Schminke et al., 2002;Skarlicki & Folger, 1997). Les interactions peuvent influencer la perception de la procédure et/ou du résultat, tandis que le résultat peut influencer rétrospectivement la perception de la procédure et des interactions (Mikula et al., 1990). ...
This research is situated at the intersection of the control of police practices and depolicing, a subject increasingly highlighted by the media and political spheres in Quebec today. Specifically, it examines how police narratives of disengagement are constructed in response to the experience of complaints against them and subsequent proceedings (deontological, disciplinary, criminal). In recent years, police have announced a general reduction in police interventions, attributing it to frontline officers' fear of repercussions. However, it remains unclear whether this phenomenon truly exists or constitutes a problem. Drawing from 59 police interviews, we aim to delve deeper into this aspect of police practices. The findings reveal a significant disparity between generalized narratives of police disengagement and personal claims of disengagement. More precisely, the analysis identifies three categories of officers: non-disengaged (36.7%), partially disengaged (47%), and fully disengaged (16.3%). Participants who reported higher levels of disengagement were more likely to have: (1) undergone internal investigations within their organization; (2) been subject to employer-initiated actions (independent of citizen complaints); (3) experienced preventive measures such as reassignment or suspension pending proceedings; (4) been found guilty and sanctioned; (5) associated with so-called "proactive" strategies targeting perceived crime. Contrary to previous hypotheses that suggested an external origin of the phenomenon (e.g., courts, media), our data indicate that the primary source of extreme and problematic disengagement lies within the organization itself, stemming from a breakdown in trust between officers and their employers. These observations initiate a discussion on the regulation of police practices.
... While a few studies have explored the role of supervisor-induced hostility (AS) in explaining customer-oriented counterproductive behaviour (SS) (Park & Kim, 2019), researchers have largely missed out on identifying appropriate mediating mechanisms that influence this association (Chi & Liang, 2013). This study intends to fill this gap, assuming that when supervisors mistreat the subordinates, they experience breach of PC that results in negative emotions like anger and frustration, which further leads to employee retaliation to avenge abusive supervisory behaviour (Skarlicki & Folger, 1997). Here we invoke FAT to elucidate how a frustrating event (abusive supervisory behaviour) results in aggressive behavioural response of the employees (SS behaviour intended towards the customer) through the sequential mediating effects of psychological contractual violation (affective response) and retaliation intention (RI) (attitudinal response). ...
... Studies have revealed that poor exchange relationships at workplace, characterized by negative reciprocity (Skarlicki & Folger, 1997;Tripp et al., 2007), lead to counterproductive or negative work behaviours (Chan et al., 2022). The employees' perceptions of unfair organizational procedures and mistreatment instigate anger and resentment, resulting in retaliation by them (Bedi & Schat, 2017). ...
... Next, PCV in the studied model highlights the significance of breach of promise/obligations, denoting a poor exchange relationship between supervisor-subordinate in an organization. Such negative reciprocity motivates poor emotional responses and pushes the employee to engage in retaliatory behaviours to reciprocate perceived injustice and trust violations (Skarlicki & Folger, 1997). This is particularly true in cultures where hierarchical relationships are characterized by inequalities in power, status and influence (Tripp et al., 2007). ...
‘Atithi Devo Bhav’, implying that guests must be treated as Gods, is the philosophical belief of Indian society indicating the importance of treating the customers with utmost respect and courtesy. The current study examines service sabotage behaviours by utilizing time-lagged method to collect data in three waves from 332 employees from Indian hotel industry. The study highlights the effects of abusive supervision on the employees who perceive disrespect, public humiliation or rude supervisory behaviours towards them as breach of psychological contract, and they retaliate by displaying deviant workplace behaviour such as service sabotage. The unique proposition of the research is to investigate the sequential mediating role of psychological contract violation and retaliation intention on the relationship between abusive supervision and service sabotage. The research utilizes psychological contract theory and frustration–aggression theory to draw logical inferences from the findings. Findings indicate that when employees perceive mistreatment or injustice, they experience psychological contract violation that instigates an urge to retaliate against the unfair treatment by engaging in negative service behaviours, for example, sabotage. Therefore, the hospitality organizations must implement practices and processes to take care of any unjust, unfair or hostile behaviour at play in the organization, as the success of the industry is dependent on the service quality and frontline employees’ encounters with the customer. The study provides some interesting and useful managerial and theoretical implications.
... However, there could be situations where employees are traumatised due to the organisational environment. Employees could be stressed or demotivated due to varied reasons: a dysfunctional or apathetic organisational culture (Van Fleet & Griffin, 2006), organisational injustice (Lee, 2022;Skarlicki & Folger, 1997), workplace incivility, and political work environment (Aryee et al., 2004). Cortina, Magley, Williams, and Langhout (2001) assert that although toxic behaviours and incidents in an organisation appear to be relatively minor, such repeated events can affect individual health and well-being more significantly than an isolated significant event. ...
... For detailed literature on organisational justice, the following can be referred(Aryee et al., 2004;Skarlicki & Folger, 1997;Skarlicki & Latham, 1996;Zellars, Tepper, & Duffy, 2002). ...
Organisational healing (OH), as an existing theoretical concept developed by Powley et al., refers to the process of repairing and restoring the social relationships of an organisation after any external trauma. In this study, we aim to expand the nature and application of OH by exploring additional areas of applicability. We examine the critical assumptions in the existing conceptualisation of OH and propose modifications and additions, which help make OH a more robust construct. Finally, we identify the theoretical and managerial implications of this study and discuss future research implications.
Open access article: https://www.sciencedirect.com/science/article/pii/S0970389625000035
... These factors can be classified into three categories: individual, organizational, and environmental. Individual factors include personality traits, psychological ownership, job satisfaction and other individual differences such as levels of intelligence quotient (IQ), emotional intelligence (EQ) and spiritual intelligence SQ etc. Organizational factors include leadership, rigid rules and procedures, and lack of training etc and environmental factors include stressful work environments and lack of psychological safety (Skarlicki & Folger, 1997). Understanding these factors can help organizations identify and address the root causes of counterproductive work behaviors and develop strategies to prevent it. ...
... Unjust organizational events may be perceived as being just by few. These perceptions of injustice are related to theft (Skarlicki & Folger, 1997), retaliatory behavior (Skarlicki, Folger & Tesluk, 1999) withdrawal and other counterproductive work behaviors. ...
Counterproductive work behaviors are intentional and harmful behaviors directed either towards the organization or towards its people. This study attempts to examine the role of two antecedent variables, spiritual intelligence (SQ), and personality based on the Big Five Personality dimensions (extraversion, agreeableness, conscientiousness, neuroticism and openness) in predicting the occurrence of counterproductive work behaviors. Two dimensions of counterproductive work behaviors: rating and self-indulgence were used in this study based on the tool developed by Jain & Singh (2020). A sample of 351 employees working in both public (170) and private (181) sector organizations in India was taken for the purpose of the study. Mean, correlational analysis and multiple hierarchical regressions were carried out to test the hypotheses. Significant results were found for both personality and spiritual intelligence (SQ) in predicting counterproductive work behaviors across both public and private sector organizations. The two antecedent variables significantly improved the model's predictive power, for both public and private sector organizations, though to a lesser extent in the private sector. No difference was found based on gender.
... Interactional justice includes employees' perceptions regarding the supervisor's response. It involves supervisors treating employees with dignity, consideration, relevant attention, and respect (Skarlicki & Folger, 1997). Interactional justice has two dimensions, which are interpersonal and informational justice. ...
... This elucidated that the individual mindset is sensitive to workgroup value structure and the organizational work settings should take the individuality of the employees as a resource for the healthy work environment, rather than converting it into a trigger point for anxiety. Skarlicki and Folger (1997) studied the association between the dimensions of O.J. and retaliatory behavior of employees towards their supervisor and the organization. The triangular interaction among the DPIjds reveal that the decrease in any two can significantly affect the left dimension negatively. ...
This study attempts to give a brief historical overview of organizational justice (O.J.) research in chronological order, identify different dimensions of the O.J. construct, discuss multiple themes of inquiry in O.J., and give insights into current trends and future directions in organizational justice research. The historical review includes the identification of distributive justice from equity theory, procedural justice from court disputes, interactional justice, integration of organizational justice research, and meta-analytic perceptions of organizational justice outcomes. Secondly, distributive, procedural, and interactional justice dimensions (DPIjds) of O.J. constructs are defined. Thirdly, reactive-proactive, content-process, homo economicus, Homo Socialis, and Homo Moralis themes of organizational justice research are discussed. Finally, current trends and future directions of O.J. research are recommended about dimensional-holistic nature and cross-cultural validation of organizational justice.
... Influence of perceived betrayal on retaliatory behaviour-betrayal by a manager or team lead can cause the explicit wish to retaliate, with the employee who felt like the victim of betrayal seeking to punish those who are deemed responsible for the situation (Sheppard, Lewicki and Minton, 1992;Skarlicki and Folger, 1997;Grégoire and Fisher, 2008). Employees who feel mistreated by their organisation are more prone to commit activities against the organisation, such as stealing, as a means of correcting perceived injustices (Hollinger and Clark, 1983;Skarlicki and Folger, 1997). ...
... Influence of perceived betrayal on retaliatory behaviour-betrayal by a manager or team lead can cause the explicit wish to retaliate, with the employee who felt like the victim of betrayal seeking to punish those who are deemed responsible for the situation (Sheppard, Lewicki and Minton, 1992;Skarlicki and Folger, 1997;Grégoire and Fisher, 2008). Employees who feel mistreated by their organisation are more prone to commit activities against the organisation, such as stealing, as a means of correcting perceived injustices (Hollinger and Clark, 1983;Skarlicki and Folger, 1997). However, if employees perceive the betrayal coming from a single person who is in a more powerful position within the organisation, retaliatory behaviour will likely not result in extreme acts such as stealing but rather in covert forms of resistance such as not participating in extra-role behaviour (Homans, 1974). ...
People analytics – algorithmic systems in personnel management – constantly collect and process employee-generated data. This allows the systems to generate actionable insights to support managerial decisions. Thus, People analytics can become a mediator between managers and employees, challenging and redefining their dynamics, relationships, and communication. We conduct an online experiment where participants take the role of employees, performing a real effort task. In manipulated scenarios, rewards for completing the task are either distributed by a team leader without algorithmic support, a team leader with the option of algorithmic support, or a team leader who delegates the process of rewarding employees towards an autonomous system. Our results indicate that the involvement of PA has downstream consequences and induces feelings of unfairness and betrayal, which ultimately increase demands for reparation and general retaliatory behaviour against the manager and the organisation.
... Empirical studies have found that job insecurity is associated with negative outcomes such as decreased organizational commitment and increased withdrawal behaviors, which can indirectly indicate a propensity towards negative customer interactions (Skarlicki and Folger, 1997). Additionally, job insecurity has been linked to emotional strains such as anxiety and frustration (Shoss, 2017), which may exacerbate negative behaviors towards customers as a displaced response to the stress experienced (Fombelle et al., 2020;Harris and Reynolds, 2003). ...
... Items include: "I feel emotionally drained from my work" and "I feel used up at the end of the workday." Fourth, customer-directed deviance was measured through a six-item scale by Skarlicki and Folger (1997). This scale assesses the frequency of employees' negative behaviors towards customers. ...
This research explores the interconnections among job insecurity, emotional exhaustion, Leader-Member Exchange (LMX), and customer-directed deviance, framed by the Conservation of Resources (COR) theory. The study, drawing on data from 312 frontline employees in Korea, utilizes hierarchical regression to analyze these relationships. It was found that job insecurity has a significant and positive correlation with customer-directed deviance. Furthermore, emotional exhaustion plays a pivotal mediating role in this link. The study also discovers that LMX moderates the relationship between job insecurity and emotional exhaustion, as well as the indirect effect of job insecurity on customer-directed deviance, mediated by emotional exhaustion. Specifically, these relationships are less pronounced in instances of high LMX compared to low LMX. The study concludes with a discussion of its theoretical contributions and practical implications.
... Restubog et al. (2015) have observed that despite the fact that deviant behaviour is considered dishonest and unlawful in the workplace, employees still engage in such behaviour. This is because they view it as a means to address perceived inequities, re-establish a sense of fairness and restore balance (Skarlicki and Folger, 1997). The existing body of literature has identified various organizational, situational and individual factors that elicit deviant behaviours in the workplace. ...
... Firstly, the findings of this study contribute to the broader literature on the relationship between organizational injustice and deviant behaviour. Previous research has suggested that perceptions of injustice in the workplace can lead to deviant behaviour as a way of seeking retribution or expressing dissatisfaction (Skarlicki and Folger, 1997). The findings of this study suggest that perceptions of social irresponsibility may operate similarly to perceptions of injustice in that they can lead to negative employee behaviour. ...
Purpose
This study aims to investigate the effects of both internal and external corporate social irresponsibility (CSI) on organizational workplace deviant behaviours (OWDB) by using social cognitive theory. The study also explores the role of moral disengagement as a mediator in this relationship.
Design/methodology/approach
Data was collected from a sample of 321 individuals employed in the textile industry of Pakistan. The study used partial least square-structural equation modelling (PLS-SEM) to estimate the relationships within the model.
Findings
The findings indicate that both internal and external CSI have a positive impact on moral disengagement. Secondly, moral disengagement drives OWDB positively. Thirdly, moral disengagement is a significant mediator that mediates between both internal and external CSI and OWDB positively.
Practical implications
This research offers novel perspectives to organizational leaders, highlighting the significance of addressing CSI in conjunction with sustainability endeavours. It is imperative for business managers to prioritize the morality of their employees.
Originality/value
This study’s novelty lies in its confirmation of the mediating role of moral disengagement in the relationship between internal and external CSI and OWDB.
... A number of researchers in the 1990's came up with measurements in the form of checklists wherein several forms of counterproductive work behaviors were measured by asking the respondents "how often they indulged in them?" Prominent checklists have been by Knorz and Zapf (1996), Skarlicki andFolger (1997), Fox andSpector (1999) and Newman and Baron (1998). ...
Counterproductive work behaviors (CWB) are widespread in Indian organizations. The objective of this study is to construct a culture specific tool (directed towards Indian population) that would not directly question an employee but could still gauge his propensity to indulge in counterproductive work behaviors. This tool is designed to have two dimensions-rating of counterproductive work behavior (CWB Rating) and respondent's propensity to indulge in counterproductive work behavior (CWB Self). Day to day work situations were presented followed by two sets of questions (one for each dimension). The responses were taken on a four point rating scale. Four categories of behaviors were identified from the pool of behaviors, these were lying, production deviance, bullying and aggression based on a pilot study which showed highest prevalence of these behaviors in Indian Organizations. The methodology for tool development process took place in three stages: stage 1, focusing on instrument development, stage 2, focusing on instrument refinement and stage 3, focusing on instrument validation. The sample consisted of 352 employees working both in public and private sector organizations. The age varied from 20 to 60 years. The sample was drawn from organizations based in Delhi. Split half reliability of these scales was found to be .91 and .90 respectively. The results of Confirmatory factor analysis showed that two factor structure had an acceptable fit. The tool justified the objective with which it was constructed.
... This terminology, therefore, includes both overt acts, such as assault and theft and passive acts, such as not following instructions or working incorrectly. Counter-productive behaviours cover all names, such as assaults (Neuman & Baron, 1998;Fox & Spector, 1999), antisocial behaviour (Giacalone & Greenberg, 1997), delinquency (Hogan and Hogan, 1989); deviance (Hollinger, 1986;Robinson & Bennett: 1995), organisational retaliation (Skarlicki & Folger, 1997), revenge (Bies, Tripp, & Kramer, 1997), harassment and bullying at workplace (Knorz & Zapf, 1996). All these behaviours have the common characteristics of harming the organisation by acting directly on its operation or its property and undermining employees' physical integrity to reduce their efficiency. ...
This research aims to show that the perceived working climate increases the counter-productive behaviors of secondary school teachers in Cameroon. Indeed, secondary school teachers increasingly develop counter-productive behaviours (aggression at work, slow work, lateness at work, absenteeism) to the detriment of respect for ethics, professional conduct and the obligation to personally ensure the public service entrusted to them. The general hypothesis is as follows: the working climate increases the counter-productive behaviors of teachers. The data collection method is the survey, and the tool is the questionnaire in the form of a measurement scale. The simple random sampling yielded a sample of 151 participants. The instrument for measuring perceived working climate is Parker & al. (2003), which is an adaptation in French of the James and Jones scale (1974); the scale of counter-productive behaviours is that of Aubé & al (2009). The results are as follows: HR1 (β= -.44; p=.00); HR2 (β=.55; p=.00); HR3 (β= -.40; p=.00); HR4 (β= -.44; p=.00); HR5 (β= -.10; p=.35). These results show that our research hypothesis are statistically significant and that HR1 ; HR3; HR4; HR5 are rejected while HR2 is confirmed. the general hypothesis is significant P<.005 for most research hypotheses; this same general hypothesis is not validated. The perceived working climate does not increase the counter-productive behaviors of secondary school teachers in Cameroon.
... A retaliação organizacional pode ser entendida como um subconjunto dos comportamentos negativos que acontecem com o objetivo de punir a organização ou seus representantes, em resposta às injustiças percebidas Folger, 1997). Fonte: Baseado no referencial conceitual da pesquisa. ...
A presente pesquisa teve como objetivo investigar as vivências de prazer, sofrimento e retaliação no trabalho dos servidores públicos da Universidade Federal do Vale do São Francisco (UNIVASF). Para tanto, foi conduzida uma investigação de natureza descritiva com abordagem qualitativa, nos moldes de estudo de caso. A coleta de dados foi feita por meio de 15 entrevistas semiestruturadas, e os dados foram tratados procedendo-se a análise de conteúdo. Evidenciou-se a presença equivalente de vivências de prazer e sofrimento laboral dos servidores, sendo o prazer experienciado por meio do sentimento de utilidade, de reconhecimento e orgulho pelo que se faz, já os relatos de sofrimento estão relacionados a sobrecarga de trabalho e as questões políticas que interferem no processo laboral. Em relação a retaliação a maioria dos servidores relataram que já pensaram em retaliar e apenas um afirmou que já retaliou a organização. As conclusões contribuem para as instituições atentarem-se aos fatores gerados de bem-estar e prazer a fim de maximizá-los e dos fatores de sofrimento e mal-estar buscando minimizá-los, objetivando a criação de um ambiente de trabalho adequado, equitativo e saudável.
... Employees' perceptions of injustice in the workplace are associated with negative reactions such as retaliation, aggression, sabotage, and other forms of counterproductive work behavior (e.g. Greenberg, 1990;Skarlicki & Folger, 1997;Aquino & Lamertz, 2004;Robinson & Bennett, 1995). Some studies suggest that this relationship exists with outsiders as well. ...
... The devaluation due to abusive supervision puts the employee in the worthless position that becomes very challenging for the employee Shoss et al., 2013).A plethora of research shows that abusive supervision results in unfavorable employee outcomes (Tepper, Duffy, Henle & Lambert, 2006;Lian, Ferris & Brown, 2012;Tepper, 2000;Tepper et al., 2009). It has been proven that such mistreatment forces the employees to respond negatively towards the organization (Amdrose, Seabright & Schminke, 2002;Mitchell & Ambrose, 2007;Skarlicki & Folger, 1997). Abusive supervision shows alarming consequences for both organization and their employees (Aryee, Chen, Sun & Debrah, 2007;Thau & Mitchell, 2010) like anxiety, dwindling self-esteem and job performance (Ashforth, 1997), decreasing job satisfaction and organizational citizenship behavior (Tepper, 2007), lowering commitment level and increasing psychological distress (Tepper, 2000), breach of psychological contract (Ahmed & Muchiri, 2014) and displaying deviant work behaviors (Restubog, Scott, & Zagenczyk, 2011). ...
Aim of the Study: This research analyzes the impact of abusive supervision on breach of psychological contract and knowledge hiding behavior with the moderating role of spirituality of employees working in project-based organizations. Methodology: Project based organizations are selected as employees are hired based on the required projects till completion of projects. It is pertinent to study that how they face abusive supervision and in the result of this they develop knowledge hiding behavior. Self-administered questionnaires were distributed to 200 employees of project-based organizations, however, 189 individual responded. Findings: The result shows that abusive supervision positively impacts the breach of psychological contract and knowledge hiding behavior. The results also reveals that individual spirituality reduce the impact of BPC on knowledge hiding behavior. Conclusion: The study depicted that the abusive supervision impact the knowledge hiding behavior among the employees, therefore, strategies should be design at organizational level in order to overcome such issues in such organizations which requires timely completion of projects.
... A leader's behavior always influences the teamwork climate either positively or negatively. If leaders are engaged in unethical behavior, it will foster the teams to engage in CWB for direct retaliation towards their leader (Ambrose et al., 2013;Skarlicki & Folger, 1997) or to display aggression toward team members in the organization (Mitchell & Ambrose, 2007). Therefore, it becomes clear how a leader's unethical behavior transfers in teams and affects overall organizational consequences by supporting this mediating logic with a strong focus on social learning theory. ...
Our study provides answer to the research question of how leader unethical pro-organizational behavior foster an unethical climate in teams. Based on the principle learning perspective of social learning theory, this study investigates an indirect association between leader unethical pro-organizational behavior and team-level unethical climate, sequentially mediated through team commitment to leader and team counterproductive work behavior. This is a multi-wave and multisource study with data collected from 170 leaders and 524 subordinate team-members, empirically supporting the theoretical model. Findings suggest that leader UPB indirectly predicts an unethical climate in teams with full mediation of team commitment to leader and team counterproductive work behavior. This study discussed the theoretical and practical implications as well as future research avenues.
... Secondly, favoring one employee might hurt all team members' motivation. Perceived inequalities have been shown to motivate people to act against their self-interest to eliminate the inequality (Camerer 2003), sometimes including actions to retaliate (Skarlicki and Folger 1997). It further undermines their trust in the system due to a perceived unfairness. ...
While our understanding of fairness in machine learning has significantly progressed, our understanding of fairness in reinforcement learning (RL) remains nascent. Most of the attention has been on fairness in one-shot classification tasks; however, real-world, RL-enabled systems (e.g., autonomous vehicles) are much more complicated in that agents operate in dynamic environments over a long period of time. To ensure the responsible development and deployment of these systems, we must better understand fairness in RL. In this paper, we survey the literature to provide the most up-to-date snapshot of the frontiers of fairness in RL. We start by reviewing where fairness considerations can arise in RL, then discuss the various definitions of fairness in RL that have been put forth thus far. We continue to highlight the methodologies researchers used to implement fairness in single- and multi-agent RL systems and showcase the distinct application domains that fair RL has been investigated in. Finally, we critically examine gaps in the literature, such as understanding fairness in the context of RLHF, that still need to be addressed in future work to truly operationalize fair RL in real-world systems.
... When outcomes are biased, however, the nature of the association between equality belief and outcome perceptions may differ from that of general attitudes toward AI. This is because the violation of equality could challenge the common heuristic that machines are unbiased and objective (Sundar, 2008), and biased machine decisions could also make people doubtful about decision-making procedures and agencies (Lee, 2018;Skarlicki & Folger, 1997). ...
This study investigates how personal differences (digital self-efficacy, technical knowledge, belief in equality, political ideology) and demographic factors (age, education, and income) are associated with perceptions of artificial intelligence (AI) outcomes exhibiting gender and racial bias and with general attitudes towards AI. Analyses of a large-scale experiment dataset (N = 1,206) indicate that digital self-efficacy and technical knowledge are positively associated with attitudes toward AI, while liberal ideologies are negatively associated with outcome trust, higher negative emotion, and greater skepticism. Furthermore, age and income are closely connected to cognitive gaps in understanding discriminatory AI outcomes. These findings highlight the importance of promoting digital literacy skills and enhancing digital self-efficacy to maintain trust in AI and beliefs in AI usefulness and safety. The findings also suggest that the disparities in understanding problematic AI outcomes may be aligned with economic inequalities and generational gaps in society. Overall, this study sheds light on the socio-technological system in which complex interactions occur between social hierarchies, divisions, and machines that reflect and exacerbate the disparities.
... Based on Skarlicki & Folger (1997), when employees perceived injustice from the upper level, the employee may attempt to act in withdrawal and resistance behaviors. Due to the injustice, procedural malpractice, the employee might not get fair treatment in the workplace. ...
... A negative perception of organizational justice causes negative emotions, which in turn motivate counterproductive work behaviors. For instance, Fox and Spector (1999) suggested that poor manners can be conceptualized as a source of stress which contributes to strain or dissatisfaction and eventually fosters counterproductive work behavior (Fox, Spector, and Miles (2001); Skarlicki and Folger (1997); Spector (1975); Spector and Fox (2002); Storms and ). In addition, the value hypothesis posits that an unfavorable emotion such as disappointment recognition may prompt employees to alter their behavior, either by reducing their commitments or increasing their rewards rapidly, which are both examples of counterproductive work behavior (Flaherty and Greenery, 2007). ...
In light of the fact that unproductive workplace behavior can have a significant negative effect on an organization, it is essential to do research on the factors that play a role in the emergence of unproductive workplace behavior in an organization. The work locus of control, organizational limits, and organizational equality have all been suggested as important factors in the development of counterproductive work behavior by a few previous studies and results based on observations made in the workplace. As a result, this line of research directs us to investigate the influence of those three characteristics on counterproductive behavior in the workplace. This goal will be accomplished by the use of multiple regression investigations, which will be used in the research. The results of a survey using a Likert scale have been analyzed here as part of this study. The key information was collected from 200 individuals who were representatives of the Directorate General of Taxation and came from a variety of work roles, locations, and organizational units. This was calculated by using a non probability sampling combined with the purposive technique. The findings of the hypotheses test have revealed that work locus of control, organizational limits, and organizational justice have a significant impact on counterproductive work behavior both partially and simultaneously. The measurement expressive also shows that the Directorate General of Taxes has a direct inner locus of control, lower organizational constraint discernment, and better organizational justice discernment. It is suggested that Directorate General of Taxes should further improve its internal control in order to complement the employees' self-discipline, maintain its organizational limitations, and ensure that organizational equality is maintained at an appropriate level.
... First; person-related bullying which has associated with dismissing, negative, ostracizing, insulting, and ignoring behaviors about a person: Second; work-related bullying, which is usually linked with an unreasonable deadline, workload, and demands: Finally; physical intimidating type of bullying, it refers to threat and physical violence at the workplace (Meriläinen, Kõiv & Honkanen, 2019). The study of Pierce and Snyder (2018) has explained the effects of workplace bullying with wide range organizational environment and employees behaviors such as: Frustration, torment, pressure, intimidates, frightens of one person to another, Harassment (Brodsky, 1976); violent and physical threat directed towards employees at work (Jenkins, 1996); hurt of colleagues by detrimental or destructive acts (Spector & Fox, 2002); counterproductive acts i.e. sabotage, alcohol abuse, insubordination and assaultive actions (Hogan & Hogan, 1989); Antisocial behavior (Giacalone & Greenberg, 1997); intentionally harm the employees, stakeholders and organization (Baron & Neuman, 1996); Workplace aggression (Geddes & Baron, 1997) ; acts done by collectively or individually to lower the quality of work and services (O'Leary-Kelly et al., 1996); destructive behaviors and attempted injuries to the organizational retaliation behaviors (Skarlicki & Folger, 1997); adverse actions on the perceptions of unfairness, employee deviance (Hollinger & Clark, 1979); norms of violations, negative organizational implications and damages social relations of the organization (Puffer, 1987). Conservation of resources theory (COR) sees the combined effects of workplace bullying and stressful environment on employees' voice behaviors. ...
This research has emphasized on the effects of perceived narcissistic supervision and workplace bullying on employee's silence. It also investigates the role of psychological contract violation as a mediating variable among workplace bullying, perceived narcissistic supervision, and employee silence. Data of 395 employees who are working in the Banking and Telecom-munication sector has been tested by Using SMART PLS 3.2.2 Software to assess a mediation model. The results of the study support to our hypothesis. The obtained results show the direct positve relation of perceived narcissistic supervision and workplace bullying with employee silence. These further elaborate the significant positive mediation relation of psychological contract violations among all above mentioned variables. Drawing upon the fairness heuristic theory and conservation of resources theory, the current study added in the literature that psychological contract violation and employee silence have been characterized by stressful working conditions .i.e. perceived narcissistic supervision and workplace bullying. Practical implications and recommendations for future studies for researchers are discussed.
... Five of the 16 items from Skarlicki and Folger's (1997) retaliation scale were chosen based on their broad applicability to numerous types of jobs and, most importantly, their appropriateness for the context of this study. Acknowledging that the COVID-19 pandemic had imposed a change in many employees' working conditions (e.g., working from home) as well as increased the fear of unemployment, we decided that it would be preferable to focus on more subtle and covert forms of retaliation that were directed towards the organization. ...
Despite the prevalence and cost of employee retaliation, little is known about who is more likely to retaliate or what affects its likelihood. The purpose of this research is to examine how retaliation might differ among increasing numbers of “stuck” employees who would like to leave their employers but cannot. This is important, given the differing nature of their employment relationship. We apply social exchange theory to examine whether the relationship between a business decision compromising employee safety for business interests and employee retaliation intentions is mediated by general organizational support perceptions. We also examine whether the relationship between organizational support perceptions and retaliation intentions is moderated by preexisting turnover intentions and perceived ease of leaving. A survey of 327 working adults in the United States was used and respondents were assigned to one of three vignette conditions within a three-cell experiment that manipulated employer behavior. Respondents then completed scales assessing perceived organizational support and retaliation intentions. Path analytic and bootstrapping analyses support the proposed model. The relationship between organizational support perceptions and retaliation intentions was negative except for stuck employees, for whom the relationship was positive. Consistent with social exchange theory, after an employer makes a decision that compromises employee safety, general organizational support perceptions reflecting a more positive ongoing exchange relationship can reduce retaliation intentions, but not among stuck employees. This work contributes to the social exchange, organizational support, and employee retaliation literatures by offering a nuanced understanding of the relationship between organizational support perceptions and retaliation intentions.
... According to Cardy and Dobbins (1994), an appraisal system is likely to be unsuccessful if it is plagued by sentiments of discontent, procedural unfairness, and inequitable evaluations. According to Skarlicki and Folger (1997), the assessment process has the potential to generate significant levels of unhappiness among employees if they perceive the system to be biased, politically motivated, or lacking relevance. According to Holbrook (2002), performance appraisal (PA) plays a crucial role in establishing performance objectives, addressing performance-related challenges, and managing the allocation of awards, disciplinary actions, and terminations. ...
This study seeks to examine the organizational factors that impact the perceived organizational justice of employees
in private companies in Myanmar. Additionally, it aims to explore how the leader-member exchange relationship
and organizational support mediate the relationship between organizational justice and employee behavior. The
study is conducted with a group of 550 employees that work in private enterprises in Myanmar. Quantitative data
can be analyzed using both descriptive and inferential statistics, such as multiple linear regression and the Hayes
Process Macro for mediation analysis. This study examined the impact of organizational practices, such as
empowerment and involvement, compensation and rewards, performance appraisal, consistency, conflict
management, and power distance on perceptions of organizational justice (specifically distributive, procedural, and
interactional justice) Additionally, this study investigates the impact of organizational justice on employee
behavior. This study also investigates the role of leader-member exchange connection and organizational support in
mediating the relationship between organizational justice and organizational citizenship behavior. As a result of
correlation analysis, organizational characteristics are strongly and significantly correlated with organizational
justice. Then distributive justice, procedural justice, interactional justice, leader member exchange relationship,
organizational support, and organizational justice are directly correlated, but their association is weak. The study's
findings indicate that empowerment, rewards, and consistency have a significant and favorable impact on
distributive justice. Distributive justice has a detrimental impact on power distance. Procedural fairness has a
favorable and significant impact on empowerment, performance rating, and consistency. The impact of
performance appraisal and conflict management on interpersonal justice is both positive and significant.
Informational justice has a favorable and considerable impact on conflict management and consistency. The results
of the study showed that empowerment, remuneration and incentive, performance appraisal, conflict management,
and consistency were important factors that predicted overall organizational justice. Nevertheless, power distance
was not identified as a decisive element in determining organizational fairness. The findings of this study indicate
that organizational justice has a statistically significant and favorable impact on employee behaviors, namely in-role
behavior, organizational citizenship conduct towards individuals, and organizational citizenship behavior towards
the corporation. Nevertheless, the coefficient of the regression analysis for these behaviors was determined to be
insignificant. This study revealed that the association between organizational justice and organizational citizenship
behavior is partially mediated by leader-member exchange relationship and organizational support. The study
provides a valuable and original contribution to the existing literature by demonstrating the factors that lead to
organizational justice. It also explores the role of leader-member exchange relationship and organizational support
in mediating the relationship between organizational justice and organizational citizenship behavior.
... Ethical behaviour and the prevailing system of employment relations in any work organizations is very crucial for general development, the production of goods and services, both for domestic consumption and international trade or exchange, creation of national wealth, the attainment of political stability and the inclusive benefits of sustainable human developments (Skarlicki & Folger, 1997). Work ethics can simply be referred to as a set of principles relating to morals, especially as they apply to human conduct. ...
... If employees feel that practices or principles of the organization need to be better or such practices create hurdles to attaining their goals, organizational obstruction occurs. Social exchange, reciprocity norms, and human-like attitude traits when working collectively then be a reason to generate different types of behavior, one of them being revengeful behavior [97] disobedience at the organization [98], and workplace deviance [99]. According to the social exchange relationship theory of reciprocal attitude, when employees perceive obstruction as adverse treatment and then in harmful reciprocity norms like "eye to eye," suggests that employees will respond negatively when they will have adverse treatment from the organization [78], further, he said they do not need to harm or hinder the organization in its attainment of goals, employees may respond by other means like having the belief that organization has lost its integrity, trust. ...
Workplace harassment is the most disliked behavior; it is about entering others' private space. It has dangerous consequences if the organizations do not control it. Perceived Incivility is a low-intensity deviant behavior that tends to apply damaging behavior; it may cause a wide range of mistreatment. This study investigates the effect of workplace harassment on organizational Cynicism in Pakistan, with the mediation of perceived Incivility and the moderating role of perceived organizational obstruction. Based on a sample of research students from various fields and institution types, the analysis supports the hypothesis that workplace harassment is positively related to perceived Incivility and organizational Cynicism.
Furthermore, perceived Incivility is positively related to organizational cynicism and may mediate the relationship between workplace harassment and organizational cynicism. However, contrary to expectations, perceived organizational obstruction appears to weaken rather than strengthen the relationship between perceived Incivility and organizational cynicism. The findings have important implications for understanding the complex interplay between workplace harassment, Incivility, organizational obstruction, and Cynicism and for developing interventions to mitigate the negative impact of harassment on employees and organizations.
... In addition, procedural justice is visualized when procedures and criteria are transparent, adjustable, correctable, impartial, representative, nondiscriminatory and follow specified contractual norms (Luo, 2007). As highlighted in this subsection, procedural justice focuses on the formal aspect of the exchange process (Skarlicki & Folger, 1997). In the next subsection, interactional justice will be presented, which emphasizes the social aspect of the process. ...
Objective: Cooperative organizations have unique characteristics in their processes and control structures. Given the nature of the relationships that permeate them, justice has stood out as the basis of these relationships, given that the organizations involved seek justice when comparing the rewards and costs involved in interactions. The objective of this essay is to present a theoretical model that makes it possible to explain the links between the governance package (PGov) and the cooperative members' perception of justice and how both reflect on the relational performance of cooperative organizations. Method: This study adopts the theoretical essay method, and assumes the epistemological dimension of structuralism, which generally seeks to explore the structure of the phenomenon and, through its essence, determine its determinant links and interrelationships (Triviños, 1997). Originality/Relevance: Despite advances in understanding the role of control and governance in interorganizational relationships (Ding, Dekker, & Groot, 2013), studies that consider the perspective of justice are still scarce (Dhaundiyal & Coughlan, 2020; Su, Zhang and Guo (2020), and who strive to understand the impacts of these links on performance, which is a differential of the model presented in this essay. Results: This study proposes a model for analyzing the links between the PGov, Organizational Justice and its effects on relational performance. To do so, it was based on the governance and management control structures defended by van der Meer-Kooistra and Scapens (2008), in organizational justice, outlined in its three aspects: distributive justice, procedural justice and interactional justice, addressed by Luo (2007), as well as the notions of relational performance adopted by Su et al. (2020). Theoretical/methodological/practical contributions: The application of the model can bring practical contributions, specifically for the review of the cooperative's PGov and the governance structures to be reformulated (or not), in order to reinforce the justice perceived by the cooperative members. In this way, it is believed that the use of the model will enable the ideal channels of justice to be identified, enhancing the reach of the governance structure and the achievement of the objectives of cooperative organizations.
... Murphy and Cleveland (1995) suggested that employee reaction to appraisals is a class of neglected criteria that should be considered in evaluating the success of a system. Skarlicki and Folger (1997) suggested that the appraisal process can become a source of extreme dissatisfaction when employees believe the system is biased, political, or irrelevant. Ridgeway, 1991;Ridgeway & Balkwell, 1997;Webster & Hysom, (1998) stated that employees would react more favorably to performance evaluations from "high status" management groups, including males, Whites, and native English-speakers. ...
Insurance sector competes by innovating and developing the core competencies of their human resources. The human resource system can be made effective by having a valid appraisal system that also acts as a true motivator. In order to ensure that the right number of staff with the right capacities is available at the right time and for the right places, appraisal is one of the key factors of organizational ability which is the focus of this study. The purpose of the paper is to know the impact of performance appraisal on the reward, motivation, job satisfaction, superior- subordinate relationship which will finally lead to customer satisfaction and better performance by the insurance sector. As we know that performance appraisal is one of the most widely used methods for measuring the value of employee performance. The success of performance appraisal depends on how effectively it is implemented. It also depends on how well the employees have understood the performance appraisal system and how positively they are oriented towards their system.
... Fairness is a multifaceted concept that can be defined as providing identical discrimination-free treatment to all subjects [56]. Understanding perceptions of fairness can be complex, thus previous research in organizational psychology has defined four types of fairness perception [23,56,74]. Those are (1) procedural fairness, referring to fairness of the decision-making process, (2) interpersonal fairness, which refers to treatment received as the decision being made, (3) distributive fairness, determined as fairness of the decision outcome, and (4) informational fairness, defined as explanations and justification delivered to subjects about of the decision made. ...
The integration of Artificial Intelligence into decision-making processes within public administration extends to AI-systems that exercise administrative discretion. This raises fairness concerns among citizens, possibly leading to AI-systems abandonment. Uncertainty persists regarding explanation elements impacting citizens’ perception of fairness and technology adoption level. In a video-vignette online-survey (N=847), we investigated the impact of explanation levels on citizens’ perceptions of informational fairness, distributive fairness, and system adoption level. We enhanced explanations in three stages: none, factor explanations, culminating in factor importance explanations. We found that more detailed explanations improved informational and distributive fairness perceptions, but did not affect citizens’ willingness to reuse the system. Interestingly, citizens with higher AI-literacy expressed greater willingness to adopt the system, regardless of the explanation levels. Qualitative findings revealed that greater human involvement and appeal mechanisms could positively influence citizens’ perceptions. Our findings highlight the importance of citizen-centered design of AI-based decision-making in public administration.
... From this proposal the panel of experts had a two hour in person debate on the constructs and items. Previous studies recommend a combination of professional (Skarlicki & Folger, 1997) and academic experts (Sireci, 1998) for the preliminary phases of empirical research to ensure content validity (Bobko, Roth & Buster, 2007;Qureshi et al., 2023). Finally, the proposal used to formulate the survey can be seen in Table 2, which shows the constructs, the items and the main references they are based on. ...
... The main thing related to interactional justice is the notion that an important aspect of justice when people interact with the power holders is respect and such respect is a reflection of social sensitivity to authority (Skarlicki & Folger, 1997). However, it is also unfair if interactional justice is limited only to the vertical relationship between supervisors and subordinates or members of social groups. ...
The purpose of this study was to uncover the effect of organizational justice (procedural justice, distributive justice, and interactional justice) on the work motivation of BAPENDA employees in Banten and Central Java Provinces. The data were collected using a survey with a purposive sampling technique. The sample size of the study was 587 persons, which involved 200 civil servants at Central Java Province BAPENDA and 387 civil servants at Banten Province BAPENDA. The data were analyzed using multigroup Structural Equation Modeling (SEM). The results of the study showed that organizational justice (distributive, procedural, and interactional justices) can explain and predict the work motivation in the cultural group background of Banten and Central Java. The involvement of the two different cultural groups in this study indicated that the analysis supports the high model fit. In other words, the psychometric properties of the model measurements was not disturbed by the group presence, aka disturbed by the deceptive response.
... As an intermediate step between the enactment of organisational procedure and the decision, interpersonal concerns may be more salient to individuals when they form judgments of fairness than either the outcome or the structural characteristics of the procedure. Although supervisors are often considered to be the source of interactional injustice, as they can determine the quality of interpersonal treatment (Cropanzano et al., 2002), employees who feel unfairly treated by their supervisors do not always take hostile actions against them due to potential sanction (Skarlicki & Folger, 1997). ...
The seeming injustice in the focused firms regarding employee reward and interaction amongst employees propelled the researcher to conduct this study, whose broad objective was to ascertain the nature of the relationship between Organizational Justice and Employee Performance in selected plastic firms in Delta State. The study was anchored on Social Exchange Theory (SET). The study population was 243, consisting of employees of the selected firms, and Taro Yamane's formula was used to determine the sample size of 151. Pearson's Product Moment Correlation Coefficient and Regression Analysis were employed to test the three hypotheses. The findings revealed that interactional justice had a significant positive (0.975) relationship with job satisfaction. Following this revelation, the study concluded that the performance of the employees will improve with improved fairness in the processes and procedures leading to reward. It recommended, among other things, that organisations embrace justice in all its ramifications when rewarding employees for their contributions to bring about committed employees.
... IJ is related to the quality of interpersonal treatment provided by decision-makers (Cropanzano et al., 2002), and it can be ensured by treating employees in the organisation with dignity (Baron, 1993;Bies and Moag, 1986;Greenberg, 1993), providing the rationale for decisions, paying attention to employee concerns and addressing employee issues with empathy (Skarlicki and Folger, 1997). The absence of IJ might lead to counterproductive behaviours in organisations such as theft, workplace aggression, or retaliation. ...
Purpose
Drawing from the conservation of resources theory and organisational justice theory, this study examined the direct and indirect (via career resilience) effects of organisational career growth on work engagement. We further examined the boundary condition of procedure justice in the relationship between organisational career growth, career resilience and work engagement.
Design/methodology/approach
We employed time-lagged data collected in three waves from 431 employees working in the public health sector. Hierarchical regression analysis and Hayes Process Macro were used to test the study hypotheses.
Findings
The findings revealed that organisational career growth has a significant positive direct and indirect influence on work engagement in the presence of career resilience. Also, the boundary condition of procedural justice was significant for employees who perceived procedural justice to be high as opposed to low.
Practical implications
Organisational career growth has a positive influence on employee work engagement. Therefore, public health organisations need to prioritise employee career growth by creating an enabling environment that will help employees' career prospects and mitigate employees’ perception of low procedural justice.
Originality/value
The originality of this study is in empirically establishing career resilience as an underlying mechanism in the relationship between organisational career growth and work engagement while considering the interactive effect of procedural justice. Additionally, the originality of this paper is demonstrated by empirically establishing that a perceived high level of procedural justice helps healthcare employees improve their work engagement, thus deepening our understanding of work engagement amongst health professionals.
Committed employees are the most precious asset for the success of banks. Performance appraisal plays a key role in developing commitment among the banks’ employees. Thus, the main purpose of this study is to analyze the employees’ perception towards the performance appraisal and to explore the impact of performance appraisal on organizational commitment. A pre-structured questionnaire is used to gather primary data from the study population, which consists of randomly chosen respondents from 12 (twelve) private commercial banks in Bangladesh. The study uses both descriptive and inferential statistics to analyze two variables: performance appraisal and organizational commitment. Reliability Coefficient (Cronbach’s Alpha) of each variable was greater than or equal to 0.6, indicating that the result was accepted. The mean score result of perception towards performance appraisal was M=3.69, SD = 0.647, which indicates that the level of perception of employees towards performance appraisal practice is moderate. It implies a favorable attitude towards the performance appraisal system among banking sector personnel. With the aid of regression analysis, the impact of performance appraisal on organizational commitment was determined. The result of regression analysis showed that F value for the ANOVA of performance appraisal and organizational commitment was F= 72.766; p=.000<.05. The findings of this study support the hypothesis H1, which states that performance appraisal has a positive effect on organizational commitment. It also signifies that organizational commitment among private commercial bank employees in Bangladesh were significantly influenced by performance appraisal practices. The study concludes with the discovery that fair perception towards performance appraisal system strengthens the employees’ organizational commitment which is in turn able to ensure success of the bank.
The rapid advancements
in artificial intelligence (AI) have
significantly reshaped the
entrepreneurial and innovation
landscape, requiring graduates
to possess a balanced set of
hard and soft skills to thrive in
this evolving environment. This
study focuses on identifying
and categorizing the essential
hard and soft skills that National
University graduates need to
excel at as entrepreneurs and
innovators in the AI era.
Additionally, it provides
strategies for fostering these
skills through practical
educational approaches.
A quantitative cross-sectional
survey design was utilized,
engaging 215 participants,
including current National
University students (34%),
educators and faculty members
(28%), successful entrepreneurs
and innovators (20%), and
industry professionals (18%).
The data reveal that technical
proficiency in AI and data
analysis (65.1%) is considered
the most critical hard skill,
followed by market research
(20.9%) and business acumen
(9.3%). Creativity and
innovation (55.6%) emerged as
the top soft skills, along with
communication and teamwork
(25.8%) and resilience and
adaptability (15.6%).
Practical hands-on projects and
internships (73.5%) were
identified as the most effective
strategies for developing hard
skills, while team-based projects
(59.1%) were seen as the most successful method for fostering
soft skills. The findings suggest
that National University
graduates need a holistic skill
set combining AI-driven
technical capabilities with
interpersonal skills to succeed in
entrepreneurship and
innovation. This research
contributes to the ongoing
discussion on skill development
in the AI era by emphasizing the
importance of experiential
learning and collaboration in
educational settings. It offers a
comprehensive framework for
institutions to better prepare
graduates for the challenges of
the modern workforce.
The purpose of this study was to examine the impact of interpersonal justice perceptions on employee engagement in the three factors of time banditry (classical, technology, and social). In addition, the moderating role of work ethic on the interpersonal justice to time banditry relationship was investigated. Social exchange theory was used to explain why employees might engage in time banditry activities as a result of their interpersonal justice perceptions. A Qualtrics panel was used to collect data via a self-report survey questionnaire using established scales. The sample consisted of 172 individuals employed full-time in hourly paid positions across various industries. An empirical analysis was performed using SPSS Process. Findings of this study confirm the previously proposed negative relationship between interpersonal justice and the three individual factors of time banditry. However, work ethic was only found to moderate the interpersonal justice to classical time banditry relationship. Based on these results, this study suggests that organizations should consider investing in new policy development and/or supervisor training programs on topics such as civility training or conflict resolution to try and prevent and/or manage employee perceptions of interpersonal justice. Additionally, we discuss theoretical and practical implications, limitations, and suggest potential future research.
Managing people from different cultural background is increasingly very complex in a complex workplace like oil servicing companies.it is this reason this paper examines the relationship between restoration deviant behavior and organizational performance in the oil and gas sector. The study adopted a cross sectional design, structured questionnaire and personal interview. Validity and reliability (0.842 and above) tests were assured. Responses were obtained from Managers of selected Oil and Gas companies in Rivers State. The study population is 157, and sample size of 113. Purposive, simple random, systematic and stratified sampling techniques were variously employed to select the respondents. After data cleaning, 93 copies of questionnaire were found fit for use in the analysis. 3 hypotheses were posited and tested. Descriptive and inferential statistics were employed, and Pearson Product Moment Correlation technique was used, at 0.01 level of significance, with the aid of SPSS Our findings revealed that there is a negative relationship between the entire dimension restoration deviant and the measures organizational performance in the Nigerian oil and gas industry. The study specifically revealed that there is a negative association between restoration deviant behavior and organizational performance.
Kelloway, Loughlin, Barling ve Nault (2002) tarafından geliştirilen Üretkenlik Karşıtı İş Davranışları Ölçeği’nin Türkçe uyarlamasının yapılması amaçlanan bu çalışma iki farklı örneklemden veri toplanarak gerçekleştirilmiştir. Bu kapsamda 421 öğretmenden veri toplanarak gerçekleştirilen birinci araştırmada açıklayıcı faktör analizi yapılarak ölçeğin faktör yapısı ortaya konulmuştur. Ayrıca ölçeğin iç tutarlılığını tespit etmek üzere madde analizi ve iç tutarlılık katsayısı hesaplanmış ve doğrulayıcı faktör analizi ile faktör yapısı test edilmiştir. İkinci çalışmada 502 özel sektör çalışanından veri toplanmış ve olumlu iş davranışları, iş tatmini ve örgütsel vatandaşlık davranışları ölçekleri kullanılarak ölçeğin ayrışma, birleşme ve ölçüt bağımlı geçerlilikleri belirlenmiştir. Çalışmada kullanılan Üretkenlik Karşıtı İş Davranışları Ölçeği’nin iç tutarlılığı Cronbach Alfa katsayısı kullanılarak hesaplanmış ve 0,95 bulunmuştur. Yapılan açıklayıcı ve doğrulayıcı faktör analizleri sonucunda elde edilen bulgular Üretkenlik Karşıtı İş Davranışları Ölçeği’nin Türkçe çalışmalarda kullanmak üzere güvenilir ve geçerli olduğu ortaya konulmuştur (χ2=51,02; df=35; χ2/df=1,46; TLI=0.99; CFI=0,99; RMSEA=0,033).
Purpose
Despite the evident link between digitalisation and sustainability, many organisations have these two strategies operating on a parallel basis and not in a coordinated manner. Hence the objective of this work, which consists of proposing a model to analyse the connection existing between both strategies within the business environment, additionally relating them to innovation and Corporate Social Responsibility (CSR).
Design/methodology/approach
With that aim, the results of a survey answered by 98 managers of Spanish enterprises are examined using the PLS software, especially suited for the study of structural equations like the one put forward in this paper.
Findings
The conclusions drawn suggest that the most innovative firms are indeed the ones that invest to a greater extent in digitalisation and sustainability. It was also possible for us to verify that digitalisation exerts a positive influence on sustainability and that both the latter and digitalisation directly relate to CSR strategies. However, innovation as such does not constitute a requirement for CSR; instead, these Social Responsibility actions will take place when innovations rely on digitalisation and sustainability strategies.
Originality/value
Until now, most studies have addressed digitalisation and sustainability independently, with contradictory theoretical approaches in the literature about these two topics and a paucity of empirical results about the link between digitalisation and sustainability. The present study clarifies the relationships between sustainability and digitalisation, also relating them to innovation and CSR in the business environment.
Amid the growing prominence of Environmental, Social, and Governance (ESG) factors in corporate strategy, this dissertation investigates how ESG can act as a strategic capability within organizations. By examining its influence on corporate valuation, internal stakeholder relationships, and post-acquisition performance, the research provides insights into how ESG performance can enhance value creation and create competitive advantage. The work presents an introductory theoretical framework followed by three empirical studies.
The first study examines the relationship between corporate environmental performance and acquisition premia through the lens of the Resource-Based View (RBV) of the firm, proposing an inverted U-shaped relationship resulting from the balance between value-adding and value-reducing drivers. It advances the RBV by introducing a dynamic resource valuation perspective, highlighting the critical role of the acquirer-target relationship in valuing resources and capabilities. Based on an analysis of 100 global acquisition announcements between 2010 and 2019, the study confirms that optimal environmental engagement maximizes acquisition premia, moderated by the acquirer's environmental performance.
The second study investigates the impact of ESG performance levels and changes over time on employee satisfaction within S&P 500 corporations. Based on Glassdoor.com employee reviews from 2009 to 2017 and natural language processing techniques, the findings reveal that the level of ESG performance (i.e., ESG Tilt) positively correlates with employee satisfaction, mediated by perceptions of organizational justice. Taking a dynamic perspective, changes over time (i.e., ESG Momentum) show indicators of a positive impact on employee satisfaction, mediated by employee expectancy. This study contributes to a more refined understanding of the relationship between ESG and employees by taking both a static and dynamic perspective, mediating factors and by a novel operationalization of organizational justice perceptions and employee expectancy through NLP analysis.
The third study examines how differences in ESG performance between acquirers and targets affect post-acquisition ESG progress and financial outcomes. Using dynamic capability and resource-based view (RBV) theories, it analyzes 117 global acquisitions from 2009 to 2019. The results show that acquiring a target with weaker ESG performance slows the acquirer’s ESG progress due to a reallocation of capabilities and resources, while a target with stronger ESG performance accelerates it. Stakeholder engagement by the acquirer moderates these effects. The study also finds that ESG rating differences impact buy-and-hold abnormal stock returns (BHAR), mediated by changes in the acquirer’s ESG score post-transaction. This work develops a synthesis of dynamic capabilities and resource integration, illustrating a bidirectional mechanism that influences the acquirer's ESG advancements, and underscores the importance of stakeholder engagement in moderating post-acquisition performance.
Collectively, this dissertation enhances the understanding of ESG as a strategic capability that can create competitive advantages through operational, strategic, and financial outcomes. It highlights the importance of integrating sustainability into core business functions, particularly in the context of acquisitions and internal stakeholder engagement. The findings also offer valuable insights for corporations aiming to leverage ESG initiatives to enhance value creation, stakeholder relationships, and long-term sustainability performance.
Success is the ultimate end that any organization is looking for, regardless of the nature of the organization. A variety of factors in occupational settings affect organizational success. Employees’ perception of fairness with regard to organizational practices can have an important implication on the success of the organization. The purpose of this study is to examine the influence of organizational justice on organizational success, monitoring the mediating role of organizational citizenship behavior. Primary data collected from a total of 328 Amhara Regional State Public Enterprises employees were used to test the proposed relationship between the constructs of the study. Correlation and multiple regression data analysis techniques were employed. Structural Equation Modeling was used to run a mediation analysis. Findings revealed that organizational justice has a significant positive effect on their success (β = 0.45, p < 0.01). The study also confirmed that organizational citizenship behavior has a statistically significant effect on organizational success (β = 0.308, p < 0.01). The finding of the mediation analysis indicated that organizational citizenship behavior partially mediates the relationship between organizational justice and success. Finally, the study recommends public enterprises promote organizational justice and citizenship behavior.
Consumer forgiveness represents a compelling phenomenon for marketers, as understanding and leveraging forgiveness allows repairing consumer brand relationships. Marketing scholars began to pay closer attention to consumer forgiveness in the last decade with attempts to better understand and analyze this construct. This literature review on consumer forgiveness seeks to enrich the discourse on this phenomenon through a comprehensive systematic review of 89 articles. Through this literature review, we synthesize the findings of 89 articles to (1) understand how involved agents (e.g., firms/brands, humans, and autonomous technologies) influence the consumer forgiveness process, (2) develop a theoretical integrative framework delineating salient psychological mechanisms of the consumer forgiveness process, and (3) propose a future research agenda on consumer forgiveness.
Ces dernières années, l’Occident a assisté à une montée en visibilité des apparitions alarmistes défendant l’existence d’un problème généralisé de désengagement de la police. Le désengagement policier (ou depolicing) constitue l’hypothèse selon laquelle le public assisterait à une diminution des interventions policières en lien avec une surveillance et un contrôle hypertrophié de la profession. Cet article tâche de comprendre l’expérience policière vis-à-vis le phénomène. Les principaux résultats montrent que les policiers·ères ne sont pas tous pareillement désengagés et que l’injustice ressentie envers l’employeur et la perception du rôle de la police seraient des facteurs centraux dans l’explication du désengagement.
Purpose
This study uses the Conservation of Resource theory to examine the influence of abusive supervision on organizational citizenship behavior (OCB) via emotional exhaustion, using a moderated mediation framework.
Design/methodology/approach
A questionnaire was adapted to collect data from 212 full-time employees in 22 private health centers in Nineveh governorate in Iraq in two waves. Hypotheses were tested using hierarchical regression and bootstrapping analyses.
Findings
This study suggests that workplace friendship reduces the positive relationship between abusive supervision and emotional exhaustion of employees and reduces the negative indirect effect of abusive supervision on OCB.
Originality/value
First, this study provides academicians with a better understanding of the moderating effect of workplace friendship on the relationship between abusive supervision and emotional exhaustion and then its impact on OCB. Second, the paper is one of the few studies that dealt with the abusive supervision in the health sector using data from the Middle East in Iraq, while most leadership research is conducted in the western part of the world.
This conceptual paper has two aims. The first is to explain how frontline employees' workplace sabotage initially occurs when frontline employees experience perceived mistreatment from customers. Moral outrage arises among frontline employees and mediates the relationship between customer mistreatment and workplace sabotage. The second aim is to address changes in frontline employees' behavioral patterns during working hours. Initial negative workplace behaviors (workplace sabotage) are more likely to shift to good behavior (organizational citizenship behavior toward customer; OCB‐customer) due to a need for moral cleansing, but will eventually revert to negative behaviors (additional workplace sabotage) as continuous customer mistreatment increases stress. To understand this process, moral‐self regulation theory and the dual process model are introduced to support the conceptual model. Implications and future research directions are also discussed.
This study aims to explore how fair and respectful treatment (interactional justice) influences employees' willingness to go above and beyond their job requirements (organizational citizenship behavior, or OCB) and whether being engaged and committed to their work (work engagement) plays a role in this process. We gathered data from 350 employees at companies in Vietnam. The results showed that when employees feel they are treated fairly and with respect, they are more likely to exhibit behaviors that benefit the organization beyond their normal job duties. Furthermore, the study found that being actively involved and committed to their work helps explain how fair treatment leads to these extra efforts. Managers can encourage such positive behaviors by ensuring employees feel respected and supported, acknowledging their individual needs, and creating a positive work environment. When employees perceive their treatment as fair, they feel more positive, dedicated, and responsible toward their work and the organization, leading them to engage in OCB. This research adds to existing knowledge by showing how work engagement helps explain the effect of fair treatment on OCB, offering insights for managers on how to enhance such behaviors among employees.
Örgütsel sapma, bir örgütteki bireylerin belirlenmiş kurallardan, normlardan veya etik standartlardan sapma eğiliminde oldukları kasıtlı davranışları ifade etmektedir. Kişisel, durumsal, örgütsel ve çevresel faktörler gibi çeşitli sebeplerle ortaya çıkabilen bu davranışlar hemen hemen her örgütte görülebilmekte ve verimlilik kaybı, azalan iş tatmini, düşük örgütsel bağlılık gibi olumsuz sonuçlar doğurarak örgüte ve üyelerine zarar vermektedir. Bu çalışma ile örgütsel sapma kavramı, örgütsel sapma sınıflamaları, örgütsel sapmanın öncülleri ve sonuçları ile eğitim örgütlerine yönelik yapılan sapma araştırmaları incelenerek kuramsal bir çerçeve oluşturulmuştur. Çalışmanın, örgüt yöneticileri ve karar alıcılarına kavram ile ilgili önemli bilgiler sunarak, örgüt içindeki sapma davranışlarının etkili bir şekilde ele alınması ve önlenmesine yönelik kapsamlı bir kaynak yaratacağı ve bu sayede alana yarar sağlayacağı umulmaktadır.
Amaç –Yöneticilerin güç ve yetkilerini kullanarak çalışanlara kötü davranmaları, bağırmaları, öfkelenmeleri, onlarla alay etmeleri onlara psikolojik olarak zarar vermekte ve onları yaptıkları işe ve örgüte karşı negatif duygulara sahip olmasına neden olmaktadır.Bu araştırmanın amacı, sağlık çalışanlarının istismarcı yönetim algılarının üretkenlik karşıtı iş davranışları (ÜKİD) üzerine etkisini belirlemektir. Ayrıca araştırmada, Yang ve Diefendorff (2009)tarafından geliştirilen ÜKİD’nın ölçümüne yönelik ölçüm aracının geçerlik ve güvenirliğitest edilmiştir.Yöntem –Bu araştırmada nicel araştırmalardan nedensel tarama yöntemi kullanılmıştır. Araştırma verileri kolayda örnekleme yöntemi ile 441 sağlık çalışanından anket yoluyla elde edilmiştir. Verilerin analizinde tanımlayıcı istatistikler, ilişkisiz t-testi, açıklayıcı ve doğrulayıcı faktör analizleri ile yol analizinden yararlanılmıştır.Bulgular –Yang ve Diefendorff (2009)tarafından geliştirilenÜretkenlik Karşıtı İş Davranışları (ÜKİD) Ölçeği’nin Türkiye’de farklı yöntem ve uygulamalarda, çalışanların ÜKİD’nı incelemek amacıyla kullanılabilecek geçerli ve güvenilir bir ölçme aracı olduğu tespit edilmiştir. Ayrıca bu araştırma kapsamında istismarcı yönetimin çalışanların ÜKİDüzerinde istatistiksel açıdan anlamlı ve pozitif etkiye sahip olduğu sonucuna ulaşılmıştır.Tartışma –Sağlık sektöründe örgüt iklimi ve örgüt kültürüyle ilgili çalışmalara önem verilerek sağlık yöneticilerinin olumsuz lider davranışlarıyla ilgili bilgilendirilmelerinin çalışanların işlerine karşı olumsuz davranışlarının azaltılmasında önemli bir başlangıç noktası olacağı düşünülmektedir.
Purpose
This study draws on Organisation Justice Theory and Social Exchange Theory to examine the effects of the performance appraisal process (PAP) on employee commitment (ECO) via a serial mediation of performance appraisal outcome (PAO) and employee reward (ERE).
Design/methodology/approach
Survey data were collected from a sample of 363 academics across UK Higher Education Institutions (HEIs), including post-1992 and pre-1992 universities. We tested our hypotheses using partial least squares structural equation modeling (PLS-SEM) with a bias-corrected bootstrapping method.
Findings
The findings show that the PAP positively influences ECO and ERE. PAO and ERE mediate the relationship between the PAP and ECO. However, no significant relationship was found between PAO and ECO.
Practical implications
This study has significant implications for HEIs as it underscores the need for managers to ensure the clarity and accuracy of the PAP and to structure rewards to reflect employees’ efforts, considering they affect ECO.
Originality/value
This study contributes to the current debate on performance appraisal by highlighting the extent to which employees’ commitment to an organisation depends on the PAP, PAO and reward.
There are several theoretical frameworks for examining the problem of unethical leadership. However, most of the analyses are tied to the individual personalities and organizational contexts creating unethical leadership behaviours and fall short of underpinning the mechanisms shaped by the social system responsible for developing individual personalities and organizational contexts connected with unethical leadership in Africa’s public sector. Furthermore, previous theoretical constructs have failed to adequately capture the holistic nature of unethical leadership, for example public corruption, which is a major issue in many African societies. Moreover, in order to address the problem adequately, a comprehensive understanding of all the key components of the problem and their interrelationships is required. Therefore, the paper adopts the sociological structural functionalism theory, which advocates for a holistic view of a social problem through a proper analysis of the causal mechanisms of the problem, in this case, unethical leadership in Africa’s public sector. The paper’s use of the theory is also supported by empirical evidence. The paper argues that unethical leadership in Africa’s public sector results from the dysfunction of the continent’s social institutions; hence, they cannot effectively maintain their functional roles as expected. Consequently, the institutions have failed to promote ethical conduct while at the same time failing to prevent unethical behaviour from the micro-level structures to the macro-level structures. In addition, the absence or weak mutual efforts between the social institutions exacerbate the problem. It is thus recommended that, African governments, as meta-institutions, should effectively organize, regulate, and coordinate other social institutions by enforcing the legislation and policies made. In addition, social institutions in every African state must effectively work in harmony under certain guidelines to address ethical issues, exposing and preventing unethical behaviour both in the formal and informal institutions.
This study investigated 3 broad classes of individual-differences variables (job-search motives, competencies, and constraints) as predictors of job-search intensity among 292 unemployed job seekers. Also assessed was the relationship between job-search intensity and reemployment success in a longitudinal context. Results show significant relationships between the predictors employment commitment, financial hardship, job-search self-efficacy, and motivation control and the outcome job-search intensity. Support was not found for a relationship between perceived job-search constraints and job-search intensity. Motivation control was highlighted as the only lagged predictor of job-search intensity over time for those who were continuously unemployed. Job-search intensity predicted Time 2 reemployment status for the sample as a whole, but not reemployment quality for those who found jobs over the study's duration. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
A laboratory experiment was conducted to test referent cognitions theory, which integrates distributive and procedural justice. Undergraduates worked on two tasks knowing that performance scores from only one of these would count toward their chances for earning a reward. In the subject-decision conditions, the students selected (prior to knowledge about their performance) which task would count. The experimenter selected the crucial task in the experimenter-decision conditions. Feedback from the task that did not count indicated to subjects in high-referent conditions that they would have won the reward if these scores had counted, whereas subjects in
low-referent conditions learned they would have lost no matter which set of scores counted. All subjects "lost" on the task that counted. Only subjects in the high-referent, experimenter-decision condition subsequently expressed feelings of unfair treatment. The results are discussed in terms of limitations to equity theory. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
In this study, we developed a typology of deviant workplace behaviors using multidimensional scaling techniques. Results suggest that deviant workplace behaviors vary along two dimensions: minor versus serious, and interpersonal versus organizational. On ...
Although the study of organizational justice has increased markedly in the past few years, little work has focused on the relationship between justice perceptions and extrarole behaviors. This study examined the relationship between perceptions of fairness and organizational citizenship behaviors in a sample drawn from 2 firms in the midwestern US. A theoretical basis for a relationship between fairness and citizenship was drawn from equity theory and other theories of social exchange. Structural equation analysis with LISREL 7 found support for 4 hypotheses, including support for a relationship between perceptions of procedural justice and 4 of 5 citizenship dimensions. Conversely, perceptions of distributive justice failed to influence any dimension of citizenship. Implications for the relationship between procedural justice and citizenship are discussed. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
A survey of 218 industrial employees who had used a peer evaluation system for over a year found a higher degree of user acceptance than that reported in previous research. Users were significantly more favorable in their attitudes toward peer appraisals when the appraisals were used for developmental rather than evaluative purposes. Favorable user reactions were positively associated with the satisfaction that employees expressed with prior peer ratings and with the amount of leniency perceived in the peer rating process. User reactions were negatively associated with perceived friendship bias and years of company experience. No relationship was found between peer or self-ratings of performance and reactions to the peer appraisal process.
Little previous research has examined why dismissed workers view their discharge as unjust and how they respond to third-party dispute resolution interventions. This exploratory field study relied upon a justice framework to understand complainant motivations for filing unjust dismissal disputes and their reactions to a voluntary conciliation program. Analysis of archival and interview data suggested that procedural justice principles dominated both motivations for filing claims and reactions to third-party intervention. These findings were consistent with previous justice and labor relations research. Implications for future research, management practice, and third-party dispute resolution are discussed.
The authors suggest that procedural and distributive factors interactively combine to influence individuals' reactions to their encounters with other people, groups, and organizations. Results from 45 independent samples (reviewed herein) show that (a) level of procedural justice is more positively related to individuals' reactions when outcome fairness or valence is relatively low and (b) level of outcome fairness or valence is more positively related to individuals' reactions when procedural justice is relatively low. They present various explanations of the interaction effect. Theoretical progress may be achieved through future efforts to delineate the conditions under which each of the explanations is more versus less likely to account for the interaction.
The process of exchange is almost continual in human interactions, and appears to have characteristics peculiar to itself, and to generate affect, motivation, and behavior that cannot be predicted unless exchange processes are understood. This chapter describes two major concepts relating to the perception of justice and injustice; the concept of relative deprivation and the complementary concept of relative gratification. All dissatisfaction and low morale are related to a person's suffering injustice in social exchanges. However, a significant portion of cases can be usefully explained by invoking injustice as an explanatory concept. In the theory of inequity, both the antecedents and consequences of perceived injustice have been stated in terms that permit quite specific predictions to be made about the behavior of persons entering social exchanges. Relative deprivation and distributive justice, as theoretical concepts, specify some of the conditions that arouse perceptions of injustice and complementarily, the conditions that lead men to feel that their relations with others are just. The need for much additional research notwithstanding, the theoretical analyses that have been made of injustice in social exchanges should result not only in a better general understanding of the phenomenon, but should lead to a degree of social control not previously possible. The experience of injustice need not be an accepted fact of life.
Through the use of the critical incident technique one may collect specific and significant behavioral facts, providing "… a sound basis for making inferences as to requirements… " for measures of typical performance (criteria), measures of proficiency (standard samples), training, selection and classification, job design and purification, operating procedures, equipment design, motivation and leadership (attitudes), and counseling and psychotherapy. The development, fundamental principles, present status, and uses of the critical incident technique are discussed, along with a review of studies employing the technique and suggestions for further applications.
The concept of reciprocation, which focuses attention on the relationship between a man and the organization in which he works, offers the possibility of integrating a wide range of data and concepts from industrial psychology, sociology, and clinical psychology. It explains the psychological meaning of the organization to the man and vice versa, an area so far almost untouched by psychological investigation in industry. It therefore provides the basis for better psychological understanding of morale and motivation studies, of leadership and training problems, of job evaluation and personnel selection, and of research on role performance. It also offers the clinical psychologist the possibility of access to a wide range of data, which, heretofore without a dynamic base and unrelated to the psychology of the individual, had little relevance for him.
The present article chronicles the history of the field of organizational justice, identifies current themes, and recommends new directions for the future. A historical overview of the field focuses on research and theory in the distributive justice tradition (e.g., equity theory) as well as the burgeoning topic of procedural justice. This forms the foundation for the discussion offive popular themes in contemporary organizational justice research: (a) attempts to distinguish procedural justice and distributive justice empirically, (b) the development of new conceptual advances, (c) consideration of the interpersonal determinants of procedural justice judgments, (d) new directions in tests of equity theory, and (e) applications of justice-based explanations to many different organizational phenomena. In closing, a plea is made for future work that improves procedural justice research methodologically (with respect to scope, setting, and scaling), and that attempts to integrate and unify disparate concepts in the distributive and procedural justice traditions.
In the terms of referent cognitions theory, high-justification procedures are those sufficiently appropriate to inhibit resentment regardless of the outcomes they produce. With low-justification procedures, however, resentment is predicted to increase the more unfavorably actual outcomes compare with those that would have resulted from using other procedures instead. The ordinary-context conditions of an experiment in which subjects had been instructed that their responses were used merely to index typical reactions to experiments produced such results. But within endorsement-context conditions in which subjects thought their responses were used to determine whether their experimenter would be hired as someone placed in charge of conducting research subjects expressed uniformly greater resentment in the low-justification conditions than in the high-justification conditions regardless of how favorable their outcomes might have been otherwise. The results are discussed in terms of reasons why the appropriateness of procedures sometimes becomes a predominant concern.
This paper presents an alternative to the predominant equity theory for studying the concept of fairness in social relationships. According to the equity theory, or merit principle, fairness in social relationships occurs when rewards, punishments, and resources are allocated in proportion to one's input or contributions. The basic problems of this theory are that it employs a unidimensional concept of fairness and that it emphasizes only the fairness of distribution, ignoring the fairness of procedure. In contrast, the alternative to this theory is based on two justice rules, the distributional and the procedural. Distribution rules follow certain criteria: the individual's contributions, his needs, and the equality theory. These criteria are considered relative to the individual's role within the particular setting or social system. A justice judgment sequence estimates the individual's deservingness based on each rule. Final judgments evolve from a rule-combination equation. Preceding the final distribution of reward, a cognitive map of the allocative process is constructed. Fairness is judged in terms of the procedure's consistency, prevention of personal bias, and its representativeness of important subgroups. Opportunities to apply this concept of fairness exist in field studies of censorship, participatory decision making, equal opportunity, and representativeness of social institutions. (KC)
calls on analyses of judgmental heuristics, the simulation heuristic specifically, to construct a broad conceptual structure for the understanding of relative deprivation / this approach, termed referent cognitions theory (RCT), assumes that resentment over one's treatment depends on the "story" one can tell him/herself, not only about what outcomes might have been (referent outcomes), but also about what other routes might have been taken to achieve the relevant outcomes (referent instrumentalities), and what possible futures lie in store (amelioration)
notes the equivalent status of self and other as an object of comparison / source of comparison information that [the author] calls "theoretical," and which includes ideology (e.g., utopian dreams)
procedural justice / distributive justice / social relationships (PsycINFO Database Record (c) 2012 APA, all rights reserved)
suggest potential links between 2 important bodies of knowledge: the findings of basic research on the causes and nature of human aggression and the causes and effects of felt injustice / [the authors'] thesis is that feelings of injustice, and closely related phenomena, play an important role in many forms of workplace aggression, especially in the dramatic and damaging forms known as workplace violence
review some basic information about the causes of human aggression, with special attention given to the role of frustration / point out links between some of these antecedents and literature on felt injustices, emphasizing the potential role of injustice in the occurrence of workplace violence / [present] a model of workplace violence that emphasized the roles of both the characteristics of individuals and various features of workplace environments / extend this model to other forms of workplace aggression and with some discussion of potential techniques for preventing or reducing workplace violence (PsycINFO Database Record (c) 2012 APA, all rights reserved)
The equity-control model of vandalism (Baron & Fisher, 1984; Fisher & Baron, 1982) is used to conceptualize vandalism among college students. The model predicts that vandalism is most likely where there are low perceived equity (perceived lack of fairness in one's social or environmental arrangements) and low to moderate perceived control (perceived inability to effectively modify outcomes and arrangements). To test the model, university students were given questionnaires which measured perceived equity and control as these factors relate to the university and to dormitory living. Using multiple regression analysis, the interaction of equity and control was predictive of vandalism: Subjects with low perceived equity and control were most likely to report they engaged in vandalistic acts.
The present research was designed to identify types of events in everyday life that people regard as unjust and to find a meaningful structural representation of these types of events. Two hundred and eighty descriptions of unjust events were collected from various student samples using different methodologies. Interestingly, a considerable proportion of the injustices which were reported did not concern distributional or procedural issues in the narrow sense but referred to the manner in which people were treated in interpersonal interactions and encounters. An intuitive classification of the descriptions by two experts led to 22 different types of unjust events. Subsequently, a sample of 84 descriptions was selected and sorted by naive subjects into similar groupings. The grouping data were then subjected to cluster and multidimensional scaling analyses. A nineteen-cluster solution reproduced the intuitively defined main types of unjust events very well. An eight-cluster solution, which provided the most meaningful higher level grouping, and the MDS results indicated that a meaningful structural representation of types of injustices has to consider the particular content of unjust events as well as the social setting where they occur. With regard to the latter aspect, injustices in task-oriented relationships of unequal power and impersonal short-term encounters are distinguished from injustices occurring in personal, long-term, social-emotional relationships of equal power.
We conducted a survey to examine the impact of distributive and procedural justice on the reactions of 217 employees to decisions about pay raises. Distributive justice accounted for more unique variance in satisfaction with pay than did procedural justice, but procedural justice accounted for more unique variance in two other measures of attitudes about the employing institution and its authorities, trust in supervisor and organizational commitment. We discuss what our results imply about the nature of justice in organizations and the distributiveprocedural distinction.
Reports an error in the original article by J. Greenberg (Journal of Applied Psychology, 1990, Vol 75[5], 561–568). A corrected version of Table 2 is presented. (The following abstract of this article originally appeared in record 1991-07467-001.) Employee theft rates were measured in manufacturing plants during a period in which pay was temporarily reduced by 15%. Compared with pre- or postreduction pay periods (or with control groups whose pay was unchanged), groups whose pay was reduced had significantly higher theft rates. When the basis for the pay cuts was thoroughly and sensitively explained to employees, feelings of inequity were lessened, and the theft rate was reduced as well. The data support equity theory's prediction regarding likely responses to underpayment and extend recently accumulated evidence demonstrating the mitigating effects of adequate explanations on feelings of inequity. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
Sumario: Understanding honesty in the workplace -- Honesty and dishonesty in the workplace: who and why -- Problems in predicting and detecting dishonesty and deception -- Psysiological, behavioral and other indirect methods of detection -- Using self-reports to detect deception and dishonesty -- Situational causes, correlates and methods of control -- Encouraging honesty in organizations -- Pitfalls and promise in the pursuit of honesty in organizations -- References
Through the use of the critical incident technique one may collect specific and significant behavioral facts, providing " a sound basis for making inferences as to requirements " for measures of typical performance (criteria), measures of proficiency (standard samples), training, selection and classification, job design and purification, operating procedures, equipment design, motivation and leadership (attitudes), and counseling and psychotherapy. The development, fundamental principles, present status, and uses of the critical incident technique are discussed, along with a review of studies employing the technique and suggestions for further applications. 74-item bibliography.
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