Abstract
The vast research on organisational justice has focused on the organisation and the supervisor. This study aims to further this line of research by integrating two trends within organisational justice research: the overall approach to justice perceptions and the multifoci perspective of justice judgments. Specifically, this study aims to explore the effects of two additional sources of justice, coworker-focused justice and customer-focused justice, on relevant employees’ outcomes—burnout, turnover intentions, job satisfaction, and workplace deviance— while controlling the effect of organisation-focused justice and supervisor-focused justice. Given the increased importance attributed to coworkers and customers, we expect coworker-focused justice and customer-focused justice to explain incremental variance in the measured outcomes, above and beyond the effects of organisation-focused justice and supervisor-focused justice. Participants will be university students from Austria and Germany employed by service organisations. Data analysis will be conducted using structural equation modeling.
Highlights
Organisational justice has shown to be a major predictor of employees’ performance (Colquit et al, 2013), well-being (Robbins, Ford, & Tetrick, 2012), and counterproductive behaviours (Devonish & Greenidge, 2010)
Molina et al: A Multiple Source Approach to Organisational Justice justice experiences— the overall approach focuses on the total impact of justice and, overcomes the fragmented view of justice experiences within the workplace (Ambrose & Schminke, 2009)
Based on the increased use of team settings, which has highlighted the importance of coworkers (Mathieu, Maynard, Rapp, & Gilson, 2008), and the increased importance attributed to the employee-customer encounter, which has highlighted the importance of customers (Schneider & White, 2004), we propose the following hypothesis: Hypothesis: Coworker-focused justice and customerfocused justice will explain incremental variance in employees’ burnout, turnover intentions, job satisfaction, and workplace deviance, above and beyond the effects of organisation-focused justice and supervisorfocused justice
Summary
Organisational justice has shown to be a major predictor of employees’ performance (Colquit et al, 2013), well-being (Robbins, Ford, & Tetrick, 2012), and counterproductive behaviours (Devonish & Greenidge, 2010) Research on this field has focused on the justice events employees experience at work, that is, the allocation of rewards, the procedures used to allocate those rewards, and the quality of interpersonal interactions (e.g., CohenCharash & Spector, 2001). Instead of focusing on the types of justice, the multifoci perspective focuses on the perpetrator or party responsible of the (in)just act—a cornerstone within fairness theory (Folger & Cropanzano, 2001) This perspective posits that there are multiple sources or foci of justice—persons, groups, and even entities—from which employees can make meaningful justice judgments, as they can hold them accountable for violating or upholding justice norms (Rupp & Cropanzano, 2002). Evidence based on this line of inquiry has shown that employees are able to differentiate the (in)just treatment they receive from their organisation as a whole, their supervisors (Rupp & Cropanzano, 2002), their coworkers (Branscombe, Spears, Ellemers, & Doosje, 2002), and their customers (Rupp, McCance, Spencer, & Sonntag, 2008)
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