Facets Of Justice Research Articles

Discourse Theory, Nodal Points, and Stereoscopic Optics on Justice

ABSTRACT Specific domains of modern life—social, ecological, legal—involve distinct issues of justice that often lead to a single-focused political-philosophical engagement with justice. Such engagements, argues Marianna Papastephanou, risk turning issues of justice that lie beyond the adopted perspective into discursive injustices (i.e. of silencing the Other’s voice) and condemning them to invisibility. To address this risk, Papastephanou proposes a stereoscopic approach that better illuminates the many facets of justice and, concomitantly, the many instances of injustice that escape the dominant political-philosophical perspectives on justice. In the present article, I discuss Papastephanou’s theory of a stereoscopic approach to justice along with Ernesto Laclau and Chantal Mouffe’s discourse theory and notion of “nodal points.” I suggest that the synergy between the two approaches enhances their efficacy: Papastephanou’s theorization concretizes the implications of establishing nodal points, which, in turn, reveal how the reduction of justice to one of its facets occurs at the discursive level. Enriched by Papastephanou’s theorization, discourse theory makes more visible how a stereoscopic approach to justice can unveil discursive injustices of selective and partial outlooks on (in)justice.

Does organizational justice facet matters in knowledge hiding?

To address the gap of extant literature and to assess employees' in-role and innovative performance, a model was developed and tested through organizational justice facets— procedural, distributive, and interactional justice with knowledge hiding facets, well-being facets and professional commitment. The purpose of the present research is to inspect the role of justice facets in shaping knowledge hiding behavior through optimistic role of well-being toward employee performance with the remedial role of professional commitment under the shadow of Psychological Ownership Knowledge Theory (POKT) and Social Exchange Theory (SET). For that persistence, present research acknowledged the practices and connotations of knowledge hiding because limited research is prevailed on the contrasting influence of knowledge hiding practice. Data were collected through random sampling via dual-wave survey questionnaire from 613 employees working in Kuala Terengganu, Malaysia. Structural Equation Modeling was carried out through AMOS (24.0) and SPSS (25.0). Findings reveal that the association with in-role and innovative performance with justice is positively associated through well-being, and the relationship between knowledge hiding and job performance was also positively associated. This study argued that knowledge sharing reshapes knowledge hiding behavior that plays a negative role in organizational performance. This study suggested the notable contribution in the direction of organizational context of developing realm settings by revealing the predecessor character of knowledge hiding and endorses the organizational justice to persuade top management for in-role and innovative performance enhancement.

The effect of organizational justice on employee performance in the Indian Public Sector Units: the role of organizational identification

PurposePast studies have proved the effect of justice on performance. However, the findings across studies have been inconsistent and there remains a substantial unexplained variance between the constructs. Therefore, justice researchers urge for further exploration of the underlying mechanism of the relationship by introducing influencers. This study responds to such call of the researchers by testing the influence of organizational identification (OID) on the justice-performance relationship in the context of Indian Public Sector Units (PSUs).Design/methodology/approachThe study is grounded in the positivism philosophy. The research hypotheses were tested using cross-sectional data gathered using a pre-tested questionnaire. In this study, the authors have used covariance-based structural equation modeling commercial software (AMOS 24.0).FindingsOID did not mediate the relationship between justice facets and performance. Rather, informational justice, followed by procedural and distributive justice had direct positive influences on performance. OID, however, moderated the procedural justice-performance such that the relationship strengthened at higher levels of OID and the interpersonal justice-performance relationship such that the relationship dampened at higher levels of OID. Interestingly, the relationship between interpersonal justice and performance was insignificant in the absence of the moderator, showcasing the strongest case of moderation.Originality/valueThe paper explores OID as an influencer to justice-performance relationship in Indian PSU context for the very first time, thereby highlighting unique finings. It contributes to the further understanding of the unexplained variance in the justice-performance relationship.

Facets of justice in education: a petroleum nation addressing United Nations sustainable development agenda

ABSTRACT Norway has a complex, even paradoxical, relationship to the United Nations Agenda 2030 and its 17 Sustainable Development Goals. It makes considerable financial contributions to the United Nations and has strongly supported the establishment of the sustainability agenda aimed at promoting global equity and mitigating the ecological and climate crises. Norway is also a prominent petroleum-producing nation. The Norwegian position is explored using an approach that emphasizes justice and education in the sustainability agenda. Three key texts are studied. The first is the objectives clause in the Education Act, the second is an address by then prime minister Erna Solberg at the annual conference of the Confederation of Norwegian Enterprise, and the third are educational assignments published by the Norwegian Petroleum Museum addressing sustainability and climate change. What is decisive is how specific facets of justice are emphasized in ways that detach Norway from tensions, contradictions, and dilemmas involved.

Effect of Organizational Justice on Turnover Intention: Mediating Role of Employee Motivation

Turnover is a substantial problem all over the world, in all the industries. The problem is further impairing to the performance of knowledge intensive industries such as pharmaceuticals. This study examined the effect of Organizational justice facets i.e. Procedural Justice, Distributive Justice and Interactional Justice on Turnover Intention. Based on a sample of 141employees from 19 Private sector pharmaceutical companies located in Peshawar. The results reveal that Procedural Justice and Distributive Justice have significant and constructive effect on Turnover Intention while of Interactional Justice had no statistically significant effect. The analysis also shows that Intrinsic and Extrinsic Motivation as mediating variables significant effect on relationship between Organizational and Turnover Intentions.

Mediating role of customer forgiveness between perceived justice and satisfaction

The relationship between perceived justice facets and satisfaction is well discussed in literature. The aim of this study is to test the mediating impact of customer forgiveness between justice facets and satisfaction in the context of Pakistan's banking industry. Structural equation modelling was employed to test the proposed hypotheses by using the data of 453 bank customers of domestic banks in Pakistan. Results of the study indicate that customer forgiveness mediates the relationship between justice facets and satisfaction. However, the direct impact of procedural justice on satisfaction was insignificant. Such findings have implications to theory and practice. In theory, it proposes and tests new linkages. In practice, managers need to consider that not only the justice facets but customer forgiveness is also an important predictor of satisfaction.

The Effects of Justice and Top Management Beliefs and Participation: An Exploratory Study in the Context of Digital Supply Chain Management

Drawing on justice theory and upper echelons perspective, this study develops and tests an integrative model linking justice to the implementation of IT-enabled supply chain information integration (IeSCII) through the top management. Specifically, the study investigates the effects of the three facets of justice—distributive, procedural, and interactional justice—on the two dimensions of IeSCII (information sharing and collaborative planning), and examines the mediating influences of top management beliefs (TMB) and top management participation (TMP) in these relationships. Using structural equation modeling to analyze data collected from 190 firms in China, the study documents that interactional justice positively affects both TMB and TMP, while procedural justice positively affects TMB (but not TMP) in the IeSCII implementation process. In contrast, distributive justice is not significantly related to either TMB or TMP, but is positively associated with information sharing. The results also show that procedural justice positively affects TMB, which then positively affects TMP in IeSCII. Furthermore, the study finds significant mediating effects of TMB and TMP in the relationship between interactional justice and IeSCII. The theoretical and managerial implications of this study are discussed.

Beyond individual justice facets: How (Mis)alignment between justice climates affects customer satisfaction through frontline customer extra-role service behavior

ABSTRACTThis study examines the combined effect of organizational justice facets on store-level customer extra-role service behavior, and subsequently on customer satisfaction. Hypotheses were tested on a sample of 1,951 employees in 121 business units from four countries, and on 55,731 customers of an international retailer. The results of polynomial regression and response surface analysis revealed that unit customer service performance and customer satisfaction are higher when justice facets are aligned at high levels, compared to when they are aligned at low levels. Moreover, we found evidence that the consequences of misalignment between justice facets are asymmetrical. Unit outcomes were higher when distributive justice (DJ) and procedural justice (PJ) climates were both higher than the interpersonal justice climate, compared to when the inverse was true. Conversely, unit outcomes increased when informational justice (INF-J) climate was higher than DJ and PJ climates, compared to when DJ and PJ climates were higher than INF-J climates. The observed effects of misalignment between justice facets were non-linear, as complex curvilinear relationships were moderator-dependent. Customer satisfaction was higher in stores with higher team customer service behavior, and team service behavior was found to be a significant conduit by which justice facets (mis)alignment influence customer satisfaction.

Beyond Individual Justice Facet

This study examines the combined effect of organizational justice facets on store- level customer extra-role service behavior, and subsequently on customer satisfaction. Hypotheses were tested on a sample of 1,951 employees in 121 business units from four countries, and on 55,731 customers of an international retailer. Results of polynomial regression and response surface analysis revealed, as expected, that a distributive justice (DJ) climate has a stronger positive influence on customer service performance when interpersonal and informational justice are low. However, we found that combined effects were non-linear, as complex curvilinear relationships were moderator-dependent. Findings suggest that too much justice is not always better. Moreover, the study reveals that the most influential facet in customer service behavior is informational justice, when combined. Subsequently, customer satisfaction was higher in stores with higher customer service behaviors.

Horizontal Unfairness and Retrospective Sensemaking

In this article, I aim at problematizing the implied idea of causality in cognitive evaluations of horizontal justice events. I will draw on theories about retrospective sensemaking and its cognitive foundation in counterfactual belief formation. Issues related to horizontal or intraunit unfairness emerge in situations in which the actions of one employee influence the outcome of another due to relational interdependence. The authors of theories about horizontal unfairness have continued the traditional distinction between the three facets of justice, procedural, distributive, and interactional. However, might employee A blame employee B because she (B) obtained qualitative (e.g., non-monetary appraisal) or quantitative (e.g., monetary compensation) recognition even though the latter did not, directly at least, bring about the event. The problem here is one of causality which asks the question, Can A be blamed by B for bringing about the event of outcome difference? While blame in evaluations of vertical justice certainly presumes causal agency, it might be questioned whether the same goes for horizontal unfairness. Counterfactual belief formation enables a step into the cognitive and retrospective nature of evaluations of horizontal justice events centered on the counterfactual belief “had the unfavorable event X not occurred, another and more favorable event X1 would have occurred.” This is related to the distance between the actual X and the potential event state X), in the sense that the closer the two appear, the more convincing becomes A’s belief to himself. The underlying causality of rewarding processes, however, states that some third party introduces the recognition, for example, a manager, and, therefore, B did not bring about the reward event, the third party did. It seems, then, that to understand this, we should take into consideration: 1) the formation of counterfactual beliefs and 2) the causality of blame. The article concludes that, due to the underlying causality of rewarding processes, one might solely consider one facet of horizontal justice, interactional horizontal justice. However, tapping into the phenomenological dimension of morality might allow one also to address the moral nature of distributive and procedural facets of horizontal justice as the experience of the psychosocial fabric of social reality related with feeling either “as if” one is being treated unfairly or “as if” one is treating others unfairly.

Employee Age Alters the Effects of Justice on Emotional Exhaustion and Organizational Deviance.

Fairness in the workplace attenuates a host of negative individual and organizational outcomes. However, research on the psychology of aging challenges the assumption that fairness operates similarly across different age groups. The current research explored how older workers, vis-à-vis younger workers, react to perceptions of fairness. Integrating socioemotional selectivity theory and the multiple needs theory of organizational justice, we generated novel predictions regarding the relations between perceptions of workplace justice, emotional exhaustion, and employee deviance. Specifically, we hypothesized and found that employee age moderates the negative relation between justice facets and deviance (Study 1) and emotional exhaustion (Study 2). We also found that emotional exhaustion mediates the differential effects of justice on deviance, and that this relation depends on employee age (Study 2). Relative to younger workers, older workers are more sensitive to informational and interpersonal justice; in contrast, relative to older workers, younger workers are more sensitive to distributive and procedural justice. The research supports and extends existing theory on organizational justice and on the psychology of aging. Moreover, it highlights the importance of considering employee age as a focal variable of interest in the study of justice processes, and in organizational research more generally.

Social justice dilemmas: evidence on the successes and shortcomings of three principals trying to make a difference

Social justice leadership has become a popular topic and catchphrase in the field of educational leadership. However, most scholarly and empirical contributions have ignored the inherent tensions, challenges and dilemmas associated with the practice of school leadership and the realities principals confront on a daily basis. This is partly because researchers have tended to ignore multiple facets of justice in their empirical investigations as well as how larger forces outside the school associated with historical, political, social and economic injustices marginalize students and communities. This article explores three cases of challenging school–community contexts that confound and partially subdue the efforts of well-intentioned principals. Each case highlights a dedicated principal committed to their school and community, and documents the significant progress made in addressing particular social justice issues, but also how they confronted justice dilemmas that they believed required them to prioritize certain social justice issues over others. These findings have important implications for how principals view their communities and engage in critical reflection about the leadership decisions and actions they take on a daily basis. This article concludes with implications for future research and a discussion of how aspiring principals can be better prepared to lead for social justice and effectively address justice dilemmas without ignoring or putting off other injustices.

Examining the Relationships Between the Justice Facets and Turnover Intent: The Mediating Roles of Overall Justice and Psychological Strain

We examined how interpersonal justice from coworkers, the traditional justice facets (i.e., distributive, procedural, interpersonal, informational), and overall justice perceptions relate to employee psychological strain and turnover intentions in Canadian Armed Forces personnel. Specifically, we hypothesized that overall justice would mediate the relationships between the justice facets (including coworker justice) and strain, and strain would mediate the relationship between overall justice and turnover intent. We used a cross-sectional correlational design with personnel from 2 military units (total N = 218) as our sample. A 2-step structural equation modeling technique was used to evaluate our hypotheses. Support for our hypotheses was obtained with 1 exception: informational justice did not predict overall justice judgments. Our results suggest that employees’ reactions to individual justice events and different sources of justice exert their effects on strain and turnover intent indirectly through their impact on a global evaluation of justice in their work environment.

Will I Cooperate? The Moderating Role of Informational Distance on Justice Reasoning

This study examines the influence of a dimension of a strategic organizational change context—namely informational distance—on employees’ justice expectations and their behavioral intentions toward the change. Drawing on research from organizational justice and from construal level theory, we hypothesize that informational distance, i.e., the extent to which employees feel knowledgeable about the coming change, affects the relative influence of the anticipatory justice facets and anticipatory overall justice in predicting support for change. Consistent with the hypotheses, results from participants of a merger suggest that when employees feel less knowledgeable about the future change (high-informational distance), overall anticipatory justice predicts their intention to cooperate with the change. However, when employees feel more knowledgeable about the future change (low-informational distance), anticipatory justice facets predict intention to cooperate. Implications for research on organizational justice and change as well as considerations for practice are discussed.

Workplace fairness versus unfairness: Examining the differential salience of facets of organizational justice

In three studies, we show that employees bring to mind different facets of justice when focusing on workplace fairness versus unfairness. In Study 1, descriptions of recalled fair versus recalled unfair events are shown to be less multifaceted, more likely to include distributive justice, and less likely to include interactional justice. In Study 2, when asked to assess event fairness versus unfairness, participants posed fewer questions relating to interactional justice in relation to fair events. In Study 3, the results of a scenario experiment show that the relationship between unfairness/fairness and the salience of justice facets is mediated by the construal of work in more abstract terms in relation to fairness. We discuss the implications of our findings for organizational justice research and for organizations managing employee perceptions of fairness.Practitioner points Employees pay attention to different aspects of workplace experience when they focus on fairness versus unfairness. When employees consider fairness, they focus on workplace outcomes, whereas when they consider unfairness, they are more likely to also consider communication and interpersonal treatment. Employees tend to examine work experiences in terms of specific, concrete details when focusing on unfairness, but not when focusing on fairness.

The just design and use of management control systems as requirements for goal congruence

Management control systems (MCS) are designed to achieve the greatest possible goal congruence, such that people pursue personal goals that are conducive to the organizational goal. Both the use and the design of MCS are crucial for achieving goal congruence, but they are thought to be contingent to specific external situations. We analyze the basic concepts of justice and fairness, and argue that these two facets of justice, which we label “formal” and “informal” justice, need to be put in the context of MCS use and design. We argue that both formal and informal (in)justice are determinants for MCS to achieve specific levels of goal congruence, independently of the situation.We conclude that there are two stable types of goal congruence, labeled “maximum goal congruence” – where both MCS design and MCS use are just – and “minimum goal congruence” – where both design and use are unjust; and two unstable types of goal congruence, labeled “occasional goal congruence” – where the MCS design is unjust but its use is just – and “perverse goal congruence” – where the design is just and the use is unjust. This provides a framework for future empirical research on the subject.

The Just Design and Use of Management Control Systems as Requirements for Goal Congruence

Management control systems (MCS) are designed to achieve the greatest possible goal congruence, where people pursue personal goals that are conducive to the organizational goal. Use and design of MCS are crucial aspects for achieving goal congruence, but they are thought to be contingent to specific external situations. We analyze the basic concepts of justice and fairness, and argue that they need to be put in the context of MCS use and design. We label these two facets of justice and justice, respectively, and we show that both formal and informal (in)justice are determinants for MCS to achieve specific levels of goal congruence, independently of the situation. We conclude that there are two stable types of goal congruence, which we label maximum goal congruence - where both MCS design and MCS use are just - and minimum goal congruence - where both MCS design and MCS use are unjust. There are also two unstable types of goal congruence, which we label occasional goal congruence - where MCS design is unjust but MCS use is just - and perverse goal congruence - where MCS design is just and MCS use is unjust. This provides a framework for future empirical research on the subject.

The role of overall justice judgments in organizational justice research: A test of mediation.

Organizational justice research traditionally focuses on the unique predictability of different types of justice (distributive, procedural, and interactional) and the relative importance of these types of justice on outcome variables. Recently, researchers have suggested shifting from this focus on specific types of justice to a consideration of overall justice. The authors hypothesize that overall justice judgments mediate the relationship between specific justice facets and outcomes. They present 2 studies to test this hypothesis. Study 1 demonstrates that overall justice judgments mediate the relationship between specific justice judgments and employee attitudes. Study 2 demonstrates the mediating relationship holds for supervisor ratings of employee behavior. Implications for research on organizational justice are discussed.

REPORTING ON FAIRNESS IN CIVIC LIFE

Drawing on procedural justice research from social psychology, this study explores the role that journalistic practice plays in telling community members about whether local politicians are behaving fairly. Qualitative interviews with 24 community journalists working in cities in Upstate New York are used to answer the following research questions: (1) how does content regarding authority fairness find its way into news stories, and (2) what facets of justice—whether distributive, voice, or relational—do journalists emphasize. The interviewed journalists said that they often used their evaluation of local politicians’ fairness in deciding whether to pursue a story. In doing so, these journalists highlighted questions of whether politicians were listening to community members and the degree to which they appeared to take the best interest of citizens to heart. There was little agreement among journalists about the degree to which citizens could adequately make fairness judgments based on local news coverage, although the television reporters believed that television's visual component provided key information about the fairness of local politicians.

Applying justice in clinical trials for diverse populations

Considerable attention has focused on increasing clinical trial participation for members of "underrepresented groups". However, doing so involves clarifying how to meet the demands of justice, or fairness, which provides the ethical mandate to enhance broad trial representation. To examine the ethical principle of justice as it applies to recruiting diverse populations to clinical trials representation. In this paper, we analyse the conceptual and practical challenges in applying the principle of justice to clinical trials representation. Different facets of justice include demands for both fair outcomes and fair processes. Including both of these facets in clinical trials policy should not only promote access to trials, but also help to provide a framework to improve fairness in representation in clinical trials. Efforts to evaluate recruitment of representation should include outcome and process measures. The suggestions offered based on this conceptual analysis need to be tested empirically. Those involved in the design, conduct and oversight of clinical trials should consider all of the facets of justice when assessing representation in clinical trials and attempt to balance fair access to trials with a fair process that may require protection from being unduly pressured to participate.