Informational Justice Perceptions Research Articles

Organizational Dissent as a Function of Organizational Justice

This study examined the relationships between perceptions of organizational justice and enacting organizational dissent. Participants were 107 full-time employees working in various organizations. Results indicated that employee perceptions of distributive and interpersonal justice negatively predicted latent dissent, while perceptions of informational justice positively predicted latent dissent. Perceptions of interpersonal justice were the strongest predictor of latent dissent. Perceptions of justice were not related to articulated or displaced dissent. Future research should continue to explore triggering agents of dissent in organizations.

Examining the Role of Informational Justice in the Wake of Downsizing from an Organizational Relationship Management Perspective

The purpose of this study was to examine how employees’ experiences, in the wake of an organization’s downsizing, would influence employee–organization relationships and the employees’ decisions to remain with the organization. In investigating survivors’ responses to downsizing, informational justice was chosen as an antecedent of the survivors’ intentions to leave and Organization–Public Relationship (OPR) was hypothesized to function as a mediator between informational justice and turnover intentions. The results revealed significant associations between informational justice and OPR as well as associations between OPR and turnover intentions in a downsizing context. Also, it was shown that OPR mediates the relationship between informational justice perceptions during the downsizing and turnover intentions after the downsizing.

Interactional justice, negotiator outcome satisfaction, and desire for future negotiations

PurposeThis paper aims to explore the relationship between procedural, interpersonal, informational, and distributive justice and negotiator outcome satisfaction and desire for future negotiations (DFNs).Design/methodology/approachThis research invokes and builds theories suggesting a link between perceptions of fair treatment and counterfactual generation. Data come from freely interacting negotiating dyads comprised of undergraduate students.FindingsOne's own outcomes obtained, procedural, informational, and distributive justice perceptions each uniquely predicted negotiator outcome satisfaction. Procedural and informational justice perceptions also indirectly affected outcome satisfaction through their effect on distributive justice perceptions. In turn, outcome satisfaction, and informational and interpersonal justice perceptions each uniquely predicted DFNs.Research limitations/implicationsWhile this study reveals an important set of effects for study, it is correlational in nature. Future research should experimentally manipulate fair treatment to provide a true experiment and should also test the proposed mediators.Practical implicationsThis paper suggests that listening to the other party, treating him or her with respect and dignity, and explaining oneself can have powerful consequences for the other party's outcome satisfaction and DFNs. Each of these, in turn, can affect one's own long run well‐being.Originality/valueThis is the first empirical study linking procedural and informational justice perceptions and negotiator outcome satisfaction. It is one of the few studies exploring a unique relationship between outcome satisfaction and procedural justice and may be the only one doing so with interactional justice in any setting. It investigates the effects of perceived fair treatment among relative equals rather than in the context of superiors and subordinates.

Justice as a dependent variable: Subordinate charisma as a predictor of interpersonal and informational justice perceptions.

Research in the organizational justice literature has shown that interpersonal and informational justice are significant predictors of subordinate attitudes and behaviors. However, scholars have neglected to explore whether certain subordinate characteristics might be associated with managers' adherence to interpersonal and informational justice rules. The current authors' study tested a model, inspired by approach-avoidance perspectives (e.g., Gray, 1990), in which manager ratings of subordinate charisma influenced subordinate ratings of interpersonal and informational justice through the mechanisms of positive and negative sentiments (i.e., emotions felt by the manager toward the subordinate). A field study of 181 employees of a large national insurance company revealed partial support for this model. Structural equation modeling revealed that subordinate charisma was related to interpersonal justice perceptions, a relationship that was fully mediated by positive and negative sentiments. However, subordinate charisma was not associated with informational justice perceptions. These findings signal the potential utility in examining subordinate-based predictors of justice variables.

Employee reactions to a reduction in benefit-related compensation: A fairness perspective.

Many organizations are shifting the financial burden of increased costs of medical benefits to employees. The effects of the changes in benefits on employee outcomes are not fully understood. The present study examined how employees reacted to a reduction in benefit-related compensation and how potential negative reactions can be minimized. Data from 229 employees showed that preference for how medical benefits should be distributed (equality versus need-based distributions) as well as past utilization of benefits were related to perceptions of distributive organizational justice. Perceptions of procedural organizational justice were predicted by employee perceptions of how well the benefit changes were communicated and by past utilization of benefits. Providing additional information to employees about changes in benefits, and providing employee voice, increased employee perceptions of informational justice.