Interactional Justice Research Articles

A communicative approach to addressing interactional injustice in the workplace

The goal of this activity is to equip students with skill sets for overcoming unfair experiences at work, drawing on interactional justice theory that is developing in organizational communication. Students reflect on their interactional injustice experiences and then proceed to generate response strategies to cope with such injustices. In doing so, students can theoretically discuss workplace (in)justices and develop communicative practices to respond to those injustices. Courses: Small-group,business and professional, and organizational communication. Objectives By the end of this activity, students will (1) demonstrate a clear understanding of the construct of interactional justice that includes interpersonal and informational justice; (2) critically revisit their interactional injustices experiences in the workplace; and (3) develop and practice skill sets to navigate interactional injustices at work.

Organizational justice perceptions and turnover intention: a meta-analytic review

PurposeThe aim of the study was to survey the relationships between organizational justice perceptions and turnover intention by using meta-analysis and to determine the possible moderators affecting these relationships.Design/methodology/approachIn total, 83 correlation values were used. Comprehensive meta-analysis software (CMA) was used to analyze the collected studies. Heterogeneity and publication bias of each data set were tested.FindingsEach data were heterogeneous and included no publication bias. The results suggested that the effect size of distributive justice on turnover intention is −0.396, interactional justice on turnover intention is −0.341, interpersonal justice on turnover intention is −0.361, informational justice on turnover intention is −0.358, procedural justice on turnover intention is −0.369 and overall organizational justice on turnover intention is −0.436. Region was a moderator for the relationship between distributive justice and turnover intention.Originality/valueThe results of the study can provide guidance to the future researchers. Moreover, the managers can use these results for the implementation of organizational strategies and policies.

Relationship outcomes following a service failure: the role of agent likability

PurposeThis study aims to examine the effects of likeability of service agents on perceived justice and reconciliation and retaliation as consequences of service failures, taking into consideration the conflict resolution styles that is showing empathy and issuing an apology.Design/methodology/approachAn online survey was administered to 630 residents in the United States. The participants were US residents, had experienced a service failure in the prior six months and had complained either in person or by phone call.FindingsIt was found that likeability had a positive effect on both reconciliation and retaliation. Given the likeability of the service agent, interactional justice mitigated retaliation, whereas distributive justice enhanced reconciliation. Furthermore, when a service agent displays a high level of empathy and apology, the positive effect of likeability on distributive justice is intensified.Originality/valueThis study extends the current knowledge concerning the effects of likeability in service recovery by offering a comprehensive framework and practical implications for managers to restore business relationships following a service failure.

The Influence of Perception of Justice on the Tendency of Students to Demonstrate

This study aims to determine the role of perception of justice on the tendency of students in staging demonstration. Perception of justice is the perception of justice at Makassar State University which is reviewed based on three aspects, namely distributive, procedural, and interactional justice. The tendency of demonstrations is the tendency of Makassar State University students in carrying out mass protests. The method used in this research is survey method . The population in this study were Makassar State University students who joined students organizations. The results showed that the perception of justice did not significantly influence the tendency of students in staging demonstration behavior at the Makassar State University. Based on the descriptive analysis, there are 57% of respondents who do not to take part in the demonstration considering their beliefs, the inability of themselves and the environment that could not be controlled by the individual.

Interactional Justice and Deviant Workplace Behavior: The Mediating Role of Perceived Supervisor Support in Hotel Industry of KP-Pakistan

In the field of organizational behaviour, interactional justice and perceived supervisor support have a critical role in directing employees’ behaviour in either positive or negative direction. Keeping this in mind, this paper looks at the effect of interactional injustice on employees’ deviant behaviour with perceived supervisor support as a mediator. To link the study variables, equity and social exchange theories were used. The extensive literature on destructive deviance has been reviewed. To empirically test the relationship, a two-phase sampling technique (first clustering and then purposive) was applied through which 160 responses from the Hotel and Tourism industry of KP province were collected. A single structured adapted questionnaire was employed. The findings of the study reveal the presence of a negative relationship between interactional justice and deviant workplace behaviour. Further, the results demonstrated that perceived supervisor support mediates this relationship. All the results of the study are statistically significant. The study has theoretical as well as practical implications. Theoretically, the results of the study would help the organizational behaviour scholars to understand the issue in a different organizational environment. Practically, the findings will assist managers to understand the critical role of the supervisor which is instrumental in enhancing the morale of employees at the workplace. This will help them understand how supervisor support can affect the frequency and intensity of deviant workplace behaviour. The study has some limitations like sampling, subjective opinion of the participants, and limited numbers of the variables. In future, this research can be replicated in other sectors like education, health, banking, and other industries.

RELATIONSHIP BETWEEN ORGANIZATIONAL JUSTICE AND ORGANIZATIONAL CITIZENSHIP BEHAVIOUR: A CASE STUDY OF WIPRO

Every organization’s existence is aimed at designing their operations in the pursuit of making monetary benefits through vision and mission. Letting employees understand the vision and goal of the organization helps the employee to understand the ideas and milestones of the organizations. Work from home scenario across industries has brought in a new challenge to communication connectivity with the workforce. Organizations have to communicate not only their goals to the employees but also should gain the trust of their employees. Organizational justice is one of such factors which employees are keenly looking as the word of promise from employers. It articulates, how employer should conduct themselves with employees, so that they sense organization treated them properly. This study is aimed at identifying the employee’s perception about organizational justice and explored a relationship if any existing amid organizational fairness and organizational citizenship behavior (OCB). Researcher has adopted a descriptive analysis and this has study has used a well structure questionnaire consisting of three parts measuring: 1. Organizational Justice (OJ), 2. Organizational Citizenship Behavior (OCB) and 3. Demographic details. This study has used convenience-sampling technique for selection of samples from the population i.e., employees from Wipro in Bengaluru city. A detailed analysis using SPSS tool revealed a direct and positive significant association between OJ and OCB. Among the dimensions of OJ: Spatial justice, Interactional justice and Distributive justice had a positive substantial influence on OCB. Other two factors of OJ namely: Procedural, Temporal dimensions of OJ had no noteworthy impact on OCB.

Outcomes of talent identification in economically liberalized India: Does organizational justice matter?

Organizations in economically liberalized India face substantial challenges regarding the engagement and turnover of talent. By exploring the outcomes of the firm-level management practice of talent identification, we uncover the effects of identifying valuable employees as high potential. Adopting an organizational justice lens, we consider the social exchange consequences of talent identification for those identified either as high potential or non-high potential, examining how perceived organizational justice moderates the relationship with employee engagement/turnover intention. Based on data from 331 employees in two large organizations in India, perceptions of distributive, procedural, and interactional justice in this highly competitive labor market are found to moderate the relationship between talent identification and work engagement, while distributive justice moderates the relationship with employee turnover intention. The study identifies novel conditions under which talent identification might avoid the negative outcomes associated with an exclusive approach to talent management, commonly adopted in Indian organizations.

The Enactment of Classroom Justice Through Explicit Instruction: Deciphering the Changes in English as a Foreign Language Teachers' Perceptions and Practices.

This mixed methods research study investigated if explicit instruction could affect EFL teachers’ perceptions and practices of classroom justice considering its three-dimensional conceptualization based on the social psychology theories of justice, encompassing the distributive, interactional, and procedural justice. To this end, 77 Iranian English as a Foreign Language (EFL) teachers, chosen through maximum variation sampling, attended a four-session online justice-training course. The data were collected both before and after the course intervention through close- and open-ended questionnaires. Quantitative data analysis results, obtained through running paired samples t-tests and Wilcoxon signed ranks tests, indicated that except for the distributive component, the treatment was effective in significantly enhancing the Iranian EFL teachers’ procedural, interactional, and total classroom justice perceptions. Content analysis of the posttest qualitative data, done through MAXQDA, revealed that the participants approved the course usefulness, its significance, and uses of justice enactment strategies in their classroom. Furthermore, they confirmed positive changes in their conceptions and practices of justice because of attending the course and showed enthusiasm in attending more such courses in the future. The convergence of the quantitative and qualitative results in this study demonstrated the effectiveness of the justice-oriented training course for enhancing EFL teachers’ just classroom behaviors. Hence, the results would be fruitful for teacher educators aiming to promote the pre- and in-service EFL teachers’ professional effectiveness through explicit instruction on classroom justice and its use in teacher education programs.

How and when responsible leadership facilitates work engagement: a moderated mediation model

PurposeLeaders are under increasing pressure to cultivate an engaged workforce in responsible ways, but how and when responsible leadership is related to employee work engagement remains unclear. Hence, this study aims to unfold the responsible leadership–work engagement relationship by exploring the mediating role of intrinsic corporate social responsibility (CSR) attributions and the moderating role of interactional justice.Design/methodology/approachA multiphase sample of 225 was collected from employees from the Chinese manufacturing industry. Hierarchical regression and PROCESS macro in SPSS were used to test the authors’ moderated mediation model.FindingsThe results demonstrate that responsible leadership is directly related to work engagement and indirectly related to it via employees' intrinsic CSR attributions. Interactional justice significantly strengthens the positive relationship between responsible leadership and intrinsic CSR attributions as well as the mediating effects of intrinsic CSR attributions.Practical implicationsTo cultivate an engaged workforce that improves organizational effectiveness, firms and managers should facilitate responsible leadership, signal sincere motives of CSR activities and enhance fair interpersonal treatment at work. These can also be helpful in various fields (e.g. promoting public trust).Originality/valueBased on social learning theory and attribution theory, this study empirically reveals the role of responsible leadership in enhancing work engagement. It sheds new light on the psychological mechanism and the boundary condition explaining how and when this linkage occurs, which advances research on responsible leadership and the individual-level analysis of CSR.

Testing the relationship between value co-creation, perceived justice and guests’ enjoyment

ABSTRACT This study explores the relationship between value co-creation (VCC), guests’ perceived justice and guests’ enjoyment. Cognitive appraisal theory and justice theory are used to explain these relationships. Different dimensions of VCC such as knowledge sharing, equity, interaction, personalization, experience and relationship are investigated in this study. Partial least square Structural equation modeling (PLS-SEM) was used to test the hypotheses using data from 365 hotel guests recruited through Prolific. VCC has a positive relationship with guests’ enjoyment through two mediators, the perceived distributive and the interactional justice. This study contributes to the literature of VCC by proposing justice theory as a cognitive process that can partially explain guests’ enjoyment when they adopt an active ‘working' role to undertake value-creating activities.

AI Decision Making with Dignity? Contrasting Workers’ Justice Perceptions of Human and AI Decision Making in a Human Resource Management Context

Using artificial intelligence (AI) to make decisions in human resource management (HRM) raises questions of how fair employees perceive these decisions to be and whether they experience respectful treatment (i.e., interactional justice). In this experimental survey study with open-ended qualitative questions, we examine decision making in six HRM functions and manipulate the decision maker (AI or human) and decision valence (positive or negative) to determine their impact on individuals’ experiences of interactional justice, trust, dehumanization, and perceptions of decision-maker role appropriateness. In terms of decision makers, the use of human decision makers over AIs generally resulted in better perceptions of respectful treatment. In terms of decision valence, people experiencing positive over negative decisions generally resulted in better perceptions of respectful treatment. In instances where these cases conflict, on some indicators people preferred positive AI decisions over negative human decisions. Qualitative responses show how people identify justice concerns with both AI and human decision making. We outline implications for theory, practice, and future research.

School Counsellors’ Perceptions of School Justice and Awareness of Advocacy Duties

The purpose of this study is to examine school counsellors' awareness of their advocacy responsibilities in relation to distributive, procedural, and interactional justice. The participants in this case study were 14 school counsellors working in secondary schools. They were selected using criterion sampling and maximum variation. Research data were collected using a semi-structured interview form and analyzed using content analysis. According to the findings, school counsellors described their school environments as fair considering the democratic attitudes of principals and teachers. Participating counsellors reported that students complain about various issues regarding favoritism, discriminatory attitudes, problematic communication, and unfair grading. They also reported that when students experience injustice at school, they show emotional reactions such as anger, unhappiness, and helplessness, in addition to aggression towards teachers, school objects, or themselves. School counsellors stated that they encourage such students to share their feelings, claim their rights, and talk to their teachers. However, school counsellors who encouraged students to claim their rights rarely talked to teachers to solve such problems. It can be said that school counsellors who strive to prevent student victimization have played a mediating role rather than being an advocate. Future studies can explore the advocacy practices at private and public schools.

The Association Between Organizational Justice and Health-Related Productivity Loss Among Korean Employees.

To investigate the association between organizational justice (OJ) and health-related productivity loss (HRPL) among Korean employees. From January 6, 2020 to February 18, 2020, data were collected using a web-based questionnaire. This study measured HRPL using the Work Productivity and Activity Impairment Questionnaire: General Health version. Procedural and interactional justice were measured using the Korean organizational justice questionnaire. Generalized linear models were used for estimating productivity loss based on tertiles of OJ levels, while the productivity loss of employees in low OJ categories was used as a reference group. The nonparametric associations between the OJ levels and the overall HRPL level were observed. High levels of OJ significantly reduced HRPL. Our results support the hypothesis that high OJ is associated with improved labor productivity.

The influence of organisational justice and ethical leadership on employees’ innovation behaviour

PurposeThis paper aims to explore the influence of organisational justice (including distributional justice, procedural justice and interactional justice) and ethical leadership on employees’ innovation behaviour and to analyse the role of ethical leadership in regulating the relationship between organisational justice and employees’ innovation behaviour.Design/methodology/approachThis paper explores the key factors affecting employees’ innovation behaviour from three forms of organisational justice (distributional justice, procedural justice and interactional justice) and ethical leadership. The questionnaire survey method is used to survey Chinese industrial workers. A total of 323 valid questionnaires are collected, and the model is verified by SmartPLS.FindingsThe study found that distributional justice and interactional justice in organisational justice had a significant positive influence on employees’ innovation behaviour. Ethical leadership had a significant positive influence on employees’ innovation behaviour and interactional justice. At the same time, ethical leadership has a significant regulatory effect on the relationship between interactional justice and employees’ innovation behaviour. The study also found that procedural justice had a significant positive influence on distributional justice and interactional justice.Research limitations/implicationsThis paper is limited to industrial workers in Hubei, China, and the research objects need further expansion. In terms of research methods, future research will use other laboratory research methods, combining experimental environments with real-world situations, enhancing the scientific nature of research methods and increasing the credibility of research results.Practical implicationsIn management practice, organisations can take various measures to improve the interaction level of employees, improve employees’ perception of organisational distribution justice by establishing a scientific distribution system, give full play to the role of ethical leadership, implement more ethical management and stimulate employees' innovation behaviour.Originality/valueThis research theorises the relationship between distributional justice, interactional justice and employees' innovation behaviour and enriches the research system of employees' innovation behaviour. At the same time, it examines the regulatory effect of ethical leadership on the relationship between interactional justice and employees' innovation behaviour, which helps enrich the mechanism of ethical leadership affecting employees' innovation behaviour path. It clarifies the mechanism of the interaction among distributional justice, procedural justice and interactional justice and expands the research theory of organisational justice.

Book Review: Interactional Justice: The Role of Emotions in the Performance of Loyalty

Book Review: Interactional Justice: The Role of Emotions in the Performance of Loyalty

Perfectionism, Interactional Justice and Job Performance: A Trait Activation Perspective

Drawing on trait activation theory, this research explores the intrapersonal consequences of perfectionism in the workplace by examining the relationships between self-oriented perfectionism (SOP) and two distinct job performance dimensions, i.e., task performance and organizational citizenship behavior (OCB) and the moderating role of interactional justice on these relationships. Using field data collected from 121 employee–supervisor dyads in South Korea, we found a unique and incremental predictive power of employee SOP on job performance, specifically task performance. Moreover, the results showed that the interaction effect of employee SOP and interactional justice on OCB was significant, such that the trait of SOP was activated to enhance OCB when interactional justice was low. Theoretical and practical implications are discussed.

The effect of burnout and its dimensions on turnover intention among nurses: a meta-analytic review

PurposeThe aim of this study was to survey the relationships between organizational justice perceptions and turnover intention by using meta-analysis.Design/methodology/approachEighty-three correlation values were used. Comprehensive Meta-Analysis Software (CMA) was used to analyze the collected studies.FindingsHeterogeneity and publication bias of each data set was tested. Each data was heterogeneous and included no publication bias. The results suggested that the effect size of distributive justice on turnover intention is −0.396, interactional justice on turnover intention is −0.341, interpersonal justice on turnover intention is −0.361, informational justice on turnover intention is −0.358, procedural justice on turnover intention is −0.369 and overall organizational justice on turnover intention is −0.436. Region was a moderator for the relationship between distributive justice and turnover intention.Originality/valueThe results of this study can provide guidance to the future researchers. Moreover, the managers can use these results for the implementation of organizational strategies and policies.

Examining buyers' negative word-of-mouth intentions following suspected salesperson transgressions

Our understanding of the factors that motivate business-to-business (B2B) buyers' negative word-of-mouth (NWOM) intentions in response to a suspected salesperson transgression and subsequent recovery effort is limited. This is surprising given the frequency with which salesperson transgressions occur and the ease with which buyers can disseminate their resulting dissatisfaction through NWOM. We address this shortcoming across two studies. In the first study, we examine buyers' NWOM intentions in response to a supplier transgression and recovery attempt. Consistent with suspicion theory and the idea that buyers have limited information when confronting these situations, we find that buyers' NWOM intentions are higher following the commission of a suspected transgression by a selling-oriented as opposed to customer-oriented salesperson. However, we also find that while salesperson-led recovery efforts result in no difference in NWOM intentions across the two types of salespeople, manager-led recovery efforts result in significantly greater NWOM intentions for selling-oriented salespeople. In the second study, we replicate these findings while also demonstrating that buyers' interactional justice perceptions mediate this process. We discuss the theoretical and managerial implications arising from these findings, while also presenting avenues for future research in the area.

How do justice and top management beliefs matter in industrial symbiosis collaboration: An exploratory study from China

AbstractJustice has been widely studied by behavior researchers in recent years. However, it has not received very much attention in industrial symbiosis (IS) network research. This inductive study presents a synthetic conceptual model connecting justice to corporate collaborative actions in the context of IS through top management. Using structural equation modeling to analyze a survey of 209 firms in two eco‐industrial parks in China, we examined inductively the effects of distributive, procedural, and interactional justice on top management, IS collaboration, and environmental performance of firms. Results demonstrate that different aspects of justice have different direct and indirect effects on IS collaboration and environmental performance. Furthermore, we detected that top management beliefs (TMB) affect IS collaboration and influence environmental performance. The mediating effect of IS collaboration between TMB and environmental performance was examined and discussed.

Job Insecurity and Employees' Taking Charge Behaviors: Testing a Moderated Mediation Model.

Given the rapid changes in current technologies, business models, and work environments, organizations and managers increasingly rely on their employees’ proactive behaviors, such as taking charge, to gain competitive advantages. Taking charge involves a range of risky and future-oriented behaviors, and it requires employees to work hard to achieve them in the future. For employees with high job-insecurity, their job continuity in the future is threatened. Thus, they may not be willing to take risks to do additional work that is “future-oriented”. To our knowledge, the effect of job insecurity on employees’ taking charge has rarely been studied. As a result, the purpose of our study is to investigate whether, how, and when job insecurity will influence taking charge. Drawing on the conservation of resources theory and proactive motivation model, we develop a theoretical model. Moreover, we employed a multi-wave and multi-source survey to test our predictions. Based on the data from 194 full-time employees paired with their direct supervisors, the results provided consistent support for the proposed hypotheses. Specifically, the results indicate that job insecurity prohibits employees’ taking charge behaviors through deteriorating their work engagement. Furthermore, employees’ perception of interactional justice moderates the negative influence of job insecurity on their work engagement and, consequently, their taking charge behaviors. Theoretical and practical implications are discussed.