Justice Climate Research Articles

Relationships Between Organizational Justice and Burnout at the Work-Unit Level.

Relationships between organizational justice and well-being are traditionally investigated at the individual level. This article extends previous efforts by testing such relationships at the work-unit level. Three corridors of influence were examined. First, the level (work units’ average scores) of justice is related to the level of burnout. Second, justice climate strength (level of agreement among work-unit members) moderates the predictability of the level of burnout. Third, justice strength is related to burnout strength. The authors interviewed 324 contact employees from 108 work units in 59 service organizations. Findings showed the predominance of interactional justice over distributive and procedural justice in all 3 corridors.

CONFLICT MANAGEMENT Conference Symposia Abstracts.

Academy of Management Annual Meeting Proceedings includes abstracts of all papers and symposia presented at the annual conference, plus 6-page abridged versions of the “Best Papers” accepted for inclusion in the program (approximately 10%). Papers published in the Proceedings are abridged because presenting papers at their full length could preclude subsequent journal publication. Please contact the author(s) directly for the full papers. ArticlesCONFLICT MANAGEMENT Conference Symposia Abstracts.Published Online:13 Dec 2017https://doi.org/10.5465/ambpp.2004.13862754AboutSectionsPDF/EPUB ToolsDownload CitationsAdd to favoritesTrack Citations ShareShare onFacebookTwitterLinkedInRedditEmail AbstractThis section presents several abstracts of conference symposiums which addressed various issues surrounding conflict management, including discussions of the complex nature and relationships among related components of the deviance construct, advances in justice climate research, knowledge acquisition and integration within groups in the micro-processes of organizational learning, and the role of status in organizational justice and the negative affect in negotiation.FiguresReferencesRelatedDetails Vol. 2004, No. 1 Permissions Metrics in the past 12 months History Published online 13 December 2017 Published in print 1 August 2004 InformationCopyright of Academy of Management Journal is the property of Academy of Management and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder’s express written permission. However, users may print, download, or email articles for individual use.KeywordsMANAGEMENT science -- AbstractsABSTRACTSCONFERENCES & conventions -- AbstractsORGANIZATIONAL learning -- AbstractsORGANIZATIONAL justiceSOCIAL integration -- AbstractsCONFLICT management -- AbstractsDEVIANT behaviorDownload PDF

LEADERSHIP AND PROCEDURAL JUSTICE CLIMATE AS ANTECEDENTS OF UNIT‐LEVEL ORGANIZATIONAL CITIZENSHIP BEHAVIOR

Despite an abundance of research conducted on organizational citizenship behavior (OCB) at the individual level of analysis, relatively little is known about unit‐level OCB. To investigate the antecedents of unit‐level OCB, data were collected from employees of 249 grocery store departments. Structural equation modeling techniques were used to test a model in which procedural justice climate was hypothesized to partially mediate the relationship between leadership behavior (servant‐leadership) and unit‐level OCB. Models were tested using both employee ratings and manager ratings of unit‐level OCB. The results gave general support for the hypotheses, although there were some differences depending on the source of the OCB ratings (supervisor or subordinate), whether the type of department was controlled for, and whether a common method variance factor was included. Overall, the evidence generally supported the association of both servant‐leadership and procedural justice climate with unit‐level OCB. Building on the current study, a multilevel framework for the study of OCB is presented in conjunction with a discussion of future research directions in four specific areas.

THE IMPACT OF COMMUNITY VIOLENCE AND AN ORGANIZATION'S PROCEDURAL JUSTICE CLIMATE ON WORKPLACE AGGRESSION.

This study contrasts community violence and an organization's procedural justice climate (or lack thereof) as explanations for employee-instigated workplace aggression in the geographically dispers...

The Impact of Community Violence and an Organization's Procedural Justice Climate on Workplace Aggression

The Impact of Community Violence and an Organization's Procedural Justice Climate on Workplace Aggression

GROUP ORGANIZATIONAL CITIZENSHIP BEHAVIOR: A CONCEPTUALIZATION AND PRELIMINARY TEST OF ITS ANTECEDENTS AND CONSEQUENCES.

Group organizational citizenship behavior (GOCB) is conceptualized as a distinct group-level phenomenon concerning the extent to which the work group as a whole engages in OCB. Among a sample of 148 work groups (a total of 743 employees), it was found that individual OCB was consistent within groups and that the difference between OCB among groups was greater than the difference between OCB among members within a group, suggesting that group OCB is a meaningful construct. Furthermore, the present study investigated the antecedents and consequences of group OCB in a large commercial back. We found that group OCB was positively influenced by the organizational justice climate, work group leadership support, and work group cohesiveness. We also found that the positive effect of group personality similarity in negative affectivity was fully mediated by group cohesiveness. Meanwhile, group OCB was found to have unique positive impact on work group performance, employee individual performance, and a negative effect on employee turnover intention. The theoretical and empirical implications of this study are discussed in the context of the service organizations.

The Effects of Procedural Justice Climate on Work Group Performance

The authors examined the effect of procedural justice climate, defined as a distinct group-level cognition about how the work group as a whole is treated, on work group performance in a sample of 34 work groups from two organizations. They hypothesized that the relationship between procedural justice climate and performance is indirect, operating through helping behavior. Group-level helping behavior fully mediated the relationship between procedural justice climate and perceived performance. However, the same results were not found when financial performance data were used as a measure of work group performance. Implications for the study’s findings are discussed.

JUSTICE IN TEAMS: ANTECEDENTS AND CONSEQUENCES OF PROCEDURAL JUSTICE CLIMATE

This study examined antecedents and consequences of procedural justice climate (Mossholder, Bennett, & Martin, 1998; Naumann & Bennett, 2000) in a sample of manufacturing teams. The results showed that climate level (i.e., the average procedural justice perception within the team) was significantly related to both team performance and team absenteeism. Moreover, the effects of climate level were moderated by climate strength, such that the relationships were more beneficial in stronger climates. In addition, team size and team collectivism were significant antecedents of climate level, and team size and team demographic diversity predicted climate strength.

A Case for Procedural Justice Climate: Development and Test of a Multilevel Model

Current conceptualizations of procedural justice focus largely on the individual level of analysis; no framework exists for examining procedural justice's social context. Empirical tests reported here offer some support for group-level and cross-level hypotheses. Work group perceptions of cohesion and supervisor visibility in demonstrating procedural justice were associated with the development of procedural justice climate. Procedural justice climate was positively associated with helping behaviors after the effects of individual procedural justice perceptions were controlled for.

RAZUMIJEVANJE ODNOSA IZMEĐU RUKOVODITELJEVOG PREPOZNAVANJA POVJERENJA I PROCJENE USPJEŠNOSTI TIMA

Ovim se radom ispituje odnos između rukovoditeljevog prepoznavanja povjerenja – percepcije da su podređeni spremni prihvatiti ranjivost uslijed aktivnosti svog neposredno nadređenog – i procjene uspješnosti tima. Podaci su prikupljeni iz više izvora. Preciznije, članovi 196 radnih timova (ukupno 659 zaposlenika) procjenjivali su zajednički doživljaj članova tima o pravednosti njihova neposredno nadređenog te radnoj angažiranosti tima. Rukovoditelji timova (ukupno 196 rukovoditelja) procjenjivali su koliko tim kojim rukovode ima povjerenja u njih, te radnu uspješnost tima. Rezultati strukturalnog modeliranja pokazuju da rukovoditeljevo prepoznavanje povjerenja, odnosno doživljaj rukovoditelja da mu tim kojim rukovodi vjeruje, neposredno povećava procjenu rukovoditelja o uspješnosti njegova tima. Drugim riječima, kada rukovoditelj osjeća da mu njegov tim vjeruje, sklon je pozitivnije procjenjivati uspješnost tima. Dodatno, u radu se provjerava i mehanizam u podlozi navedenog međuodnosa, odnosno razlozi zbog kojih rukovoditeljevo prepoznavanje povjerenja dovodi do pozitivnije procjene uspješnosti tima. Rezultati pokazuju da je rukovoditelj skloniji tim tretirati pravedno kada osjeća da mu članovi tima kojim rukovodi vjeruju. Preciznije, kada rukovoditelj osjeća da mu članovi tima kojim rukovodi vjeruju, radni tim ga je sklon procjenjivati pravednijim, što se očituje u povećanoj klimi pravednosti rukovoditelja – zajedničkom doživljaju članova tima o pravednosti njihova neposredno nadređenog. Povećana klima pravednosti rukovoditelja pozitivno djeluje na radnu angažiranost tima – zajedničko, pozitivno i ispunjavajuće stanje tima koje obilježava energija, posvećenost i udubljenost tima u obavljanje posla, a koje nastaje kao rezultat interakcije i zajedničkih iskustava članova radnog tima. Tako povećana radna angažiranost tima u konačnici pozitivno djeluje i na uspješnost tima. Drugim riječima, rukovoditeljevo prepoznavanje povjerenja pozitivno djeluje na procjenu uspješnosti tima jednim dijelom i zbog povećane klime pravednosti rukovoditelja i radne angažiranosti tima. Dakle, rukovoditeljevo prepoznavanje povjerenja povećava procjenu uspješnosti tima neposredno, ali i posredno, putem klime pravednosti rukovoditelja i radne angažiranosti tima. Osobe katkada ne moraju osjetiti povjerenje onih koji im vjeruju: rukovoditelji ne moraju nužno prepoznati da im podređeni vjeruju, jer povjerenje podređenih u rukovoditelje može biti internalizirano i neverbalno. Rezultati ovog istraživanja pokazuju da rukovoditeljevo prepoznavanje poklonjenog mu povjerenja od strane njegovih podređenih ima poželjne učinke, prvenstveno na procjenu uspješnosti tima kojim rukovodi, ali i na zajednički doživljaj članova tima o pravednosti rukovoditelja te radnu angažiranost tima.