Justice Climate Research Articles

The effects of high performance work systems in employees' service-oriented OCB.

The present research investigates the effects of "High Performance Work Systems (HPWS)" on employees' "work engagement" and "service-oriented Organizational Citizenship Behavior (OCB)", through the development of a social and justice climate. In doing so, "Partial Least Squares Structural Equation Modeling (PLS-SEM)" was applied based on a convenient sample of 448 customer-contact hotel employees across ten Greek hotel organizations. In summary, the study reveals first the valuable contribution of HPWS towards the development of a justice and service climate, which in turn influence positively employees' work engagement. As a consequence, employees respond by exhibiting extra role behaviors and by engaging in service-oriented OCB. Overall, the findings clarify the mechanism behind the HPWS process, known as the "black-box", a valuable knowledge for professionals practicing Human Resource Management (HRM).

Conflict, justice, and inequality: Why perceptions of leader–member exchange differentiation hurt performance in teams

SummaryTo better understand why leader–member exchange (LMX) differentiation in teams may be detrimental to individual and team performance, we propose that team members' perception of LMX differentiation (PLMXD) is more important than statistical measures of LMX differentiation. Specifically, we hypothesize a multilevel model in which relationship conflict and procedural justice (climate) mediate the relationships of individual and collective PLMXDs with individual and team performance, respectively. Using a sample of 235 individuals in 53 teams, we found that individual PLMXD was negatively related to individual performance through relationship conflict perceptions, controlling for LMX. At the team level, collective PLMXD was negatively related to team performance through procedural justice climate and relationship conflict, controlling for a statistical measure of LMXD. Theoretical implications and directions for future research are explored.

A Three-Wave Longitudinal Study of Moderated Mediation Between High-Performance Work Systems and Employee Job Satisfaction: The Role of Relational Coordination and Peer Justice Climate.

Existing literature lacks studies that examine the indirect effect of high-performance work systems (HPWSs) on employee job satisfaction through employee–employee relations. Moreover, less is known about the boundary conditions of this indirect effect. This study sought to longitudinally examine the mediating role of a specific form of employee–employee relations—relational coordination—in the relationship between HPWS and job satisfaction. Data were collected in three waves from the employees of commercial banks (N = 322). Partial least squares structural equation modeling was used for data analysis. Results from multiple linear autoregressive longitudinal analysis indicate that HPWSs predict relational coordination, which in turn partially mediates the HPWS–job satisfaction relationship. Perceptions of peer justice climate provide boundary conditions for the aforementioned mediating effect. This study contributes to existing literature by explaining moderated-mediation mechanisms through which HPWSs predict employee job satisfaction. Managers can strengthen the effect of HPWS on employee–employee relations and subsequent effect on employee job satisfaction by promoting peer justice climate in organizations.

Does ethical leadership boost nurses' patient-oriented organizational citizenship behaviours? A cross-sectional study.

To examine the relationships between perceived ethical leadership, perceived interactional justice climate, and patient-oriented organizational citizenship behaviour. A cross-sectional non-experimental design was employed. The convenience sampling was adopted. Data were collected in July and August 2018. A total of 738 nurses were recruited from eight Chinese hospitals. The survey included instrument scales of ethical leadership, interactional justice climate, and patient-oriented organizational citizenship behaviour. SPSS version 22 was used to compute means, standard deviations, and intercorrelations. The partial least squares structural equation modelling was chosen to estimate the path coefficients of the relationships. Relationships among perceived ethical leadership, perceived interactional justice climate, and organizational citizenship behaviours were statistically significant. Perceived interactional justice climate mediated the relationship between perceived ethical leadership and nurses' organizational citizenship behaviours. Ethical leadership is related to interactional justice climate, which, in turn, increases nurses' organizational citizenship behaviour. Nurse leaders are encouraged to exhibit ethical behaviours and to create justice climate. Ethical leadership scale can be used to select, train, and evaluate the nurse supervisors and managers. Hospital administrators are encouraged to recruit and promote those with both moral compass and leadership potential to nursing leadership positions. Nursing managers should create a justice climate in their hospitals. Hospital administrators could use ethical leadership scale to develop ethical leadership training programmes.

Organizational justice climate: A review of theory, perspective and framwork

Organizational justice climate: A review of theory, perspective and framwork

Do workplace contextual factors engender abusive supervision?

Drawing upon affective events theory (AET), this study seeks to investigate the effects of workplace contextual factors – such as procedural justice climate (PJC), or a lack thereof – on subordinates’ ‘perception of abusive supervision’ (AS), which is largely overlooked in the domain of AS. The data (213 subordinates across 51 work groups) showed that subordinates’ perception of AS and their feelings of anger, in turn, mediated the deleterious effects of PJC (or a lack thereof) on subordinates’ organisational citizenship behaviours (OCBs). The study contributes to the AS literature by highlighting and investigating PJC, building on understanding around subordinates’ perceptions of AS. Also, by incorporating a two-stage mediating mechanism (stage 1: AS, stage 2: anger), this study investigates the full impact of the cascading effects of AS. Theoretical and practical implications are discussed.JEL Classification: C3, C31, C91, D23

High-performance work systems and key employee attitudes: the roles of psychological capital and an interactional justice climate

While there is evidence that high performance work systems (HPWS) are related to positive employee attitudes, the underlying mechanism is not yet thoroughly understood. Similarly, though the benefits of employees’ psychological capital (PsyCap) in the workplace are well documented, little is known about the extent to which PsyCap stems from the context in which people work. Adopting a multi-level approach and using the ability-motivation-opportunity (AMO) framework and the conservation of resources (COR) theory as theoretical backdrop, we develop and test a moderated mediation model to explain how organization-level HPWS relate to individual employee work attitudes (job satisfaction and affective organizational commitment) that reflect well-being through the mediating mechanism of employees’ PsyCap. Analysis of multi-source data from 569 employees in 44 firms showed that HPWS were positively related to job satisfaction and affective commitment, and that these relationships were partially mediated by PsyCap. Furthermore, moderated path analysis revealed that an interactional justice climate strengthened the direct effect of HPWS on PsyCap and work attitudes as well as the indirect effects of HPWS on work attitudes. The theoretical and practical implications of these findings are discussed.

Leader–Member Exchange in Mediating Interpersonal Justice and Informational Justice Climate toward Counterproductive Work Behavior

This cross-level study (individual level) examines the influence of interpersonal justice climate and informational justice climate (unit level) on counterproductive work behavior (individual level). The study also examines the role of leader–member exchange (individual level) in mediating the influence of these climates on counterproductive work behavior. The study was carried out by distributing a questionnaire to non-civil-servant lecturers in three new state universities in Indonesia. Of the questionnaires distributed, 399 were returned completely filled out and were then processed using hierarchical linear modeling. Hierarchical linear modeling is the appropriate analysis tool for examining cross-level models in which there is variance at both the individual level and the group level, with individual-level outcomes. The hierarchical linear modeling method still considers variance both within and between units and the role of both individuals and units simultaneously. The instruments were tested using confirmatory factor analysis, and reliability tests were carried out by looking at the coefficient of Cronbach’s alpha. The results of the hypothesis test show that while interpersonal and informational justice climates do not have an influence on counterproductive work behavior (H1 and H2 not accepted), they do have a significant influence on leader–member exchange (H3 and H4 accepted), which itself has a positive influence on counterproductive work behavior (H5 accepted). The test results for H6 and H7 show leader–member exchange fully mediates the influence of interpersonal and informational justice climate on counterproductive work behavior. The results of this study encourage further discussion and open opportunities for cross-level research with different variables and objects.

Application of the Measure of Peer Justice Climate to a Multiethnic Sample

The measure created by H. Li offers a useful tool for investigating justice perceptions among team members or peer justice climate; however, more research is required to confirm its structure in lieu of competing models. This study provides evidence for the three-dimensional structure of peer justice climate within a multiethnic context and explores its relation to outcome variable performance. Participants were 304 undergraduate students from universities in the multiethnic, Republic of Trinidad and Tobago. Competing structures of peer justice climate were compared using exploratory and confirmatory factor analyses. Results indicated that peer justice climate is best conceptualized as having three dimensions (distributive, procedural, interactional) with an overarching justice factor connecting them. Suggestions are made for improving the measure. Procedural peer justice climate was found to have a significant positive relation with team performance.

SITUATIONAL AND INTERACTIONIST LEADERSHIP THEORIES

SITUATIONAL AND INTERACTIONIST LEADERSHIP THEORIES

Ethical Leadership and OCB: The Mediating Role of Ethical Climate, Trust, and Justice

This study analyzed how Top Management Ethical Leadership influence Organization Citizenship Behaviour (OCB). We proposed that Ethical leadership affects OCB by promoting an ethical climate and Trust in organizations. Then these factors give rise to Procedural Justice Climate and Distributive Justice, which then results in OCB. This theoretical framework was empirically tested by gathering data of 210 employees working in various sectors operative in Pakistan by means of closed-ended Likert scale type questionnaires. Numerous statistical techniques, for instance, descriptive statistics, confirmatory factor analysis (CFA) and structural equation modeling (SEM) were utilized for analysis of the results. As proposed in our theory, the results indicated a positive impact of Top Management Ethical Leadership on Ethical Climate & Trust in Organization. Moreover, a significant positive impact of trust on both Procedural Justice Climate & Distributive Justice. Furthermore, both of these fully mediates the effects of top management ethical leadership on organizational citizenship behavior. From a different angle, the impact of the ethical climate on the Procedural Justice Climate is significantly positive. However, the relationship between ethical climate and Distributive Justice was found to be insignificant. Hence, this study provides a plausible theoretical account as well as empirical validation of a mechanism through which top management ethical leadership enhances OCB. Therefore, managers in an organization can rise Firm-level OCB by enhancing the overall environment of the corporation and participatory factors in an ethical manner.

Ethical Leadership and Organizational Citizenship Behaviour: the Mediating Role of Ethical Climate, Trust, and Justice

This study analysed and showed that how the Top Managements’ Ethical Leadership Influences Organization Citizenship Behaviour (OCB). We proposed that Ethical leadership affects OCB by promoting ethical climate and trust in an Organization. Thus, such factors gives a rise to Procedural Justice Climate and Distributive Justice, which resulted in OCB. This theoretical framework was empirically tested by gathering data of 210 employees who are working in different sectors in Pakistan by means of close ended Likert scale type questionnaires. Numerous statistical techniques for instance descriptive statistics, (CFA) confirmatory factor analysis and (SEM) structural equation modelling were used to analyse the results. As proposed in our theory, the results indicates a positive impact of Top Management Ethical Leadership on Ethical Climate and Trust in an Organization. Moreover, the result also indicates a significant positive impact of trust on both Procedural Justice Climate & Distributive Justice. Furthermore, both of these completely intercedes the consequences of top management ethical leadership on organizational citizenship behaviour. From a different viewpoint, the impact of ethical climate on Procedural Justice Climate is significantly positive, however; the relationship between ethical climate and Distributive Justice was found to be insignificant. Hence, this investigation provides a credible theoretical description as well as observed support of a contrivance through which ethical leadership of top management boosts Organizational Citizenship Behaviour. Therefore, managers in organization can rise Firm level OCB by enhancing the overall environment of the corporation and participatory factors in an ethical manner.

Justice Climate and Workgroup Outcomes: The Role of Coworker Fair Behavior and Workgroup Structure

Research on justice climate demonstrates a consistent effect on workgroup outcomes such as job satisfaction, commitment, and performance. However, little research considers how justice climate affects these outcomes and when the relationship is stronger or weaker. In an effort to extend the literature on justice climate, we draw on research on other types of organizational climate to suggest justice climate influences the fair behavior of coworkers. Specifically, we propose fair coworker behavior mediates the relationship between justice climate and outcomes. Further, we examine the influence of workgroup structure on this mediated relationship. We examine these relationships in two studies and find support for the mediating effect of fair coworker behavior and the proposed moderated mediation model. Implications of these results for justice and climate research are considered.

The Paradox of Leader-Member Exchange (LMX) Differentiation

Abstract. Drawing from the equity-equality paradigm and social interdependence theory, we examine cross-level effects of leader-member exchange (LMX) differentiation on both task performance and creativity using 461 team members and 98 team leaders in China. We demonstrate the paradoxical (i.e., positive and negative) effects of LMX differentiation in teams. Specifically, while LMX differentiation was positively, directly associated with task performance and creativity in more interdependent teams, it also had negative, indirect influences, through interactional justice climate, on these outcomes. Overall, in more interdependent teams, LMX differentiation had positive effects on employee performance-based outcomes, but in less interdependent teams, the effects were more negative. Our findings also provide practical implications for team governance.

Justice Climates on High-Investment Human Resource System and Unit/Individual Performance

Justice Climates on High-Investment Human Resource System and Unit/Individual Performance

Individual and group level antecedents in the development of idiosyncratic deals. A cross-level study

Research on workers’ proactive behaviors has increased in recent years, emphasizing the need for a more active workforce. In this context, research has been carried out on idiosyncratic deals (i-deals), that is, individualized work arrangements that employees negotiate with their employers about aspects that are mutually beneficial. Because this research topic focuses on individuals’ actions, most of the studies analyzing its antecedents examine individual characteristics. However, group and organizational characteristics have been suggested to play a role. The aim of the present paper is to analyze the interplay between individual and group level factors in the development of i-deals. More specifically, we consider the role of psychological capital and justice climate in the development of i-deals. A total of 520 employees working in 83 work-units in Spain participated in a panel study. A cross-level approach was adopted to analyze the relationships among psychological capital (psycap), justice climate and i-deals. The results revealed group differences in the enactment of i-deals. Individual and group level factors showed a significant positive relationship with i-deals. After controlling for individual characteristics, Justice Climate still added predictive power.

Interactive Effects of Multi-Foci Justice Climates on Teams’ Psychological Empowerment

Psychological empowerment refers to the degree in which an employee feels that he controls events in the organization. This construct is studied on a group level as well, as a team members’ common experience. Team empowerment is a multidimensional construct that includes the collective belief about freedom, independence and discretion in decision-making (autonomy), teams’ effectiveness (potency), the importance and value of teams’ work (meaningfulness), and the contribution of the teams’ work to organizational performance (impact). Organizations are interested in empowering individuals and teams because empowerment relates to positive work outcomes. Justice climate, as an important component of the overall experience of the working environment, greatly determines psychological empowerment. The aim of this study is to verify the interactive effects of organizational, supervisory and peer justice climate on teams’ psychological empowerment. We analyzed data collected from 196 work teams from different organizations. Results of polynomial regression combined with response surface methodology show that with the increase of the level of congruence between multi-foci justice climates, teams’ psychological empowerment increases as well. Misalignment between different sources of justice climate, a situation in which one source is fair while the other is unfair, does not affect the team members’ joint perception of psychological empowerment. As long as the team perceives one source of justice as fair, the teams’ psychological empowerment is high, regardless of the injustice of another source. Although the cross- sectional study design does not allow inferring causality, the theoretical implications of the results for the application of the congruence theory in the organizational context in understanding the effects of (mis)alignment between different sources of justice climate, as well as the practical applicability of the results in human resource management, are discussed. Keywords: teams’ psychological empowerment, multi-foci justice climate

Online Brand Community Climate, Psychological Capital, and Customer Value Cocreation

Following social exchange and broaden-and-build theories, we built a research model of supportive, justice, and ethical climates of an online brand community (OBC), taking into account psychological capital and customer value cocreation. We conducted a survey with members of the Huawei HuaFans Club, and used a structural equation method to test the reliability and validity of the model. We found that supportive, justice, and ethical climates are valuable to OBC customers. Results showed that supportive and justice climates positively influenced psychological capital, but the influence of ethical climate was nonsignificant. In addition, psychological capital mediated the relationship between OBC supportive and justice climates only and customer value cocreation. Our findings contribute to researchers' and managers' understanding of the effect of OBC climate on customer value cocreation.

School heads’ transformational leadership and students’ modernity: the multiple mediating effects of school climates

This study aimed to determine the mediating effects of school climate on the relationship between school heads’ transformational leadership and students’ modernity. We asked teachers to report on their school heads’ transformational leadership, school climates, and students’ modernity. Data were collected from 378 teachers from 42 middle and primary schools in five provinces in mainland China. Structural equation modeling (SEM) was adopted to test multiple mediating effects. Results indicated that school climates, including affiliation climate, innovation climate, and justice climate, were significantly affected by school heads’ transformational leadership. All these three school climates had positive effects on students’ modernity, and partially mediated the relationship between school heads’ transformational leadership and students’ modernity. These three mediating variables accounted for 35.1% of the total indirect effects; the innovation climate accounted for 15.6% of the total indirect effects, followed by justice climate (11.7%) and affiliation climate (7.8%). Results suggest that school climates are important factors that need special attention when school heads wish to develop students’ modernity. In the implementation of transformational leadership, the combination of school climates and the establishment of innovation, justice, and affiliation climates should be emphasized.

Work Group Climate and Behavioral Responses to Psychological Contract Breach.

Drawing on theories of social exchange and social information processing, we examined whether the influence of psychological contract breach on in-role performance and organization-directed citizenship behavior (OCBO) depends on work group climate levels, specifically procedural justice climate and power distance climate. The findings supported our hypothesis that psychological contract breach more strongly influences in-role performance and OCBO among members of units with favorable procedural justice climates. Support for a hypothesized moderating role of power distance climate was less conclusive. We discuss the implications of our model and findings for theories of employee–organization relationships and practice.