Perceptions Of Distributive Justice Research Articles

What's representation got to do with it? Comparing public reactions to diversity among government employees and government contractors

The literature on representative bureaucracy is largely focused on government agencies and little attention has been paid to representation within private sector contractors providing services on behalf of government. A survey experiment, administered on a nationally representative panel collected by YouGov, is used to assess whether the public evaluates the distributive justice of government programs differently if the programs are implemented by either contractors or government officials, and whether this changes when the public is provided information on the diversity of those actors. We find that perceptions of distributive justice are no different with government or contractor delivery, nor do they change in response to diversity information. The findings imply that perceptions of distributive justice may only vary between contractors and government, and in response to diversity information, when the public are presented with information about program failure or obvious inequities. Points for practitioners Nationally representative survey data indicates that the general public may be more concerned with program failure rather than the demographic composition of the organization that delivers the service. When performance is the same between government and private contractors, the public views the program outcomes as equally fair. Diversity, on its own, is not enough to enhance the public's assessment of government decisions. When engaging with different communities, managers should remember that perceptions of government may be informed by assumptions about who may benefit from government programs and racial stereotypes.

Multiple salary comparisons, distributive justice, and employee withdrawal.

Salary comparison has well-established implications for employees' attitudes and behaviors at work. Yet how employees process information about simultaneous comparisons, particularly when internal and external comparison information is incongruent, remains controversial. In this article, we draw from the model of dispositional attribution and equity theory to predict how the incongruence of internal and external salary comparisons affects perceptions of distributive justice and subsequent employee withdrawal behavior. We hypothesized that the effect of salary comparisons on perceived distributive justice follows a hierarchically restrictive schema in which a lower salary in comparison to a referent has a greater effect than a higher salary. This further affects employee withdrawal (neglect, turnover intention, and voluntary turnover). We also propose that the effects of salary comparisons are bounded by employees' zero-sum construal of success. Three studies were conducted to test our hypotheses: a quasi-experimental study and two time-lagged field studies. Consistent with our hypotheses, we observed that, when comparison information was incongruent, underpayment compared with others more strongly affected perceived distributive justice than overpayment did. The subsequent impact on perceived distributive justice was negatively related to employee withdrawal. As expected, the effect of incongruent salary comparison information was stronger for employees with lower zero-sum construal of success. The theoretical and practical implications of these findings are discussed. (PsycInfo Database Record (c) 2024 APA, all rights reserved).

The importance of social comparison in perceived justice during the service recovery process

PurposeThis study aims to analyse how consumers' perceptions of justice in a service recovery scenario vary, not only due to the company's actions but also due to the comparisons they make with the experiences of other consumers.Design/methodology/approachBased on justice theory, social comparison theory and referent cognitions theory, this study describes an eight-scenario experiment with better or worse interactional, procedural and distributive justice (better/worse interactional justice given to other consumers) × 2 (better/worse procedural justice given to other consumers) × 2 (better/worse distributive justice given to other consumers).FindingsFirst, consumers' perceptions of interactional, procedural and distributive justice vary based on the comparisons they draw with other consumers' experiences. Second, the results confirmed that interactional justice has a moderating effect on procedural justice, whereas procedural justice does not significantly moderate distributive justice.Originality/valueFirst, based on justice theory, social comparison theory and referent cognitions theory, we focus on the influence of the treatment received by other consumers on the consumer's perceived justice in the same service recovery situation. Second, it is proposed that the three justice dimensions follow a defined sequence through the service recovery phases. Third, to the best of the authors' knowledge, this study is the first to propose a multistage model in which some justice dimensions influence other justice dimensions.

Understanding justice in the platform economy: A qualitative case study of platform-based food delivery work

This qualitative study explores the conceptualisation of justice in the context of platform work, focusing on the dimensions of distributive, procedural, interpersonal, and informational justice. Drawing upon in-depth interviews with platform-based food delivery couriers in Taiwan, the study extends the organisational justice theory to platform work, showing how the dimensions of justice remain highly relevant in platform work, despite its individualised work organisation and algorithm-mediated transactions. The study highlights the influence of legal categorisations on distributive justice perceptions, while uncovering how perceptions of procedural justice had been undermined in relation to task allocation, fee calculations, and the lack of voice and consultation. Furthermore, it underscores the significance of dignity, respect, transparency, and explainability in interpersonal and informational justice within the platform work context. The theoretical and empirical contributions provide insights for scholars, practitioners, and policymakers seeking to better understand and address justice concerns within the rapidly expanding platform work sector.

Co-workers’ perceptions of the distributive justice of idiosyncratic deals – the roles of content, timing, and justice sensitivity

Research to date creates a predominantly positive image of idiosyncratic deals (i-deals). However, since i-deals lead to differences in employment relationships, they can trigger perceptions of unfairness and negative reactions among co-workers, thereby posing a threat to the overall effectiveness of i-deals. Against this background, it is important to gain more insights into how co-workers’ perceptions of distributive justice are shaped. Building on distributive justice theory and integrating distributive justice principles with the roles of emotions and personality, this study investigates three factors that are likely to influence co-workers’ perceptions of the distributive justice of an i-deal: the i-deal’s content, the negotiation’s timing, and co-workers’ justice sensitivity. The results of the vignette-based, between-subjects quasi-experimental study with 650 employees show that these three factors influence co-workers’ perceptions of an i-deal’s distributive justice. In addition, the results of the study reveal interaction effects between the factors under investigation. By examining what influences co-workers’ perceptions of distributive justice, this study contributes to a better understanding of i-deals from a third-party perspective and highlights that some types of i-deals, in terms of content and timing, should be approached with particular caution by supervisors.

The Association Between Organizational Justice and Organizational Trust Among Correctional Staff

This study employed organizational justice theory to examine the influence of employee perceptions of distributive, procedural, and interactional justice on whether employees trust their supervisors and management. Analysis of survey results from 322 employees of a state prison located in the Southern United States indicate that procedural and interactional justice—but not distributive justice—predict employee trust in both supervisors and management. These findings present important policy implications that suggest that the employing organization would benefit from having mechanisms in place to ensure that decisions follow consistent rules and strategies. Considering the relevance of employee trust to the organization, transparency in the use of pre-determined standards to allocate resources and rewards fairly needs to become a priority in institutions of corrections.

Shared professional logics amongst managers and bureaucrats in Brazilian social security: a street-level mixed-methods study

PurposeThis research addresses the professional logics of street-level managers (SLMs) and bureaucrats (SLBs) working in the Brazilian National Social Security Agency (INSS) through their perceptions of distributive justice and discretion. Since SLMs have the authority to influence SLBs' actions, we investigate whether these two groups hold similar viewpoints.Design/methodology/approachWe integrate the administrative data and survey responses (n = 678) with earlier thematic content analysis (n = 350) in three stages: mean-testing, regression analyses and complementary qualitative analysis, integrated through a mixed-methods matrix.FindingsWhilst no significant differences emerge in distributive justice ideas between groups, SLMs demand wider benefit-granting discretion, praising professionalism whilst adopting managerial posture and jargon.Research limitations/implicationsThe study adds to the theoretical discussions concerning SLM’s influence on SLB’s decision-making, suggesting that other factors outweigh it. The finding concerning the managers’ demand for wider discretion asks for further in-depth approaches.Practical implicationsFindings supply valuable insights for policymakers and managers steering administrative reforms, by questioning whether some roles SLMs play are limited to symbolic levels. Further, SLBs’ heterogenous formations might be more relevant to policy divergence than managerial influence and perhaps an underutilised source of innovation.Originality/valueBy approaching street-level management professional logics within a Global South welfare state through a mixed-methods approach, this study offers a holistic understanding of complex dynamics, providing novel insights for public sector management.

Understanding Whether Representative Bureaucracy and Racial Resentment Impact Public Perceptions of the Distributive Justice of Government Programs

Within the representative bureaucracy literature, scholars argue that public perceptions of government will improve when their government looks like them. In particular, this study focuses on how the public perceives the fairness of policy outcomes, measured as distributive justice. We test this through a survey experiment that examines how perceptions of distributive justice are affected by the racial diversity of government employees. Respondents are presented with a vignette about grants allocated to small businesses, and then provided information about the racial diversity of agency employees. We further examine whether levels of racial resentment impact the relationship between diversity in government and the perceived distributive justice of policy outcomes. Racial resentment, frequently used in political science as a proxy for levels of prejudice, is included because reactions to information about race and government policy are likely to shape perceptions about the legitimacy of government action and views on representative bureaucracy. The experiment results indicate racial representation in government matters for Whites, and these effects vary by expressed levels of racial resentment. In contrast, distributive justice perceptions of non-White respondents are not changed by information on racial diversity within government agencies and do not vary by levels of racial resentment.

Life Satisfaction Among Chinese Aged Workers: Interplay of Organizational Justice, Workplace Emotions, and Subjective Age Perception.

Organizational justice, as a multifaceted construct, plays an essential role in shaping organizational behaviors vital for boosting productivity. Previous research has underlined its influential role in both task performance and organizational citizenship behaviors. Importantly, positive emotions stemming from perceptions of both distributive and procedural justice have been associated with heightened levels of life satisfaction. This study aimed to elucidate the mediating role of these emotions in the connection between organizational justice perceptions and life satisfaction. Participants (N= 588) in two waves of multisource data from fifteen private firms in China, have been aged workers from 40 to 60 years old. The findings revealed a significant mediation effect of positive emotions linking employees' perceptions of justice and their overall life satisfaction. In alignment with the Spill-over hypothesis, our findings underscore the importance of cultivating an equitable work environment. Such an environment does not only drive job-specific outcomes but also deeply influences employees' broader well-being and happiness. By grasping the intricacies of organizational justice and its myriad effects on employee satisfaction, organizations can devise precise interventions, thereby elevating both employee well-being and overall productivity.

감사공정성 개념 및 감사만족도에 미치는 영향에 대한 연구

This study aims to explore the conceptualization of audit justice based on the existing concept of organizational justice and its theoretical underpinnings. Furthermore, this study analyzes the effects of audit justice perception on audit satisfaction of organizational members and examines the moderating effect of generational differences.
 As a result of the analysis is as follows. First, the concept audit justice is classified in three categories : audit distributive justice, audit procedural justice, audit interactional justice. Second, audit distributive justice and audit procedural justice perception have a significant positive(+) effect on audit satisfaction. Third, generational differences moderate only the relationship between audit distributive justice perception and audit satisfaction.
 These findings show the importance of audit justice as an internal audit strategy to achieve audit satisfaction and suggests that internal auditors should consider generational differences throughout the audit process.

Drivers of salespeople engagement: A justice perspective

This paper investigates the impact of distributive and procedural justice, and their effects on salespeople engagement. Based on Social Exchange Theory, we propose a theoretical model positing that salespeople's engagement is influenced by salespeople's perceptions of distributive (fairness in reward distribution) and procedural justice (fairness in organizational processes). We also delve into factors that enhance salespeople's perceptions of distributive and procedural justice, which indirectly affects their engagement. Using investment motives of justice, we propose that salespeople's investment in the organization and their comparison of their current jobs to alternatives, given the comparison favoring their current position, are positively associated with distributive justice. Further, the paper theorizes and tests how sales manager opportunism and conflict resolution approach, as two relational motives of justice, can influence procedural justice perception among salespeople. Finally, we examine the indirect effects of drivers of justice on salespeople engagement. Our analysis of 265 business-to-business salespeople corroborates the proposed theoretical model. Overall, the findings provide insights into how sales managers can enhance salespeople's engagement by promoting distributive and procedural justice.

Social Justice Leadership in Education: What Do School Principals Do for Social Justice?

This study aims to explore school principals' perceptions of social justice in education and their social justice leadership behaviors at school. The data of the study, which was conducted with the phenomenology design, one of the qualitative research methods, were obtained through semi-structured interviews with nine school principals and then analyzed by thematic analysis. The results of this study reveal that school principals mostly have distributive and recognitional justice perceptions of social justice in education and participatory justice perceptions at a relatively lower level. It has been revealed that principals have perceptions of distributive justice with the phenomena of equality, equality of opportunity, and fairness; recognitory justice with the phenomena of awareness of disadvantaged groups, supporting disadvantaged groups, and respect for diversity; and participatory justice with the phenomenon of democracy. It was found that school principals mostly exhibited social justice leadership behaviors concerning the dimensions of critical consciousness and support, while their behaviors in relation to the dimension of inclusion were limited compared to the other two dimensions. In their schools, principals exhibited respect for diversity among students, awareness of social injustices, raising critical consciousness about social justice, providing financial support, supporting students' academic and social development, creating an inclusive educational environment, and participatory management behaviors. Some implications were made for school principals' leadership behaviors regarding the conduct of educational activities within the framework of the principle of social justice. It has been revealed that we need to rethink the duties of school principals on how they ensure justice in education services, how they protect disadvantaged groups, and how they distribute resources.

Perceived Fairness of Teacher Selection Process in Turkey

This paper uniquely applies organisational justice theory to the teacher selection process and analyses the interview method in a centralised, heavily competitive context, with a non-autonomous selection process. Regression analysis indicated that the variables procedural justice, interactional justice, public personnel selection examination score, interview score, being hired, gender, and branch have a significant relationship with distributive justice perceptions. Furthermore, the teacher selection interview method was perceived as unjust and unfair; it is subjective to influential contacts and favouritism, ignores candidates’ labour and efforts by simply disqualifying most, and has poor reliability and validity structure.

Role of Justice Perception in Relationship Duration, Brand Equity, and Strategic Integration

ABSTRACT Purpose This study investigates the justice perception of buying group member retailers and examines whether it is an initiator of relationships and a constant driver of attitude through the lens of brand equity and relationship duration. Building upon the findings, this study offers practical implications for the managers of the buying group headquarters. Design/methodology/approach A questionnaire survey of 241 key informants of retailers participating in eight different retail buying groups in Japan was conducted. We conducted confirmatory factor analysis to verify measurements, and structural equation modeling to test the hypotheses. Findings Distributive justice perception directly affected relationship duration and procedural justice perception had an indirect effect on relationship duration via brand equity. We also found the significant moderating effect of strategic integration. For the group with high strategic integration, distributive justice perception had a greater effect on brand equity, whereas, in the group with low strategic integration, brand equity was more affected by procedural justice perception. Furthermore, the roles of distributive justice perception and procedural justice perception were found to be complementary. Research Implications The study expands the perception of justice in an inter-organizational environment to a loosely connected channel structure while examining two endogenous variables of relationship performance (i.e. brand equity and relationship duration). This study also finds the moderating effect that justice perception has on relationship performance. By implementing strategic integration intention as a moderator, this study considers the strategic stance of member retailers in the research setting as well. Practical Implications The findings highlight that headquarter managers must understand the role of each sub-dimension of justice perception and balance their application. As the resources for building justice perception can be limited, it is important for managers to allocate resources based on prioritization. Originality This research is a pioneering study on the implementation of justice perception in the relationship between member retailers and buying groups. Additionally, it proposes and proves the conditions required for justice perception to induce a positive attitude on the part of member retailers.

Exploring the influence of job demands and resources on organisational justice views in a sample of correctional staff

AbstractThis study examined the influence of job demands (role ambiguity, role conflict, role overload and dangerousness) and job resources (job variety, supervisor structure and training views) on employee perceptions of procedural justice, general perceptions of distributive justice, and specific perceptions of distributive justice. Using a sample of 160 employees at a high‐security prison, the regression analyses found that only demands of role conflict was inversely correlated with procedural justice and both distributive justice measures. Role ambiguity was inversely related to procedural but was not related to either dimension of distributive justice. Furthermore, dangerousness was inversely associated with distributive justice (both general and specific), but it was not correlated with procedural justice. Among the job resources, job variety was positively associated with procedural and both distributive justice measures. Supervisor structure was predictive of procedural but not distributive justice. Role overload, and training views had non‐significant relationships with all the justice measures.

Support for vigilantism in cyberspace: exploring procedural justice, distributive justice, and legal legitimacy

ABSTRACT Vigilantism, harmful acts conducted in response to social deviance and criminal activities, are increasingly happening in cyberspace. These cyber acts often have detrimental effects, and efforts at prosecution attempts can be unsuccessful, difficult, or nearly impossible. An understanding of support for cyber vigilantism can help deter activity and mitigate some of the associated harms. The paper, using US-based survey data, tests whether public perceptions of distributive and procedural justice, via perceived legitimacy of the criminal justice system, are associated with support for cyber vigilantism. The findings provide support for the process-based model of legitimacy. Procedural justice is mediated by legitimacy in its influence on support. Distributive justice, however, has a strong direct association with cyber vigilantism support. The paper discusses the implications of the findings for the field of cyber vigilantism.

Justice Fosters the Effect of Team-Building Interventions on Viability and Performance

Building viable teams provides a sustainable organizational culture and supports efforts to overcome challenges and maintain a long-lasting and growing business. This study analyzed the role of organizational distributive justice on the relationship between team-building interventions and team viability, alongside team performance. As we understand the underlying concepts of viability and performance better, we can build more resilient teams. An empirical study was conducted on a sample of 402 employees in different teams in organizations. A research model was built with viability and performance as the dependent variables and team-building as the independent variable. The perception of distributive justice was the mediator. Team-building was measured by four variables, where the results of the factor analysis suggested that problem-solving and interpersonal relationships converged into one variable, whereas goal-setting and role clarification represented the second factor of team-building. Regression and mediation analysis showed that problem-solving and interpersonal relationships had a stronger influence on teams’ viability and performance. More remarkably, distributive justice mediated this strong relationship. Throughout the challenging business environment, improving the problem-solving abilities of our teams and encouraging them to build strong interpersonal relationships integrated with a perception of justice would improve the teams’ sustainability significantly. Independent of the strength of the relationship between the team-building factors of viability and performance, organizational distributive justice fosters performance and sustainability. The observed influence of distributive justice was stronger on the goal-setting and role clarification components, whereas direct effects were relatively weaker. The high correlation between team viability and performance should encourage leaders to give equal importance to these concepts when building and motivating their teams, measuring the outcomes, and taking necessary actions.

Organizational identification and burnout syndrome in healthcare workers: The mediating effect of organizational justice.

Healthcare workers typically perform their work under adverse conditions, increasing their susceptibility to developing burnout syndrome (BO). The paucity of research on the relationship between organizational identification (OI) and perceptions of organizational justice has created the need to address this topic more deeply. This study aimed to assess the relationship between OI and BO, identifying whether perceptions of organizational justice act as mediating variables. In total, 402 healthcare workers (physicians, professionals, and nursing assistants) completed Colquitt's (2001) Organizational Justice Scale, Mael and Ashforth's (1992) Organizational Identification Scale, and Maslach's (1986) Burnout Inventory. Two competing structural equation models were evaluated. Our partial mediation model showed that the direct relationship between OI and BO was not significant (β= -0.16; p = 0.07). Therefore, a total mediation model was selected, showing that the indirect effects of OI on BO through perceptions of distributive justice (β= -0.16; p = 0.00) and interpersonal justice (β= -0.11; p = 0.02) were significant. Adjusting the processes of health institutions considering a vision of organizational justice and increasing the worker's sense of belonging to his or her organization and his or her work team would, in turn, result in a lower probability of experiencing burnout syndrome.

Role of downward versus upward social comparison in service recovery: Testing a mediated moderation model with two empirical studies

This paper extends prior research into the role of social comparison in service recovery by investigating the role of both downward and upward social comparison. Social comparison theory and attribution theory are applied to explore the differences in how upward and downward inter-customer comparison affects post-recovery satisfaction and word-of-mouth intentions. The mediating role of distributive justice perceptions and the moderating effects of the attribution of inter-customer differences in service recovery and customers’ justice sensitivity are also examined. Two online scenario-based experimental studies show that downward social comparison leads to greater satisfaction and lower negative word-of-mouth intentions. In addition, distributive justice mediates the relationship. Finally, attribution of difference in inter-customer influence and individual-level justice sensitivity moderate these effects. Besides its conceptual contributions, the findings from this paper may help managers design more effective service recovery strategies.

Satisfaction

This article aims to determine the extent to which job satisfaction and justice at work influence the turnover intention of public transport workers. The power of job satisfaction and justice to predict the turnover intention was studied in employees of a public transportation company in Corumbá, Brazil, and measured using the following validated instruments: Scale of Job Satisfaction, Scale of Perception of Distributive Justice, Scale of Perception of Procedural Justice and Turnover Intention Scale. The article reports a quantitative descriptive study that uses the survey technique. The data was analyzed using descriptive statistics and measures of central tendency. Participants were found to be more satisfied with their colleagues, their boss and the nature of the work, and less satisfied with salaries and promotions. In terms of turnover intention, the survey showed an average result. The data on justice at work showed that distributive justice was perceived more positively than procedural justice. Correlation analysis revealed that job satisfaction and justice were significantly correlated with turnover intention. These results indicate that employees’ intention to leave the company where they work decreases as job satisfaction and the perception of justice at work increase.