Power distance as a moderator of the relationship between justice and employee outcomes in a sample of Chinese employees
Abstract
Power distance was tested as a moderator of the relationship between justice concerns and employee outcomes in a sample of employees in the People’s Republic of China. Two hypotheses were developed based on the quality of authority‐member relations prescribed by the relational model of authority in groups. In two‐way interactions, higher power distance combined with procedural justice to predict employee outcomes, whereas lower power distance combined with distributive justice.
Keywords
Citation
Begley, T.M., Lee, C., Fang, Y. and Li, J. (2002), "Power distance as a moderator of the relationship between justice and employee outcomes in a sample of Chinese employees", Journal of Managerial Psychology, Vol. 17 No. 8, pp. 692-711. https://doi.org/10.1108/02683940210450493
Publisher
:MCB UP Ltd
Copyright © 2002, MCB UP Limited