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1 – 10 of over 1000Jengchung V. Chen and Yangil Park
Many office workers use computers and the Internet not only to get their daily jobs done but also to deal with their personal businesses. Therefore employers nowadays monitor…
Abstract
Many office workers use computers and the Internet not only to get their daily jobs done but also to deal with their personal businesses. Therefore employers nowadays monitor their employees electronically to prevent the misuse of the company resources. The use of electronic monitoring in organizations causes issues of trust and privacy. This study is dedicated to developing a conceptual model on the two issues under electronic monitoring. Control, considered as the essence of the definition of privacy as well as the foundation of the control model in the theory of procedural justice, plays an important role to people’s privacy concerns and trust. People’s perceived‐self, as essential in the group‐value model in the theory of procedural justice and in the cultural studies, also plays an important role to people’s privacy concerns and trust. This study presents research hypotheses on trust and privacy under electronic surveillance based on the two models of the theory of procedural justice, social identity theory, and cultural studies.
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Huong Le, Zhou Jiang, Yuka Fujimoto and Ingrid Nielsen
The purpose of this paper is to examine the mediating roles of procedural justice and distributive justice in the organizational inclusion-affective well-being relationship.
Abstract
Purpose
The purpose of this paper is to examine the mediating roles of procedural justice and distributive justice in the organizational inclusion-affective well-being relationship.
Design/methodology/approach
Data were collected from 253 Australian employees using an online survey. The study used confirmatory factor analysis and structural equation modeling to analyze the data.
Findings
Organizational inclusion was positively related to both distributive justice and procedural justice. The relationship between organizational inclusion and affective well-being was mediated by both distributive justice and procedural justice.
Research limitations/implications
The cross-sectional design may have limited the empirical inferences; however, the proposed model was based on robust theoretical contentions, thus mitigating the limitation of the design. Data were collected from a single organization, thus limiting generalizability.
Practical implications
Implementation of inclusion training activities at organizational, group, and individual levels is important to enhance perceptions of organizational inclusion and subsequently improve employee affective well-being.
Originality/value
Based on the group engagement model and group-value model of justice, this paper adds to the literature by demonstrating two mediating mechanisms driving the organizational inclusion-affective well-being relationship.
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Richard A. Posthuma and James B. Dworkin
Much of the prior literature on arbitrator acceptability is focused primarily on demographic characteristics of arbitrators and parties. This article draws from several behavioral…
Abstract
Much of the prior literature on arbitrator acceptability is focused primarily on demographic characteristics of arbitrators and parties. This article draws from several behavioral theories to build a single conceptual model of arbitrator acceptability. Key concepts from the theory of planned behavior, control theory, organizational justice theories, and the decision making literature are integrated into a single framework that enhances our understanding of this topic and provides useful directions for future research.
The paper examines various organizational justice theories and three landmark cases which illustrate that with enabling legislation, the violations of organizational justice…
Abstract
The paper examines various organizational justice theories and three landmark cases which illustrate that with enabling legislation, the violations of organizational justice (distributive, procedural, and interactional justice) give rise to lawsuits on the part of the unfairly treated employees. These lawsuits, if successful, bring about various remedies. Violations of each justice component have unfavorable consequences. As Folger and Cropanzano's (1998) fairness theory integrates prior organizational justice theories and various justice concepts such as distributive, procedural, and interactional justice, each case's justice violations are assessed in accordance with fairness theory. Each successful case results in a landmark monetary settlement and court‐mandated remedial initiatives.
This paper aims to explore the relationship between procedural, interpersonal, informational, and distributive justice and negotiator outcome satisfaction and desire for future…
Abstract
Purpose
This paper aims to explore the relationship between procedural, interpersonal, informational, and distributive justice and negotiator outcome satisfaction and desire for future negotiations (DFNs).
Design/methodology/approach
This research invokes and builds theories suggesting a link between perceptions of fair treatment and counterfactual generation. Data come from freely interacting negotiating dyads comprised of undergraduate students.
Findings
One's own outcomes obtained, procedural, informational, and distributive justice perceptions each uniquely predicted negotiator outcome satisfaction. Procedural and informational justice perceptions also indirectly affected outcome satisfaction through their effect on distributive justice perceptions. In turn, outcome satisfaction, and informational and interpersonal justice perceptions each uniquely predicted DFNs.
Research limitations/implications
While this study reveals an important set of effects for study, it is correlational in nature. Future research should experimentally manipulate fair treatment to provide a true experiment and should also test the proposed mediators.
Practical implications
This paper suggests that listening to the other party, treating him or her with respect and dignity, and explaining oneself can have powerful consequences for the other party's outcome satisfaction and DFNs. Each of these, in turn, can affect one's own long run well‐being.
Originality/value
This is the first empirical study linking procedural and informational justice perceptions and negotiator outcome satisfaction. It is one of the few studies exploring a unique relationship between outcome satisfaction and procedural justice and may be the only one doing so with interactional justice in any setting. It investigates the effects of perceived fair treatment among relative equals rather than in the context of superiors and subordinates.
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This research paper aims to elucidate why and how a fair supervisor influences an employee's job satisfaction. While various theoretical approaches have been explored and numerous…
Abstract
Purpose
This research paper aims to elucidate why and how a fair supervisor influences an employee's job satisfaction. While various theoretical approaches have been explored and numerous explanatory mechanisms investigated in prior organizational justice research, it is still unclear which explanatory mechanism is the dominant one to explain fairness effects. To address this gap, the author compares six distinct explanatory mechanisms of fairness effects on job satisfaction.
Design/methodology/approach
The author conducted a three-phase survey study with 309 employees from diverse organizations. The author measured all variables twice to control for stability effects and ensure stable findings. The author combined a path analysis with bootstrapping procedures using Mplus 8.3 software.
Findings
The influence of supervisor fairness on job satisfaction is primarily transmitted through an employee's negative emotions, a mechanism often examined in previous organizational justice research adopting the moral perspective of fairness.
Practical implications
Supervisors can increase employees' satisfaction with their jobs by treating them fairly and promoting a fair work environment. To increase the benefits of workplace fairness, supervisors can focus on the intervening mechanisms, such as emotions.
Originality/value
First, the author provides a fine-grained understanding of why supervisor fairness increases job satisfaction. Second, the author clarifies how the effects of supervisor fairness are transmitted. Third, the author identifies the most critical mediator to explain how supervisor fairness affects job satisfaction.
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Matthew S. Crow, Chang‐Bae Lee and Jae‐Jin Joo
In spite of the importance of officers' perception of organizational justice and its influence on organizational commitment, the policing literature lacks information about the…
Abstract
Purpose
In spite of the importance of officers' perception of organizational justice and its influence on organizational commitment, the policing literature lacks information about the relationship between the factors. Using job satisfaction as a mediator, this study aims to examine an indirect influence of organizational justice on police officers' commitment to their organization.
Design/methodology/approach
This study employed a survey of 418 police officers in South Korea while on in‐service training. In exploring the complex relationship among organizational justice (i.e. distributive, procedural, and interactional), job satisfaction, and organizational commitment, the researchers utilized structural equation modeling to overcome the weaknesses of linear regression models.
Findings
Officers' perception of organizational justice was positively related with their level of organizational commitment. In addition, perception of procedural and interactional justice had an indirect impact on the officers' organizational commitment through distributive justice. Lastly, perception of organizational justice showed an indirect influence on organizational commitment through job satisfaction.
Research limitations/implications
Due to its cross‐sectional design, the findings do not confirm any causal relationship among the variables. In addition, the current study used a purposive sample of police officers in South Korea, which may limit the generalizability of the findings.
Originality/value
This study contributes to the literature by examining organizational commitment in light of officers' perception of organizational justice and job satisfaction using structural equation modeling to explore the complex relationship among the organizational factors.
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Arti Gupta and Vrijendra Singh
Despite the importance of employees’ perception of organizational justice and its impact on intention to stay, various loopholes have been identified that do not justify this…
Abstract
Purpose
Despite the importance of employees’ perception of organizational justice and its impact on intention to stay, various loopholes have been identified that do not justify this relationship. The purpose of this paper is to posit a model, which postulates the effect of procedural and interactional justice on distributive justice, which further impact employees’ intention to stay. Subsequently, it also investigates the mediating role of employees’ affective commitment.
Design/methodology/approach
A questionnaire was prepared and a survey was conducted on 500 junior and middle-level software professionals. Structural equation modeling was employed to examine the proposed model.
Findings
The study concludes the positive effect of distributive, procedural and interactional justice on employees’ intention to stay. Moreover, the addition of affective commitment as a mediator, displayed an indirect influence of organizational justice on intention to stay.
Research limitations/implications
This study proposes a model to boost organizational justice to encourage employees’ intention to stay in an organization. Furthermore, considering the role of organizational commitment in enhancing intention to stay would be fruitful to the stakeholders in the IT industry.
Originality/value
No study has been reported in the context of the role of organizational justice on intention to stay while testing the contribution of affective commitment as a mediator, within a single framework. This study elucidates the influence of distributive, procedural and interactional justice on employees’ intention to stay in IT organizations.
Propósito
A pesar de la importancia de la percepción de los empleados sobre la justicia organizacional y su impacto en la intención de quedarse, se han identificado varias lagunas que no justifican esta relación. El estudio postula un modelo que postula el efecto de la justicia procesal e interactiva en la justicia distributiva, que impacta aún más la intención de los empleados de permanecer. Posteriormente, también investiga el papel mediador del compromiso afectivo de los empleados.
Diseño/metodología/enfoque
Se preparó un cuestionario y se llevó a cabo una encuesta a 500 profesionales de software de mediano y menor nivel. el modelado de ecuaciones estructurales se usó para examinar el modelo propuesto.
Resultados
El estudio concluye el efecto positivo de la justicia distributiva, procesal e interaccional sobre la intención de los empleados de permanecer. Además, la adición del compromiso afectivo como mediador, mostró una influencia indirecta de la justicia organizacional sobre la intención de permanecer.
Limitaciones de la investigación/implicaciones
este estudio propone un modelo para impulsar la justicia organizacional para alentar la intención de los empleados de permanecer en una organización. Además, considerar el papel del compromiso de la organización para mejorar la intención de permanecer sería fructífero para las partes interesadas en la industria de TI.
Originalidad/valor
no se informó ningún estudio en el contexto del papel de la justicia organizacional en la intención de permanecer mientras se prueba la contribución del compromiso afectivo como mediador, dentro de un marco único. Este estudio dilucida la influencia de la justicia distributiva, procesal e interactiva en la intención de los empleados de permanecer en las organizaciones de TI.
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Since its inception in the 1970s, procedural justice has taken center stage in research on the outcomes of alternative dispute resolution. Such perceptions of procedural fairness…
Abstract
Since its inception in the 1970s, procedural justice has taken center stage in research on the outcomes of alternative dispute resolution. Such perceptions of procedural fairness, while important, are fairly transient whereas relationships between disputants endure. In the following chapter I argue that more research should explore the relational outcomes of dispute resolution, highlighting relevant insight from social exchange and organizational behavior on affect, attribution, and conflict. In discussing how each can add to the study of alternative dispute resolution, a paradox emerges – arbitration may be better for ongoing relationships than mediation, although the latter is considered more procedurally just.
The purpose of this paper is to explore the antecedents and consequences of the level of procedural justice climate in new product development (NPD) teams. The aim is to discover…
Abstract
Purpose
The purpose of this paper is to explore the antecedents and consequences of the level of procedural justice climate in new product development (NPD) teams. The aim is to discover answers to the following questions: First, can the procedural justice climate level be used to predict NPD team outcomes such as product performance and product creativity? Second, what NPD team characteristics can be leveraged to improve the justice climate?
Design/methodology/approach
A theoretical model was developed and tested on the survey data collected from 93 product managers of Turkish companies. The product managers who participated in this study represented various industries, including those of telecommunications, food, material, software, machinery, chemicals, and service technologies.
Findings
Statistical analyses demonstrated that stability, collectivism, and moderate‐level functional diversity of teams were significantly related to the procedural justice climate. In addition, procedural justice climate had significant positive impacts on new product creativity and speed to market. Such impacts were found to be more significant with regard to high‐turbulence conditions.
Originality/value
This paper is the first attempt to explore the role of procedural justice in NPD teams.
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