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The purpose of this paper is to examine the hitherto unexplored relationship between employees’ perceptions of informational injustice with respect to change and their negative workplace emotions, as well as how this relationship might be mitigated by structural and relational features of the organizational context.

The paper draws on quantitative data collected through the 2011 Workplace Employment Relations Survey. The hypotheses are tested with ordered probit analysis using random effects.

The findings show that informational injustice enhances the development of negative workplace emotions, yet this effect is attenuated at higher levels of job influence, reward interdependence, trust, and organizational commitment.

The findings contribute by identifying several contingencies that attenuate the harmful effect of informational injustice with respect to change on negative workplace emotions. The limitations of the study include the lack of data on change-specific outcomes and the reliance on the same respondents to assess the focal variables.

The study suggests that organizations facing the challenge of sharing complete information about internal changes can counter the employee stress that comes with limited information provision by creating appropriate internal environments.

The study adds to research on organizational change by providing a better understanding of an unexplored driver of negative workplace emotions (i.e. informational injustice with respect to change) and explicating when such informational injustice is more or less likely to enhance these emotions.

The purpose of this paper is to draw on the agent-system model of (in)justice and negative norm of reciprocity of social exchange theory to examine the indirect impact of supervisory interactional injustice (i.e. interpersonal and informational) on employees’ target-specific extra-role work behaviours [counterproductive work behaviour directed at supervisor (CWB-S) and organisational citizenship behaviour directed at supervisor (OCB-S)] via distrust in supervisor.

The authors conducted a two-wave study, and participants (n = 401) were recruited via Amazon Mechanical Turk using a survey methodology. Bias-corrected confidence intervals (CIs) constructed in 20,000 bootstrap samples were used to test the mediation effects.

The findings indicated that interpersonal and informational injustice are positively related to employees’ distrust in supervisor. Furthermore, interpersonal and informational injustice indirectly affected CWB-S and OCB-S via distrust in supervisor.

Several limitations and future research should be discussed. First, the cross-sectional nature of this study prevented us from establishing the causal direction implied by the mediation models in this research. Second, the authors cannot rule out the potential for common method variance. These limitations can be addressed by collecting data from multiple sources (e.g. supervisor and coworkers) at different points in time or by experimental study design. Lastly, the authors did not consider contextual variables (e.g. formal policies, practices, ethical rules and cultural climate) that may influence the proposed relationships’ strengths and directions.

Even though perceptions of distributive and procedural injustice can affect employee deviant behaviours targeted at the organisation and organisational members, the present findings suggest that practitioners should be aware that perceptions of supervisory interactional injustice (i.e. interpersonal and informational) are likely be requited with employees’ extra-role work behaviours targeted at the supervisor. The present findings suggest that, via distrust in supervisor, employees are likely to engage in more CWB-S and fewer OCB-S as a result of supervisory interactional injustice. Considering the costs associated with high CWB-S and low OCB-S, supervisors should be trained in adhering to interactional justice rules. Additionally, supervisors should be mindful and practice caution when interacting with subordinates, to ensure that interactional justice norms are not violated. Lastly, supervisors can seek feedback from subordinates regarding their perceptions of supervisory interactional injustice, as these assessments will allow the supervisors to adapt their behaviours to impede subordinates’ deviant behaviours aimed towards them.

This study contributes to the literature on organisational injustice and workplace behaviour. First, most injustice research assumes that injustice is the opposite of justice; this study examines the effect of interactional injustice. Second, the authors develop a target-specific model focusing on the interactions between two key organisational stakeholders (i.e. supervisors and employees). The authors suggest that supervisor’s disrespect and untruthfulness towards the employee will eventually result in employee revenge (i.e. CWB-S) and lack of cooperation (i.e. OCB-S) towards supervisor. Finally, the authors examine the mechanism (i.e. distrust in supervisor) through which supervisory interactional injustice may ensue in employee extra-role behaviours directed at the supervisor.

The purpose of this paper is to detail experiences that sickle cell disease (SCD) patients associate with healthcare justice and injustice in pain control.

A content analysis study of open-ended comments written by 31 participants who completed a 20-item healthcare injustice questionnaire-revised twice: once in reference to experiences with doctors and once in reference to experiences with nurses.

Participants’ mean age was 33±10 years; most were African-Americans and women. Themes showed: the four domains of healthcare justice were represented in patients’ comments; examples of justice and injustice were provided; specific incidents and interactions with healthcare providers were memorable to patients; and setting was a factor important to healthcare experiences because expectations about services vary by setting.

Patients were self-selected. Future work will include qualitative interviews and focus groups to uncover more details about how patients experience healthcare injustice.

Additional training is needed for SCD providers and about proper management of sickle cell pain; educational modules are also needed that address areas of healthcare injustice by patients.

The authors are the first to report how patients define healthcare justice and injustice. Specific details about memorable SCD patient-provider interactions and pain control are described.

Our purpose is to examine whether and how perceived organizational support (POS) mediates the effects of informational and interpersonal justice on organizational citizenship behaviors (OCB).

Data were randomly collected from 159 matched supervisor‐subordinate dyads of three engineering firms in Hong Kong in different sites and period of time.

Results of structural equation modeling indicated that POS fully mediated the effects of interpersonal and informational justice on citizenship behaviors that are directed at the organization (OCBO) and its members (OCBI).

Cross‐sectional research design limits the reveal of causality in variables. The findings theoretically integrate justice with POS literature by distinguishing the unique effects of interpersonal and informational justice on OCBO and OCBI through the mediating role of POS.

The success of leaders lie in whether they are trained to comply with the informational and interpersonal rules as well as show respect and provide candid information to the employees on a daily encounter. Also, the leaders may help cultivating subordinates’ a favorable perception of POS by passing on clear messages to subordinates that organization cares about and accounted to them.

The use of POS as a mediator on distinguishing interpersonal and informational justice on OCB is unprecedented. Most justice research has been focussed on distributive and procedural justice or situational factors that moderate the justice‐OCB link. But, this study has strength of clarifying the links among interpersonal and informational justice, POS, and OCB on professional employees in a non‐North‐America context.

POSPD, as supplementation of public open spaces (POS), has become a common policy to moderate the intensification of urbanization. However, some access restrictions, both physical and information-wise, were deliberately designed by private developers to reserve the POSPD for their own gains, which further hampers POSPD’s publicness and leads to their failure to bear social responsibilities.

By analyzing the current situation of the availability of public open space in private developments (POSPD) from the perspective of information justice, this research aims at proposing a policy framework for an “accessible and interactive platform” which advocates promoting informational justice by integrating public participation into the establishment of an interaction loop to promote the revitalization of POSPD. The methodology includes the review of previous solutions and platforms, the establishment of a POSPD database and geographic information system (GIS) analysis.

The POSPD in Hong Kong are unevenly distributed physically while the information about them is injustice and inadequate. Understanding the existing informational injustice associated with POSPD and revitalizing the stock spaces is timely and vital. Using the user-generated data from volunteers as the information flow, the proposed responsive POSPD platform will provide continuous positive feedback for policy improvement to help realize the collaborative management and sustainable development of the POS.

Making use of information and communication technology (ICT) to extend the “public” to the “internet-based”, the proposed framework regards the exploitation of ICT to enhance information justice as a novel way to revitalize POSPD. It involves collaborative operation among citizen participation and official POS management.

Diverse books is a fundamentally political concept that performs particular normative work in discursive space. Part I of this project demonstrated that this was the case, further claiming that descriptive conceptual analysis was therefore methodologically inadequate to the task of defining the term. The purpose of this paper – Part II of II – is to advance a universal account of diverse books using an alternative form of conceptual analysis designed to suit the needs and commitments of LIS scholarship.

This paper proposes and deploys a new method called informational pragmatic analysis, through which one develops accounts of political concepts in terms of their legitimate aims and benefits vis-à-vis informational justice.

Diverse books are those systematically devalorized literary works we must make an ameliorative effort to promote in order to advance informational justice for oppressed persons in particular. These works exist on a contextually specific spectrum of moral urgency. A critical task for the diverse books movement is therefore to determine through democratic deliberation which (types of) books are most urgently in need of promotion under varying sociopolitical conditions.

In addition to proposing a new analytical methodology for LIS, the paper articulates and defends a pragmatic account of diverse books that resists regressive misappropriation. This further lays the groundwork for future critical interrogations of the activities of various agents and agencies of print, both within and beyond the library.

The main purpose of this study is to examine the catalytic impact of perceptions of politics in organizations on the relationship between perceived unfairness and deviant behavior at work.

To test the proposed research model, the authors collected field data in a public sector university located in Islamabad Capital Territory, Pakistan. A two-wave questionnaire was distributed to 400 employees. In the first wave, the questionnaire was used to collect data on participants’ perceptions of perceived injustice and organizational politics. After two weeks, the second wave of data collection was conducted by sending another questionnaire to the same respondents to collect data on their organizational and interpersonal deviance.

Empirical findings revealed that perceived interactional injustice results in interpersonal deviance, and perceived distributive and procedural injustice results in organizational deviance. Moreover, the direct relationship between perceived injustice and deviant behaviors was stronger when the perception of politics factor was high.

To the best of the authors’ knowledge, this study is one of the first to test the detrimental effect of perception of politics on deviance in a public organization in Pakistan.

The purpose of this paper is to investigate how individuals perceive and react to the involuntary demotion of a co-worker in their organisation.

The authors draw on 46 semi-structured in-depth interviews (23 dyads) with co-workers of demoted individuals.

The findings suggest that an individual’s observation of the demotion of a co-worker has three stages: their perception of fairness, their emotional reaction and their behavioural reaction. The perception of fairness concerned issues of distributive, procedural, interpersonal and informational justice. The emotional responses identified were feelings of disappointment/disillusion, uncertainty, vulnerability and anger. Finally, the behavioural reactions triggered by their emotional responses included expressions of voice, loyalty, exit and adaptation.

Perceptions of (in)justice perpetrated on others stimulate emotional and behavioural responses, which impacts organisational functioning. Managers should therefore pay attention to the way a demotion is perceived, not only by those directly concerned, but also by co-workers as observers.

The purpose of this paper is to share how the concept of organizational justice could help to explore employee satisfaction with the mystery shopping appraisal system.

The research was conducted at a fast-food restaurant chain located in Russia. Data were collected through an online-questionnaire distributed among all 516 chef-cashiers of the 86 restaurants of the chain located in Saint Petersburg. The questionnaire consisted of 17 closed-ended and one open-ended questions.

Violations of norms of procedural, distributive, and informational justice were identified. The majority of the chief-cashiers thought that the norms of interpersonal justice were met.

The paper also discusses how training and development professionals could use the concept of organizational justice to improve employee satisfaction with a mystery shopping appraisal process. The results collected through the questionnaire can be used in at least two ways: to implement structural changes in the process and to determine and address training needs of three groups of employees.

Perceptions of organizational justice predict employee satisfaction with different aspects of a performance appraisal system. This paper is first to explore how the concept of organizational justice could be useful in evaluating employee satisfaction with such performance appraisal method as mystery shopping.

Organizations are keenly interested to find out the causes of work disengagement that are harmful to achieve desired level of performance. Antecedents and levels of work disengagement vary across organizations and sectors due to differences in organizational culture. Therefore, the purpose of this paper is to determine the antecedents of work disengagement in the public sector organizations.

The research data were obtained from 303 employees of the public sector organizations using the self-administered questionnaires and cluster sampling technique. The research model proposed in this study has been examined by using the regression analysis and Hayes’s (2013) guidelines for moderation.

It is found that work disengagement increases because of managers’ personal preferences, unfairness, above the rule practices, negative political influence, work overload, and a lack of accountability in the workplace. The results reveal a positive association among organizational injustice, organizational politics, work overload, and work disengagement. Moreover, it is also found that organizational injustice is a strongest predictor of work disengagement. Bureaucratic culture of the public sector organizations has a strong strengthening effect on above-stated relationships.

The study has identified various practical implications related to top management, employees, union, and researchers. The study provides new avenues for senior managers of the services sector to eradicate the levels of work disengagement by improving fairness and perception of organizational politics in the workplace.

There is rare literature that investigates the link between work disengagement and organizational injustice, organizational politics, and work overload especially in the presence of interactive effects of a bureaucratic culture. Most of the studies on employee disengagement did not use the unbiased and significant sample size so their results cannot be generalized to larger population. Therefore, the current study has aimed to overcome the shortcomings of previous studies and brings a novel conceptual model on work disengagement.