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Article
Publication date: 16 July 2020

Interactional justice and willingness to share tacit knowledge: perceived cost as a mediator, and respectful engagement as moderator

Bindu Gupta, Karen Yuan Wang and Wenjuan Cai

Managing tacit knowledge effectively and efficiently is a huge challenge for organizations. Based on the social exchange and self-determination theories, this study aims…

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Abstract

Purpose

Managing tacit knowledge effectively and efficiently is a huge challenge for organizations. Based on the social exchange and self-determination theories, this study aims to explore the role of social interactions in motivating employees' willingness to share tacit knowledge (WSTK).

Design/methodology/approach

The study used a survey approach and collected data from 228 employees in service and manufacturing organizations.

Findings

Interactional justice and respectful engagement are positively related to WSTK. The perceived cost of tacit knowledge sharing (CostTKS) partially mediates the relationship between interactional justice and WSTK. Respectful engagement moderates the negative relationship between interactional justice and the perceived CostTKS.

Research limitations/implications

The study advances the understanding of the role of social interaction in facilitating employee WSTK by integrating the direct and intermediate relationships involving the effect of supervisor's interactional justice and peers' respectful engagement and employee perceived CostTKS on WSTK.

Practical implications

The findings have important practical implications for organizations as these suggest how organizations can help tacit knowledge holders experience less negative and more supportive behaviors when they engage in voluntary TKS.

Originality/value

This study examines the effect of both vertical and horizontal work-related interactions on perceived CostTKS and sequentially on WSTK, thereby extending existing literature.

Details

Personnel Review, vol. ahead-of-print no. ahead-of-print
Type: Research Article
DOI: https://doi.org/10.1108/PR-08-2019-0436
ISSN: 0048-3486

Keywords

  • Perceived cost of tacit knowledge sharing
  • Interactional justice
  • Respectful engagement
  • Willingness to share tacit knowledge

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Article
Publication date: 17 February 2020

What make banks’ front-line staff more customer oriented? The role of interactional justice

Thuy T. Dang and Anh D. Pham

While technological advances have been changing the way that services are delivered to customers, direct interaction between banks’ front-line staff and customers still…

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Abstract

Purpose

While technological advances have been changing the way that services are delivered to customers, direct interaction between banks’ front-line staff and customers still holds its distinct position in the banking sector. This research investigates the relationship between interactional justice and the willingness of commercial banks’ front-line staff to engage in customer-centric behaviors, as well as the mediators behind this relationship.

Design/methodology/approach

This research combined both qualitative and quantitative research methods. In-depth interviews were employed to explore the potential mechanisms underlying the relationship between interactional justice and customer-centric behavior and to develop the specific measurement scale for customer-centric behavior in the banking service context. A survey was conducted to test the conceptual model using a sample of 312 customer contact employees working in Vietnamese commercial banks.

Findings

The research results indicate that interactional justice significantly enhances employees’ willingness to engage in customer-centric behaviors, and this relationship is partially mediated by overall job satisfaction and the leader-member exchange relationship.

Research limitations/implications

This research faces several limitations. The first limitation concerns the fact that the data are based on self-reports, which might lead to common method biases. Second, this study used a sample drawn from the North of Vietnam only. Third, this study adopted a limited set of measurement items due to the concerns of model parsimony and data collection efficiency. Fourth, we followed prior justice work to assume the linear relationship between interactional justice and leader-member exchange, in which the leader-member exchange is hypothesized to be the outcome of fair treatment (Erdogan and Liden, 2006; Masterson et al., 2000). Last, we only considered how leaders treat their followers through the lens of interactional justice, while interactional justice differentiation has also been affirmed as a crucial determinant of leader-member exchange and employees’ performance.

Originality/value

This research is noteworthy that it is the first to take a social exchange perspective to examine customer-oriented behavior as an outcome of interpersonal interactions in the workplace. Accordingly, it delivers a key message to bank supervisors: “Treat employees the way you want your customers to be treated.”

Details

International Journal of Bank Marketing, vol. 38 no. 4
Type: Research Article
DOI: https://doi.org/10.1108/IJBM-09-2019-0321
ISSN: 0265-2323

Keywords

  • Interactional justice
  • Leader-member exchange
  • Job satisfaction
  • Customer-oriented behaviors
  • Banking services

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Article
Publication date: 16 September 2019

The influence of fair supervision on employees’ emotional exhaustion and turnover intentions

Ivy Kyei-Poku

Despite the importance of interactional fairness, it has been assessed less frequently in literature than has procedural and distributive justice. The effects of…

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Abstract

Purpose

Despite the importance of interactional fairness, it has been assessed less frequently in literature than has procedural and distributive justice. The effects of interactional fairness are at times stronger than the effects for procedural and distributive fairness, given that supervisors are prominent in any workplace environment and the chief source for interpreting information related to matters such as suitable business practices and goals needed by organizations. This study aims to examine the mediating mechanisms through which interactional justice influences emotional exhaustion and turnover intentions. Specifically, the hypothesis proposes that perceived organizational support and a sense of belongingness simultaneously mediates the relationship between interactional justice and emotional exhaustion, which in turn affects withdrawal cognitions.

Design/methodology/approach

The author draws on the literature and studies on the link between organizational justice, stress and turnover to develop the hypotheses, collecting data from 141 employees of different organizations and occupations.

Findings

Results of partial least squares structural equation modeling and Preacher and Hayes’ (2004) bootstrapping approach reveal that interactional justice is significantly positively associated with perceptions of organizational support and belongingness, which in turn is negatively associated with emotional exhaustion.

Research limitations/implications

Interactionally fair treatment engenders perceptions of organizational support and heightens a sense of belongingness, subsequently reducing the burden of physical and emotional fatigue on individuals and thereby freeing employees from engaging in turnover cognitions.

Practical implications

The study underscores the importance of fair supervisors. Results suggest that fair supervisors help employees estimate the extent to which their organization is supportive. In addition, fair supervisors reassure subordinates that they are valued, which in turn lessens the experience of emotional exhaustion, giving organizations a competitive advantage due to the more favorable behavioral intentions held by employees.

Originality/value

Interactional justice has been assessed less frequently in literature than has procedural and distributive justice. Research has overlooked the underlying process of how interactional justice reactions might motivate emotional exhaustion and turnover intentions responses. Thus, this study identifies an expanded group of mediators that link interactional justice to emotional exhaustion and turnover intentions.

Details

Management Research Review, vol. 42 no. 9
Type: Research Article
DOI: https://doi.org/10.1108/MRR-12-2018-0494
ISSN: 2040-8269

Keywords

  • Organizational behaviour
  • Partial least squares
  • Turnover intentions
  • Emotional exhaustion
  • Interactional justice
  • Perceived organizational support
  • Belongingness

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Article
Publication date: 21 October 2013

Political skill as a moderator of the relationship between subordinate perceptions of interactional justice and supervisor ratings of interpersonal facilitation

Darren C. Treadway, L.A. Witt, Jason Stoner, Sara Jansen Perry and Brooke A. Shaughnessy

Based on social exchange theory and the norm of reciprocity, interactional justice has been proposed to be an important construct in explaining individual performance…

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Abstract

Purpose

Based on social exchange theory and the norm of reciprocity, interactional justice has been proposed to be an important construct in explaining individual performance. However, meta-analytic results have noted the relationship is modest at best. The present study extends the understanding of the justice-performance relationship by empirically examining how interactional justice and political skill interactively influence contextual job performance. Focusing on interpersonal aspects of justice and performance, the paper proposes that the existence of interactional justice will only lead to improvements in interpersonally facilitative behavior if employees recognize this situation as an opportunity to invest their skill-related assets into the organization. The paper aims to discuss these issues.

Design/methodology/approach

Integrating research on political skill with social exchange theory, the current study contends that interactional justice stemming from the supervisor will likely lead to employees feeling obligated and/or wanting to help, cooperate, and consider others in the workplace. However, only employees with political skill will be able to recognize the conditions and act appropriately on these conditions. As such, this paper investigates the moderating role of political skill in the interactional justice-performance relationship. The paper used multi-source survey methodology and applied hierarchical moderated multiple regression analysis to test the hypotheses.

Findings

Results from 189 respondents indicated that interactional justice was more strongly related to supervisor-rated interpersonal facilitation when employees possessed higher levels of political skill. This suggests that when both interactional justice and political skill are high, the potential for interpersonal facilitation is also high. Conversely, when one or both are low, interpersonal facilitation is less likely.

Originality/value

Previous articulations and evaluations of the relationship between interactional justice, political skill, and interpersonal facilitation have omitted either situational determinants of motivation or individual differences in job-related skills. With the current study, the paper sought to address these omissions by exploring the interactive effects of interactional justice and political skill on interpersonal facilitation.

Details

American Journal of Business, vol. 28 no. 2
Type: Research Article
DOI: https://doi.org/10.1108/AJB-08-2013-0058
ISSN: 1935-5181

Keywords

  • Interactional justice
  • Interpersonal facilitation
  • Political skill

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Article
Publication date: 27 May 2014

Organizational justice and employee engagement: Exploring the linkage in public sector banks in India

Piyali Ghosh, Alka Rai and Apsha Sinha

The purpose of this paper is to explore whether perceptions of distributive, procedural and interactional justice are related to employee engagement, as an extension of…

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Abstract

Purpose

The purpose of this paper is to explore whether perceptions of distributive, procedural and interactional justice are related to employee engagement, as an extension of the antecedents-consequences model of Saks (2006), and to examine the possibility of inter-relationships between these three dimensions of justice.

Design/methodology/approach

A survey of 210 employees of public sector banks in India covered measures of job and organization engagement (OE) proposed by Saks (2006) and the scale on distributive, procedural and interactional justice developed by Niehoff and Moorman (1993). The relationships between justice perceptions and engagement were analysed using correlations and hierarchical regression analysis.

Findings

Results show that distributive, procedural and interactional are inter-related with each other. Further, distributive and interactional justice take precedence over procedural justice in determining job engagement, while distributive justice plays the most important role in determining OE, followed by procedural and interactional justice.

Practical implications

By highlighting the inter-relationships among the three dimensions of justice, this study offers useful insights into the underlying processes through which job and OE can be improved through these inter-relationships. Findings also highlight the application of concepts like relative deprivation in Indian public sector banks to increase the engagement levels of their employees.

Originality/value

This paper adds to the very small number of studies that have investigated the role of interactional justice in enhancing job and OEs. It has also established inter-relationships between the three dimensions of organizational justice and their individual roles in determining job and OEs.

Details

Personnel Review, vol. 43 no. 4
Type: Research Article
DOI: https://doi.org/10.1108/PR-08-2013-0148
ISSN: 0048-3486

Keywords

  • Quantitative
  • Employee engagement
  • Distributive justice
  • Interactional justice
  • Job engagement
  • Procedural justice
  • Organizational engagement

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Article
Publication date: 29 June 2012

The impact of apologies and promises on post‐violation trust: The mediating role of interactional justice

Edward C. Tomlinson

This research aims to separate the effect of a promise from an apology, examine interactional justice as a theoretical mechanism explaining the relationship between these…

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Abstract

Purpose

This research aims to separate the effect of a promise from an apology, examine interactional justice as a theoretical mechanism explaining the relationship between these accounts and post‐violation trust, examine how message content compares to the gesture of sending a message, and test offense severity as a moderator.

Design/methodology/approach

This study employed the Trust Game.

Findings

Results indicated significant apology × promise and apology × promise × offense severity interactions on interactional justice, and interactional justice fully mediated the relationship between promises and post‐violation trust.

Research limitations/implications

Although this study was completed using a laboratory game with anonymous partners, results suggest that interactional justice provides a means for relationships to quickly get back on track after a violation. Specifically, promises provide “forward‐looking” information (trustworthy intent) and interpersonal sensitivity (demonstration of courtesy and concern) that enable interactional justice to affect subsequent trust.

Practical implications

These findings attest to the efficacy of clear accounts to foster interactional justice; in particular, apologies lead to higher interactional justice for less serious offenses. Furthermore, accounts that are “forward‐looking” lead to higher post‐violation trust via interactional justice perceptions.

Originality/value

Recent empirical studies suggest that apologies are associated with higher post‐violation trust, but, unlike this article, have not explicated this process or its boundary conditions.

Details

International Journal of Conflict Management, vol. 23 no. 3
Type: Research Article
DOI: https://doi.org/10.1108/10444061211248930
ISSN: 1044-4068

Keywords

  • Trust
  • Apology
  • Interactional justice
  • Promise
  • Justice
  • Trust game
  • Social interaction

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Article
Publication date: 1 April 2019

Do embedded employees voice more?

Alice J.M. Tan, Raymond Loi, Long W. Lam and Lida L. Zhang

The purpose of this paper is to investigate whether embedded employees proactively provide voice for future improvement, and how interactional justice moderates this relationship.

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Abstract

Purpose

The purpose of this paper is to investigate whether embedded employees proactively provide voice for future improvement, and how interactional justice moderates this relationship.

Design/methodology/approach

Survey data were collected from the administrative staff and their immediate supervisors of a major university located in Southern China. The data were analyzed using hierarchical linear modeling.

Findings

Job embeddedness was positively related to voice behavior toward organization (VBO) but not to voice behavior toward work unit. Interactional justice was positively related to both types of voice behavior. The relationship between job embeddedness and VBO was stronger among employees who perceived lower interactional justice.

Practical implications

To encourage voice behavior, organizations should attempt to enhance employees’ job embeddedness by adopting human resource strategies such as providing training that helps employees to meet their long-term career goals. This is particularly important when supervisors fail to treat their employees with fairness. When employees are treated with fairness by supervisors, they are also motivated to speak up. Thus, supervisors should pay attention to the ways in which they interact with employees.

Originality/value

This paper adds to the existing knowledge of the consequences of job embeddedness by examining its relationship with voice, a proactive behavior which can benefit the organization but is considered as risky by the employees. Additionally, studying the moderating effect of interactional justice enriches the understanding of the conditions under which the relationship between job embeddedness and voice may vary. It also reveals the uncertainty management process underlying the influences of job embeddedness and interactional justice on voice behavior.

Details

Personnel Review, vol. 48 no. 3
Type: Research Article
DOI: https://doi.org/10.1108/PR-05-2017-0150
ISSN: 0048-3486

Keywords

  • Employee voice
  • Job embeddedness
  • Interactional justice
  • Job embeddedness theory
  • Fairness heuristic theory

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Article
Publication date: 16 August 2013

Be good for love or for money? The roles of justice in the Chinese hotel industry

Alice H.Y. Hon and Lin Lu

Drawing on the social exchange theory, the purpose of this paper is to examine the relationship between the interactional justice of supervisors and the job performance of…

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Abstract

Purpose

Drawing on the social exchange theory, the purpose of this paper is to examine the relationship between the interactional justice of supervisors and the job performance of subordinates in an expatriate context. Specifically, the authors take a relational approach by introducing help intention directed to the supervisor (upward help intention) as the mediator. The moderating role of distributive justice in the relationship between upward help intention and job performance is also considered.

Design/methodology/approach

A survey was conducted among 232 service employees and their expatriate supervisors in multinational hotels in China. Hierarchical multiple regression analysis was conducted to test the proposed model.

Findings

The statistical results of this study supported the positive effect of interactional justice on job performance as well as the mediating effect of upward help intention. Meanwhile, it was also found that when the level of distributive justice is high, the relationship between upward help intention and job performance is strengthened, whereas the effect is leveled off when the level of distributive justice is low.

Practical implications

The findings of this study suggest that managers in the service industry should be sensitive in treating their subordinates, as it will lead to positive interpersonal relationship, which in turn, will stimulate job performance. Moreover, the fair organizational compensation system aids the managers in turning good interpersonal results into positive performance outcomes.

Originality/value

This study contributes to the literature on justice by revealing the relational mechanism between interactional justice and job performance, and the economic boundary of this relationship.

Details

International Journal of Contemporary Hospitality Management, vol. 25 no. 6
Type: Research Article
DOI: https://doi.org/10.1108/IJCHM-09-2012-0174
ISSN: 0959-6119

Keywords

  • China
  • Service industries
  • Hotels
  • Employees behaviour
  • Remuneration
  • Justice
  • Expatriates
  • International management

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Article
Publication date: 1 February 2006

Prosocial tendencies in organizations: The role of attachment styles and organizational justice in shaping organizational citizenship behavior

Helena Syna Desivilya, Yoav Sabag and Efrat Ashton

The purpose of this paper is to shed light on the factors promoting prosocial behavior, focusing on the role of attachment styles in individuals' construal of social…

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Abstract

Purpose

The purpose of this paper is to shed light on the factors promoting prosocial behavior, focusing on the role of attachment styles in individuals' construal of social exchanges in organizations and in shaping their tendencies for organizational citizenship behaviors. Positive relationships between secure attachment styles and organizational citizenship behavior (OCB) tendencies, and between secure attachment styles and perceptions of interactional justice were postulated. A moderating effect of interactional justice on the relationships between attachment styles and OCB tendencies was also posited.

Design/methodology/approach

The participants were 212 individuals (165 women and 47 men), enrolled as undergraduate students (most with substantial work experience) at a college in Northern Israel. Self‐report structured questionnaires were used to assess the research variables.

Findings

The findings support the hypothesis, that antecedents of prosocial behavior in organizations may depend on individual schemas concerning the nature of interpersonal relationships as manifested in attachment styles. Individuals equipped by secure attachment, positive schemas of interpersonal relationships are more likely to exhibit prosocial tendencies at work in contrast with their insecure counterparts. The results confirmed the hypothesis postulating positive association between secure attachment and perceptions of interactional justice. Partial evidence was obtained supporting the contention, that interactional justice moderates the relationsips between attachment and OCB. Research limitations/implications – Future research should address the limitations of and extend the current research: trace the mechanisms whereby attachment styles unfold their effect on prosocial behaviors in organizations, extend the research samples beyond student population, measure the research variables by means other than self‐report.

Originality/value

The study introduces the internal working models of attachment as a new antecedent, a pervasive blueprint, guiding individual social experiences and actions such as OCB.

Details

International Journal of Organizational Analysis, vol. 14 no. 1
Type: Research Article
DOI: https://doi.org/10.1108/10553180610739731
ISSN: 1934-8835

Keywords

  • Individual behaviour
  • Organizational behaviour
  • Citizenship
  • Organizations

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Article
Publication date: 4 February 2014

Organizational justice: what changes, what remains the same?

Maria Rita Silva and António Caetano

This study aims to examine workers' distributive and interactional justice perceptions at three different moments in time over a period of eight years, assess their degree…

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Abstract

Purpose

This study aims to examine workers' distributive and interactional justice perceptions at three different moments in time over a period of eight years, assess their degree of stability and identify their most stable antecedents and outcomes.

Design/methodology/approach

Data was collected through an overlapping repeated cross-sectional design. Of the participants involved, 334 were surveyed in 2000, 259 participated in 2004, and 285 participated in 2008.

Findings

Distributive justice is more stable than interactional justice. Organizational support is the most stable predictor of distributive justice, and the quality of supervisor practices is the most stable predictor of interactional justice. Contrary to expected, interactional justice has a stronger relationship to workers' attitudes directed both at the organization and supervisor, and at the immediate work context.

Originality/value

This study adopts a long-term perspective covering an eight-year period. Furthermore, it focuses on two dimensions of justice that have been less studied over time.

Details

Journal of Organizational Change Management, vol. 27 no. 1
Type: Research Article
DOI: https://doi.org/10.1108/JOCM-06-2013-0092
ISSN: 0953-4814

Keywords

  • Evolution
  • Employee attitudes
  • Distributive justice
  • Interactional justice

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