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This paper aims to model staff reactions to a hotel based on the way they perceive hotel’s treatment of customers. It suggests that employees are not motivated to help abused customers in the form of customer-oriented behaviors (COBs) until employees also feel that they are victims of abuse by the hotel. Hence, effects of staff’s unfavorable justice perceptions for customers on employee COBs are expected to be negative until staff’s unfavorable justice perceptions for themselves, interacting in this relationship, turn it positive.

Drawing on social exchange and compassion theories, the argument is made that staff members who are also victims of abuse by the hotel can empathize more with guests, turning quid pro quo responses to abuse of customers into compassionate responses.

Regression results from a field study of 280 employees at ten hotels in the Canary Islands provide general support for our hypotheses.

By understanding when and why (un)fair treatment of guests and staff has consequences for the hotel in the form of COBs, hotel managers can favor a better staff response to hotels’ careful stewardship of the service encounter in terms of COBs. The reversal of the direction in the relationship suggests the unfolding of compassion within a justice framework, which challenges the long-lived perceived incompatibility between compassion and justice in the organizational literature.

The present study is the first one to study COBs stemming either from staff responses to hotels’ abuse of customers or COBs resulting from the interaction between perceived justice for customers and justice perceptions for themselves.

The purpose of this paper is to investigate the relationship between diversity management (i.e. diversity-focused human resource (HR) practices related to recruitment and selection, training and development, performance appraisal and compensation) and perceived firm performance, and the mediating effect of procedural justice.

Primary data based on 400 respondents of 162 organizations operating in India were analysed using statistical tools such as factor analysis, analysis of variance (ANOVA) and multiple regression analysis.

Multiple regression analysis indicated that diversity-focused HR practices had a positive association with perceived firm performance. Further, it was found that procedural justice played a partially mediating in the relationship between diversity-focused HR practices and perceived firm performance.

This paper relied on self-report surveys for data collection, and there laid a possibility of common method variance in the result findings. Hence, future studies should collect data from multiple sources by using multiple methods (e.g. interviews, surveys, peer reports, etc.).

The first implication highlights that senior management’s support is a prerequisite to execute justice-based diversity management processes, which in turn aid in harvesting the true potentials of diversity. Second, organizations should adopt an egalitarian approach while formulating and implementing diversity management initiatives to accentuate the fair and just perceptibility of procedures among employees.

This study sheds new light on the effects of diversity-focused HR practices on firm performance (perceived) in Indian context.

Contemporary organizations are increasingly paying attention to incorporate diversity management practices into their systems in order to promote socially responsible actions and equitable employment outcomes for minority groups. The aim of this paper is to seek to address a major oversight in diversity management literature, the integration of organizational justice principles.

Drawing upon the existing literature on workforce diversity and organizational justice, the authors develop a model based on normative principles of organizational justice for justice‐based diversity management processes and outcomes.

The paper proposes that effective diversity management results from a decision‐making process that meets the normative principles of organizational justice (i.e. interactional, procedural and distributive justice). The diversity justice management model introduced in this article provides important theoretical and practical implications for establishing more moral and just workplaces.

The authors have not tested the conceptual framework of the diversity justice management model, and recommend future research to take up the challenge. The payoff for doing so is to enable the establishment of socially responsible workplaces where individuals, regardless of their background, are given an equal opportunity to flourish in their assigned jobs.

The diversity justice management model introduced in this paper provides organizational justice (OJ)‐based guidelines for managers to ensure that OJ can be objectively benchmarked and discussed amongst diversity stakeholders to continuously improve actual and perceived OJ outcomes.

The social implication of this conceptual paper is reduction of workforce marginalization and establishment of socially responsible organizations whereby those marginalized (e.g. people with disabilities) can effectively work in their organizations.

This is the first attempt to establish a diveristy justice management model, which incorporates normative principles of organizational justice into diversity management processes and outcomes.

This paper aims to examine whether and how internal and external typologies of corporate social responsibility (CSR) and employees’ CSR participation (CSRP) differentially impact organizational citizenship behavior (OCB) and turnover intentions (TI), mediated by meaningful work (MW) and affective commitment (AC) and moderated by CSR motive attributions.

Bootstrapped structural equation modeling using AMOS and mediation and moderation analysis using Hayes’ Process macro in SPSS are performed on a sample of 193 employees from diverse industries in India.

The CSR-work outcomes relationship is rather multifaceted. Internal CSR (ICSR) and CSRP directly promote the meaningfulness of work and AC. Further, all three kinds of CSR (ICSR, external CSR (ECSR) and CSRP) influence work behaviors (OCB and TI) sequentially via MW and AC. Intrinsic (extrinsic) CSR attributions strengthen (weaken) the positive effect of ECSR on MW. Nevertheless, the conditional indirect effects could not be established, warranting further investigation.

The management must elevate employees’ CSR awareness allowing them to partake in the planning and execution of CSR programs that are authentic, righteous and seamlessly unified with core business activities to nurture work meaningfulness and positive employee attitudes and behaviors.

This is the foremost study that involves a bibliometric analysis of employee-based CSR research and a systematic meta-analytic review of the relationship between CSR and meaningfulness from employees’ perspectives. The present study is novel as it divulges an integrative framework about how employees’ CSR perceptions, participation/volunteering and attributions collectively influence the work outcomes at three levels (namely, cognitive, attitudinal and behavioral), drawing on sensemaking, needs and justice-based views, social identity, social exchange and attribution theories. Thus, new nuances are added to extant micro-CSR literature.

Drawing on organizational justice theory, this study aims to investigate how perceived organizational exploitation induces frontline hospitality employees’ organizational and interpersonal deviance. Specifically, this study explored the mediating effect of distributive and procedural justice, as well as the moderating effect of justice sensitivity.

The focal research analyzed multiphase survey data from 267 frontline service employees with structural equation modeling.

The results revealed that perceived organizational exploitation induced frontline hospitality employees’ organizational and interpersonal deviance through their perceptions of distributive and procedural justice. Moreover, employees’ justice sensitivity amplified perceived organizational exploitation’s harmful impact on justice perceptions and its conditional influence on organizational and interpersonal deviance.

Organizations should take actions to reduce the occurrence of exploitation to prevent employees’ workplace deviance behaviors. Moreover, organizations can foster employees’ justice perceptions and take care of employees with strong justice sensitivity to reduce the destructive behaviors triggered by organizational exploitation.

By investigating frontline employees’ workplace deviant behaviors, this research identifies new outcomes of exploitation by hospitality organizations. Moreover, the research contributes by offering a justice-based perspective to understand the effects of perceived organizational exploitation. Furthermore, this research helps identify a new boundary condition of being exploited by organizations.

The purpose of this paper is to describe the programs of status leveling – such as through the elimination of executive washrooms, reserved parking, and so forth – are a taken‐for‐granted feature of many workplace involvement and quality improvement programs, yet no prior research has investigated the presumed effects.

This conceptual paper enumerates devices commonly used to level status in organizations, and presents a number of propositions intended to capture the major effects. The paper draws on extant literatures from social psychology, sociology, and organizational theory to account for processes and effects of leveling.

Leveling devices lead to several proximate outcomes: increased cross‐status interaction and contact, literal blurring of status, role flexibility, and low power distance perceptions. These in turn mediate the relation between leveling and several broader organizational outcomes, including distributive justice based upon equality, community, communication, and empowerment. Factors moderating the effects of leveling are explored.

While the salutary effects of leveling tend to be taken for granted, it is possible to specify how leveling generates specific behavioral, attitudinal, and performance related outcomes. The model should be empirically tested.

The findings provide managers with a fine‐grained understanding of this important set of organizational practices.

No prior scholarship has focused on this most important topic.

This article examines a climate for inclusion through the lens of organizational justice. We argue that open interpersonal contacts, the fair treatment of gender-diverse employees, and inclusive decision-making processes in the promotion of equitable employment practices are foundational for shaping the climate for inclusion.

Qualitative data were collected from multi sources: focus groups with female employees (N = 20) and interviews with male and female managers (N = 8).

In examining the similarities and differences between employees' and managers' perspectives, the findings revealed that, in all dimensions of a climate for inclusion, employees had more negative justice concerns than did managers, while managers and employees had similar views on some aspects of employment practices.

This study was conducted within one university setting; therefore, the findings may not be applicable to other industries.

This study offers managerial implications that can be developed to promote the climate for inclusion in organizations.

In order to create a fair and equitable workplace, all employees should be able to actively participate in decision-making processes and share suggestions for contextualized and fair employment practices.

Drawing the group-value model, this study advocates the importance of justice-based organizational practices in building an inclusive organization.

In this chapter, we summarize and build on the current state of the customer mistreatment literature in an effort to further future research on this topic. First, we detail the four primary conceptualizations of customer mistreatment. Second, we present a multilevel model of customer mistreatment, which distinguishes between the unfolding processes at the individual employee level and the service encounter level. In particular, we consider the antecedents and outcomes unique to each level of analysis as well as mediators and moderators. Finally, we discuss important methodological concerns and recommendations for future research.

The purpose of this paper is to examine perceptions of the psychological contract (PC) simultaneously at the individual level (fulfillment of obligations by the organization and PC violation) and the organizational level (normative contract), and their relationship with employees’ evaluations of organizational justice. Based on justice and information processing approaches, the hypothesis is that normative contract has an effect on employees’ perceptions of organizational justice, and also moderates the relationship between PC violation and organizational justice.

Multilevel modeling was employed with a multinational sample of 5,338 employees nested in 214 companies.

Findings showed that beyond the positive effect of fulfillment of obligations by the organization, PC violation has a strong negative effect on organizational justice. In addition, normative contract has a positive effect on organizational justice, showing that when shared perceptions of normative contract are higher, then the organizational justice perceptions of employees are also higher. Furthermore, the normative contract moderated the relationship between PC violation and organizational justice, showing that the negative relationship of PC violation with organizational justice was stronger when the normative contract was higher.

Findings suggest that normative contract has effects on organizational justice, and that PC violation had more negative effects on employees’ perceptions of organizational justice perceptions when colleagues’ shared perceptions of fulfillment were higher. This means that social context (shared perceptions in an organization about the PC) has effects on individual perceptions of organizational justice. Companies need to pay attention to detrimental effects on employees who perceive a worse PC than their colleagues do.

The study extends the current research by demonstrating that employee–employer exchanges are not limited to individual level effects because shared perceptions of PC fulfillment (normative contract) also have relevant effects on employees’ perceptions of organizational justice.

Changes in the traditional values, institutional context, and choice of change programs are currently shaping the postmodern science and practice of organization development (OD). These changes manifest themselves in powerful new value orientations, intervention frameworks, and practices that challenge OD's long-held beliefs in ethical and justice-based treatment. In this effort, traditional and new paradigm ethical dilemmas are explored, as well as their relationship to four postmodern practices and five emergent intervention techniques. Components of distributive, procedural, and interactional justice are explained relative to change management programs generally, and to emergent techniques specifically. Published case illustrations are used to depict new paradigm ethical dilemmas and opportunities to create a “just change.”