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Article
Publication date: 29 May 2009

Ling Zhang, Ting Nie and Yongtai Luo

With the development of China's economy, more and more Chinese researchers in HR field try to explore suitable policies and practices from China's realities. Researchers have…

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Abstract

Purpose

With the development of China's economy, more and more Chinese researchers in HR field try to explore suitable policies and practices from China's realities. Researchers have spent considerable efforts to identify means of using human resource management practices to effectively utilize human capital. At the same time, it has been well recognized that organizational justice plays a critical role in effective management of employees' attitude and behaviors. The purpose of this paper is to demonstrate a framework for matching organizational justice and employment mode.

Design/methodology/approach

Quantitative research method is used in this study. Base on literature review of organizational justice, HR architecture social exchange and so on. The study tries to find out the relations between organizational justice and employment mode.

Findings

The study integrates these two seemingly disparate streams of research, and put forwards a framework for matching organizational justice and employment mode. Different groups of employees are managed differently and may require different organizational justice styles, and organizational justice styles should be consistent with the underlying objectives and psychological contracts underlying different employment modes.

Originality/value

The study tries to make organizational justice strategies match with employment modes and it is an attempt to use organizational justice to manage different employee groups from contingent and deploying perspective.

Details

Journal of Technology Management in China, vol. 4 no. 2
Type: Research Article
ISSN: 1746-8779

Keywords

Article
Publication date: 1 January 2005

David De Cremer

The purpose of the research was to test whether the widely known interaction between procedural and distributive justice influences cooperation, but only when employees’…

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Abstract

Purpose

The purpose of the research was to test whether the widely known interaction between procedural and distributive justice influences cooperation, but only when employees’ identification with the organization is strong.

Design/methodology/approach

A survey study was conducted in a company, including scales assessing distributive justice, procedural justice, employees’ sense of organizational identification and willingness to cooperate.

Findings

The results showed that this interaction effect was only found among those with a strong sense of organizational identification. However, the pattern of this interaction was different from the pattern found in previous studies, that is, both high procedural and distributive justice was required to best predict cooperation.

Originality/value

These findings identify yet another important moderator of the interaction between distributive justice and procedural justice, but also show that because of the cognitive content of the measure of organizational identification, the shape of the interaction is different than the one predicted by prior research.

Details

Journal of Managerial Psychology, vol. 20 no. 1
Type: Research Article
ISSN: 0268-3946

Keywords

Book part
Publication date: 10 June 2015

Russell Cropanzano, Marion Fortin and Jessica F. Kirk

Justice rules are standards that serve as criteria for formulating fairness judgments. Though justice rules play a role in the organizational justice literature, they have seldom…

Abstract

Justice rules are standards that serve as criteria for formulating fairness judgments. Though justice rules play a role in the organizational justice literature, they have seldom been the subject of analysis in their own right. To address this limitation, we first consider three meta-theoretical dualities that are highlighted by justice rules – the distinction between justice versus fairness, indirect versus direct measurement, and normative versus descriptive paradigms. Second, we review existing justice rules and organize them into four types of justice: distributive (e.g., equity, equality), procedural (e.g., voice, consistent treatment), interpersonal (e.g., politeness, respectfulness), and informational (e.g., candor, timeliness). We also emphasize emergent rules that have not received sufficient research attention. Third, we consider various computation models purporting to explain how justice rules are assessed and aggregated to form fairness judgments. Fourth and last, we conclude by reviewing research that enriches our understanding of justice rules by showing how they are cognitively processed. We observe that there are a number of influences on fairness judgments, and situations exist in which individuals do not systematically consider justice rules.

Details

Research in Personnel and Human Resources Management
Type: Book
ISBN: 978-1-78560-016-6

Keywords

Book part
Publication date: 15 December 2015

Sebastiano Massaro and William J. Becker

This chapter advocates the use of neuroscience theoretical insights and methodological tools to advance existing organizational justice theory, research, and practice. To…

Abstract

This chapter advocates the use of neuroscience theoretical insights and methodological tools to advance existing organizational justice theory, research, and practice. To illustrate the value of neuroscience, two general topics are reviewed. In regard to individual justice, neuroscience makes it clear that organizational justice theory and research needs to integrate both emotion and cognition. Neuroscience also suggests promising avenues for practical individual justice interventions. For other-focused justice, neuroscience clarifies how empathy provides a mechanism for deontic justice while again highlighting the need to consider both emotion and cognition. Neuroscience research into group characterizations also suggests promising explanations for deontic justice failures. We also show how other-focused justice interventions are possible, but more complex, than for self-focused justice. We conclude that interdisciplinary research has great potential to advance both organizational justice and neuroscience research.

Details

Organizational Neuroscience
Type: Book
ISBN: 978-1-78560-430-0

Keywords

Book part
Publication date: 18 September 2006

Bradley J. Alge, Jerald Greenberg and Chad T. Brinsfield

We present a model of organizational monitoring that integrates organizational justice and information privacy. Specifically, we adopt the position that the formation of…

Abstract

We present a model of organizational monitoring that integrates organizational justice and information privacy. Specifically, we adopt the position that the formation of invasiveness and unfairness attitudes is a goal-driven process. We employ cybernetic control theory and identity theory to describe how monitoring systems affect one's ability to maintain a positive self-concept. Monitoring provides a particularly powerful cue that directs attention to self-awareness. People draw on fairness and privacy relevant cues inherent in monitoring systems and embedded in monitoring environments (e.g., justice climate) to evaluate their identities. Discrepancies between actual and desired personal and social identities create distress, motivating employees to engage in behavioral self-regulation to counteract potentially threatening monitoring systems. Organizational threats to personal identity goals lead to increased invasiveness attitudes and a commitment to protect and enhance the self. Threats to social identity lead to increased unfairness attitudes and lowered commitment to one's organization. Implications for theory and research on monitoring, justice, and privacy are discussed along with practical implications.

Details

Research in Personnel and Human Resources Management
Type: Book
ISBN: 978-1-84950-426-3

Book part
Publication date: 29 January 2024

Paulina Wojciechowska-Dzięcielak and Neal M. Ashkanasy

The question of how work motivation affects team members' tacit and explicit knowledge sharing has long puzzled organizational scholars. In this chapter, the quality of…

Abstract

Purpose

The question of how work motivation affects team members' tacit and explicit knowledge sharing has long puzzled organizational scholars. In this chapter, the quality of team–member exchange (TMX) is presented as one potential mechanism.

Approach

Key variables in the model are intrinsic and extrinsic work motivation, interactional and distributive organizational justice, tacit and explicit knowledge sharing, relationship-oriented and task-oriented TMX, organizational rules, organizational climate for trust. Separate models are developed for intrinsic versus tacit knowledge sharing.

Findings

While explicit knowledge sharing depends upon extrinsic factors such as extrinsic work motivation, task oriented TMX, distributive justice perceptions, and organizational rules, tacit knowledge sharing is dependent upon intrinsic factors such as intrinsic work motivation, relationship-oriented TMX, interactive justice perceptions, and perceptions of an organizational climate for trust.

Originality/Value

This is the first model to provide a useful framework that should enable scholars to research the factors underlying the relationships between individual employee motivation and both explicit and tacit organizational knowledge sharing.

Book part
Publication date: 1 March 2012

Kursad Yılmaz and Yahya Altınkurt

This chapter examined the relationships between organizational justice, organizational trust, and organizational citizenship behaviors in Turkish secondary schools. Specifically…

Abstract

This chapter examined the relationships between organizational justice, organizational trust, and organizational citizenship behaviors in Turkish secondary schools. Specifically, the study investigated whether, and to what extent, organizational justice and organizational trust predict variation in the organizational citizenship behaviors of teachers. A survey research methodology was employed in the study. The sample included 466 secondary school teachers in Kutahya, a city in western Turkey. The study adopted pre-developed respective scales for gathering the data. The data gathering instrument of the study incorporated the Organizational Justice Scale (Hoy & Tarter, 2004), the Organizational Trust Scale (Yılmaz, 2006), and the Organizational Citizenship Behavior Scale (DiPaola, Tarter, & Hoy, 2005). Analysis of the data through the use of hierarchical multiple regression analysis yielded a significant effect of organizational justice and significant effects for two of the three types of organizational trust. There is a positive and moderate level relationship between organizational citizenship on the one hand, and organizational justice, trust in the principal, trust in colleagues, and trust in stakeholders on the other. Predictor variables are ranked in terms of the size of their effect on organizational citizenship as trust in colleagues, trust in the principal, trust in stakeholders, and organizational justice. Organizational justice is a significant predictor of organizational citizenship behavior when considered in isolation, but becomes insignificant when organizational trust is controlled for. Organizational trust and organizational justice explain around two fifths of the total variance in organizational citizenship behavior.

Details

Discretionary Behavior and Performance in Educational Organizations: The Missing Link in Educational Leadership and Management
Type: Book
ISBN: 978-1-78052-643-0

Book part
Publication date: 14 March 2023

Victor Pessoa de Melo Gomes, João Maurício Gama Boaventura and Manuel Castelo Branco

The relationship between stakeholders and organizations has been gaining more focus in strategic organizational management. The scenario of increased accountability required by…

Abstract

The relationship between stakeholders and organizations has been gaining more focus in strategic organizational management. The scenario of increased accountability required by society and by the competitive business environment itself demands ethical, fair, and sustainable practices from companies. In this sense, effective and fair stakeholder management becomes relevant. Thus, stakeholder theory proves to be a valid theoretical perspective for this challenge. In its conceptualization, stakeholder theory has pointed out different issues for strategic management practices, and how to treat the stakeholder fairly has been one of the concerns of the proponents of the theory (Bosse, Phillips, & Harrison, 2009). In this regard, principles of organizational justice have been incorporated into stakeholder management models. The authors argue that organizational justice, including its basic dimensions of distributive justice, procedural justice, and interactional justice, can positively impact the bottom line of organizations through synergy in value creation and by encouraging reciprocal behavior between the firm and stakeholders.

Details

Responding to Uncertain Conditions: New Research on Strategic Adaptation
Type: Book
ISBN: 978-1-80455-965-9

Keywords

Article
Publication date: 28 August 2023

Qingjuan Wang, Ning Sun, Alice H.Y. Hon and Zheng Zhu

The purpose of this study is to explore the moderating effect of Confucian values and the mediating effect of relationship quality on the relationship between organizational

Abstract

Purpose

The purpose of this study is to explore the moderating effect of Confucian values and the mediating effect of relationship quality on the relationship between organizational justice and employee service orientation in the tourism and hospitality industry.

Design/methodology/approach

Structural equation modeling was applied to a sample of 421 responses in a questionnaire survey from employees of tourism and hospitality firms in mainland China.

Findings

Employee relationship quality fully mediated the relationship between organizational justice and service orientation. Confucian values negatively moderated the direct effect of organizational justice on employee relationship quality and the indirect effect of organizational justice on service orientation.

Practical implications

This study offers insights for hospitality managers how to improve employee service orientation and establish Confucian values in the practice of organizational justice. Tourism and hospitality organizations should equally treat all employees as internal customers and use distinct strategies to manage employees with high and low Confucian values in employee selection and management of training and development.

Originality/value

This study highlights the contributions of organizational justice and relationship quality to employee service orientation. It also demonstrates that Confucian values explain why many Chinese employees are less sensitive to low fairness: these values negatively moderate the organizational justice–relationship quality–service orientation relations. By linking organizational justice to relationship quality and employee service orientation, the findings enrich our understanding of the applications of internal marketing and social exchange theories under Confucian values.

Details

International Journal of Contemporary Hospitality Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0959-6119

Keywords

Article
Publication date: 10 April 2023

Xian Huang, Yijiao Ye, Zhao Wang, Xinyu Liu and Yijing Lyu

Drawing on organizational justice theory, this study aims to investigate how perceived organizational exploitation induces frontline hospitality employees’ organizational and…

Abstract

Purpose

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.

Design/methodology/approach

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

Findings

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.

Practical implications

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.

Originality/value

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.

Details

International Journal of Contemporary Hospitality Management, vol. 35 no. 12
Type: Research Article
ISSN: 0959-6119

Keywords

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