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Considering the adverse outcomes that job insecurity might have on employees and organizations (De Witte et al., 2016), this study aims to test the role of perceived justice in preventing job insecurity from occurring. Relying on social information processing theory (Salancik and Pfeffer, 1978) and fairness heuristic theory (Lind, 2001), the authors analyze both an assessment of the extent to which the person is treated fairly by the organization (i.e. self-focused justice) and an individual's evaluation of the extent to which the person's co-workers are treated fairly (i.e. other-focused justice). The authors expect other-focused and self-focused justice to be negatively related to job insecurity.

The hypotheses were tested using cross-lagged structural equation modelling based on two-wave data from 126 employees working in a public sector organization undergoing structural changes.

The study results revealed that other-focused overall justice but not self-focused overall justice predicted lower job insecurity one year later. Moreover, other-focused overall justice did have a cross-lagged effect on self-focused overall justice.

By investigating the relationship between other- and self-focused overall justice and job insecurity over time, this study provides solid evidence into so far neglected longitudinal relationships between justice and insecurity. The results show that in the context of organizational changes, other-focused overall justice predicted lower job insecurity as well as higher self-focused overall justice one year later.

The purpose of this paper is twofold, applying an interactive perspective. First, the authors examine the effects of perfectionism, specifically self-oriented and socially prescribed perfectionism on creativity. Understanding the distinctive effects of two dimensions of perfectionism (Leonard and Harvey, 2008), the authors propose the positive effect of self-oriented perfectionism on creativity while the negative effect of socially prescribed perfectionism on creativity. Second, the authors explore the role of overall justice by examining the direct and interacting effects of the two dimensions of perfectionism on creativity.

Data were collected using questionnaires distributed to employees and their direct supervisors located in South Korea. Hierarchal regression analyses were used to examine the main and moderating effects.

The authors’ results demonstrated that self-oriented perfectionism was positively related to employee’s creativity; while, socially prescribed perfectionism was not significantly related to employee’s creativity. Furthermore, the study examined the critical context factor of overall justice in determining individual creativity. The result demonstrated that the positive relationship between self-oriented perfectionism and creativity was stronger when overall justice is low rather than high in line with trait activation theory.

A cross-sectional design may be a concern. Future research needs to take a more careful approach to avoid this potential problem.

This study enriches our understanding of the two domains of perfectionism (self-oriented and social prescribed perfectionism) and overall justice as critical factors for creativity. Applying an interactive perspective, this study demonstrated how perfectionism and overall justice play important roles in influencing employees’ creativity independently and jointly.

The purpose of this paper is to examine the relations of job insecurity with pay and incentive satisfaction and the role of overall justice in these relationships.

The authors surveyed employees of an industrial equipment sales firm located in the Southeastern USA. Surveys were completed by 151 employees using instruments assessing job insecurity, overall justice, pay satisfaction, and incentive satisfaction.

The study results indicated job insecurity is negatively related to both pay and incentive satisfaction. Further, the study found that overall justice mediated the job insecurity to pay satisfaction relationship, but not the job insecurity to incentive satisfaction relationship.

Because overall justice only explained the job insecurity-pay satisfaction relationship, future research should examine other potential mediators to better understand these disparate effects when compared with incentive satisfaction. Future research should also examine the model with a larger sample using a time-lagged design to further mitigate the limitations of the study.

The results of this study suggest that employees who contain a strong fear of job loss tend to experience reduced pay and incentive satisfaction levels. Managers should do what they can to limit the impact of job insecurity on these attitudes and provide additional training to employees in coping strategies so that they might better deal with the job insecurity stressor.

Integrating the literatures on stress appraisal and organizational justice, the empirical model provides understanding of how job stressors and perceptions of organizational justice influence pay and incentive satisfaction.

The purpose of this paper is to examine the relationship between supervisor’s overall justice and affective organizational commitment. The authors further study how this relationship is moderated by subordinates’ overall justice.

The authors conducted hierarchical regression analyses on a sample of supervisor–subordinate matched data.

Supervisors’ overall justice was positively related to supervisors’ affective organizational commitment, and subordinates’ overall justice moderated these relationships.

The main limitation of the study was its cross-sectional nature.

Results emphasized the importance of the interaction between supervisors’ and subordinates’ perceived overall justice, which suggests that employers should focus on treating all individuals fairly in the workplace.

The study contributes to the organizational justice literature by providing empirical evidence using a supervisor–subordinate matched sample, suggesting that overall justice is important to understanding individuals’ affective organizational commitment. Using fairness heuristic theory, the study explores the interaction effect of subordinates’ overall justice on the relationship between supervisors’ overall justice and affective organizational commitment.

The purpose of this paper is to investigate the mediating role of perceived overall justice and the moderating effect of self- and other-centered motives in the relationship between organizational corporate social responsibility (CSR) and organizational attractiveness using a sample of job applicants.

The hypotheses were tested using a 2-by-2 experimental design and a sample of 376 South Korean University students.

The results showed that organizational CSR positively influenced job applicants’ perceived overall justice. Moreover, it was found that perceived overall justice mediated the influence of CSR on organizational attractiveness. However, contrary to the hypotheses, the indirect effect of CSR on organizational attractiveness through perceived overall justice was significant only for job applicants who attributed self-centered motives to CSR.

As it was found that job applicants who attributed other-centered motives to organizational CSR had high levels of perceived overall justice regarding organizations, independent of the actual level of engagement in CSR, it is crucial that organizations show sincerity in executing CSR. In addition, small- and medium-sized organizations may not have sufficient resources for CSR, but it is especially crucial for them to focus on CSR activities that are aligned with their business, implement CSR programs consistently, and focus on CSR itself rather than on advertising in order to facilitate, among job applicants, the attribution of other-centered motives to their CSR.

From the perspective of overall justice and attributed motives, this study intensively explores the internal mechanism by which organizational engagement in CSR influences organizational attractiveness among job applicants. In practical terms, this study shows that it is important for organizations to consistently invest in CSR with authenticity, even when CSR activities are insubstantial and doing so may be attributed to self-centered motives. Limitations and directions for future research are discussed.

The purpose of this paper is to investigate the importance of successful service recovery in the airline sector by examining the interrelationship between perceived justice, recovery satisfaction and overall satisfaction, customer trust and customer loyalty. Furthermore, the research assesses the mediating effect of overall satisfaction and customer trust on customer loyalty.

Data were collected via an airport intercept survey of Malaysia Airlines passengers who had experienced service failure. In total, 380 responses were used for the final analysis. The study uses partial least squares structural equation modelling technique with SmartPLS 3.0, in order to test and validate the research model and hypotheses posited.

The results reveal that: recovery satisfaction is significantly affected by procedural and interactional justice; distributive and procedural justice, as well as recovery satisfaction influenced overall satisfaction; customer trust is most influenced by interactional justice, distributive justice and recovery satisfaction; customer loyalty is positively affected by customer trust, overall satisfaction and recovery satisfaction; and the influence amongst recovery satisfaction and customer loyalty is partially mediated by customer trust and overall satisfaction.

The study contributes to a whole conceptual comprehension of the essential determinants of customer loyalty from the combined perspectives of three theories, namely, justice theory, expectancy disconfirmation theory and commitment-trust theory. This study successfully differentiates the three dimensions of perceived justice and assesses them individually to discern and compare their influence on overall satisfaction, recovery satisfaction and trust. In addition, the study finds that the influence of recovery satisfaction on loyalty is partially and sequentially mediated by trust and overall satisfaction.

Most of the past studies related to organisational justice focussed on different types of justice, such as procedural justice, distributive justice and interactional justice either separately or collectively. Still, further investigation on the overall concept of fairness is required to extend theoretical generalisability. Moreover, researchers argued that overall fairness rather than a specific type represents more concrete situation about employees’ perception of fairness within an organisation. Considering this, the purpose of this paper is to examine the mediating effect of overall fairness perception (OFP) in relation to workplace outcome as well as its predictive ability on employees’ attitude and behaviour in term of psychological ownership and citizenship behaviour.

A total of 250 questionnaires were distributed among the employees of financial institutions in Malaysia, which yielded 150 completed usable responses. Smart PLS (version 3) software and SPSS were utilised in order to analyse the data.

The results revealed that overall fairness plays a crucial role as a mediator as well as a predictor. Limitations and future research directions are also discussed.

This study provides useful insights for the mangers of financial institutions. It also suggests strategies about how to manage justice and workplace outcomes at workplace.

This paper is among the pioneers to address the mediating role of OFP in relations to workplace attitude and behaviour in non-western context.

Prior research has conceptualized workplace justice as a stable variable over time changing from one individual to another. However, it can be assumed that perceptions of organizational justice fluctuate within the same person over the course of a few weeks or months due to different events at work. Specifically, the purpose of this paper is to suggest that transient overall team justice is predictive of employee’s transient thriving at work (i.e. the experience of vitality and learning at work). In addition, the authors examined transient self-efficacy as an underlying mechanism of this relationship.

A total of 395 individuals completed a first general questionnaire and then completed an online questionnaire over four waves of survey.

Results of hierarchical linear models indicated that transient overall team justice positively predicts transient individual’s self-efficacy, which, in turn, positively predicts transient individual’s thriving at work.

Overall, a dynamic approach of organizational justice capturing variability in justice perceptions certainly enlarges our understanding of the concept and its outcomes.

The study contributes to understand why even employees who feel generally treated with justice by their team may experience from time to time low levels of thriving at work because of a recent unjust treatment from the team and a decrease of their subsequent self-efficacy.

Service research including justice has ignored the full range of service outcomes possible and has only been conducted when a service failure has occurred. This study allows for a full spectrum of service outcomes including service success, service failure, and service recovery. This study used the survey method to collect data to measure the relationship of justice constructs (i.e., interactional, distributive, and procedural justice) to overall justice and customer satisfaction. The researcher used a convenience sample-survey method. Graduate students in a service class collected 50 useable questionnaires for the pilot study. The researcher and two graduate students collected 302 useable questionnaires in an airport for the main study. Path analysis results showed that interactional, distributive, and procedural justice, all had direct effects and a significant positive relationship to overall justice and customer satisfaction, and overall justice had a direct and significant positive relationship to customer satisfaction.

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.