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This study examines whether disabled workers perceive negative workplace experiences in terms of discrimination. The purpose of this paper is to study the effects of perceived distributive injustice at work, regarding three dimensions – job assignment, compensation and career development opportunities – on perceived discrimination and explore the mediation role of perceived discrimination in the relationship between perceived distributive injustice and the job dissatisfaction.

Research hypotheses are tested with a questionnaire administered to 107 disabled employees working in public and private Spanish organisations.

The results indicate that physically disabled people perceive distributive injustice and discrimination at work regarding job assignment, compensation and career development opportunities in Andalusian organisations, and this perception of discrimination leads to feel dissatisfaction. This study confirms the triple dimensionality of two of the variables studied: perceived distributive injustice at work and perceived discrimination at work.

Few studies have focussed on disability-related issues from a human resource management viewpoint. This study focusses on job assignments, compensation and career development and shows that the perception of discrimination mediates the relation between the perception of distributive injustice at work, and job dissatisfaction. That is, perceived distributive injustice in the organisation leads physically disabled employees to compare their situation with that of their non-disabled peers and thus to perceive discrimination regarding job assignment, compensation and career development opportunities. As a result, they become dissatisfied with their jobs. The results obtained allow us to extend the organisational justice framework, achieving a more thorough understanding of the perception of both injustice and discrimination.

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.

Negative online consumer reviews represent different forms of injustice. The effect of different types of injustice experienced in a service encounter on a brand is unknown. This study aims to investigate the effect and cause of different forms of injustice on brand love. It also explores which type of responses are more effective to mitigate their damaging effect.

One text mining, using SAS enterprise miner, and three experimental studies were conducted. ANOVA and mediation and moderation analyses were conducted to test the hypotheses.

Negative reviews specific to procedural injustice are more damaging than reviews specific to distributive or interactional injustice experienced in a service encounter. The underlying reason behind this differential effect is that perceived procedural injustice influences consumers more to punish the brand, resulting in a greater negative effect on brand love. To counter the damage, a sympathetic, rather than empathetic, brand response is more effective.

This study contributes to justice theory and brand love literature by providing evidence that procedural injustice triggers the highest level of willingness to punish and thus the lowest level of brand love. Consequently, willingness to punish, rather than emotion, is found to be the underlying reason behind procedural injustice having the strongest negative effect on brand love.

This paper aims to investigate the differential moderating effects of two types (internal/external) of corporate social responsibility (CSR) on the relationship between distributive injustice and organization-directed revenge through the mediating role of negative emotions.

This paper conducts two studies. Study 1 was a vignette study based on a sample of 501 part-time master of business administration students in China aimed at testing the moderating effects of different levels of internal (external) CSR. Study 2 involved a laboratory experiment in which 108 postgraduate students were recruited to scrutinize the contrasting moderating effects of different types of CSR (internal vs external) and test the underlying mechanisms of negative emotions. The latest facial expression analysis technology (FaceReader 5.0 software) was used to detect participants’ emotional state.

Study 1 demonstrates that internal CSR buffers the relationship between distributive injustice and organizational revenge behavior through negative emotions. However, the moderating effect of external CSR is not significant. Study 2 reveals that compared with external CSR, distributive injustice induces fewer negative emotions in the presence of internal CSR and the mediating role of negative emotions detected by the facial expression analysis software is also verified.

The authors hope that the findings of this paper can provide theoretical references for enterprise managers to enhance their employee governance, develop more effective intervention policies and formulate corresponding coping mechanisms to prevent and mitigate workplace revenge behaviors.

First, this paper enriches the literature on the relationship between injustice and organization revenge by introducing CSR as an employee governance tool. Second, this paper reconciles prior inconsistent findings about employee response to CSR in the occurrence of negative events by distinguishing between external and internal CSR and examining the differential moderating effects of two types of CSR. Such distinction is derived from the heterogeneous justice perceptions arising from different CSR actions. In addition, the authors measure participants’ negative emotions through a multi-method approach integrating the latest technology for facial expression analysis and the PANAS scale, which represents a method advancement and provides implications for measuring emotions.

This paper aims to investigate the impact of injustice, discrimination and incivility on organizational performance in the hotel industry. In addition to this, the study also investigates the mediating effects of discrimination and incivility between distributive injustice, procedural injustice and organizational performance.

A survey was conducted to collect the data from hotel industry employees on a structured questionnaire by using convenience sampling approach. PLS-SEM was used to analyze the useable data of 285 respondents. In addition to this, to evaluate the predictive performance of exogenous constructs newly suggested hold out sample approach in PLS-SEM was also considered.

Results indicate that incivility and procedural injustice has a negative and significant effect on organizational performance, while the impact of distributive injustice and discrimination on organizational performance was insignificant. Further, incivility was found to be a significant mediator, while mediation of discrimination was not supported between distributive injustice, procedural injustice and organizational performance.

Findings are important for hotel managers to adjust their strategies to improve organizational performance.

This study contributes in existing literature by concentrating on predictors that undermine the organizational performance. To the best of the authors’ knowledge, this is one of the early studies to contribute in literature by investigating the impact of injustice perceptions on employee perceptions specifically perceived incivility and perceived discrimination on organizational performance. Further, it also investigated the mediating impact of perceived incivility and perceived discrimination between injustice perceptions and organizational performance. Such considerations have implications for researchers, students and practitioners. For researchers, this study helps to ponder on an alternative approach by considering those factors which may undermine organizational performance, instead of focusing only on those factors which enhance organizational performance. For research students, such contribution will bring a new avenue to consider further research. Managers will find help to control such factors which minimize organizational performance.

The purpose of this paper is two-fold: first, it attempts to determine whether suppliers perceive distributive justice (equity) when their key customers implement sustainable sourcing initiatives based on assessment governance, composed of codes of conduct and auditing; second, it generates insights into specific costs, rewards, and investments and how these together result in perceived equity.

A qualitative research design was adopted for this study. A total of 30 executives from textile manufacturing suppliers in China, India, and Bangladesh were interviewed to determine their perceptions of distributive justice in relation to their key customers’ sustainable sourcing initiatives.

Most of the interviewees perceived that their customers’ assessment of governance initiatives was unfair. Four types of suppliers are identified based on their varying perceptions of the equity equation.

The findings introduce distributive justice as an important mediating variable between assessment-based governance and compliance. They also provide insights into the various types of perceived costs, rewards, and investments related to sustainable sourcing, and how they form varieties of the equity equation. The findings rely on a limited number of respondents and should, therefore, be researched further.

Assessment based on codes of conduct and auditing is the most prevalent sustainable sourcing governance approach, but suppliers may perceive this as an injustice leading to non-compliance. Buying companies are therefore advised to consider supplier perceptions of costs, rewards, and investments and adapt their sustainable sourcing initiatives accordingly.

Increased consideration of distributive justice in sustainable sourcing should increase the likelihood of supplier compliance, improving conditions for employees in global textile plants.

Extant research has studied the connection between assessment-based sustainability governance and compliance or overall performance. This paper contributes by suggesting that distributive justice might be a mediating variable helping to explain this connection.

The domain of monetary donation is evolving with the combination of professional donation platforms and social network sites (SNSs) in the agency process, potentially enhancing information communication and facilitating money transfers between donors and recipients. However, SNS donation avoidance hinders the leveraging of significant economic and social values. To address the limited understanding of the phenomenon of SNS donation avoidance, this study aims to investigate the influencing factors of people's avoidance behavior in the agency process of SNS donation.

A model was devised containing four process-related factors (requests overload, process ambiguity, channel security concerns and perceived distributive injustice) as antecedents of SNS donation avoidance, with probable mediating paths of negative emotions, altruistic outcome expectation and egoistic outcome expectation. Data were collected through a survey of 398 users of WeChat Moment in China. Structural equation modeling was used to analyze the proposed model.

All four process-related factors have positive associations with SNS donation avoidance. Requests overload, channel security concerns and perceived distributive injustice all positively influence people's expectation of negative emotions and lead, in turn, to their SNS donation avoidance. Perceived distributive injustice also leads to SNS donation avoidance via negatively influencing people's expectations of both altruistic and egoistic outcomes.

Theoretically, this empirical study synthetically associates process-related factors to donation avoidance through the paths of emotional responses and rational outcome expectations. Practically, it emphasizes key factors to consider in the process management of SNS donation.

This study aims to detail how employees’ experience of distributive injustice may compromise their job performance, with specific attention to how this detrimental process may be explained in part by their beliefs about organization-level underperformance and moderated by their own psychological entitlement.

The research hypotheses were tested with three-round, time-lagged data collected among employees and their supervisors.

A critical channel through which employees’ perceptions that their organization’s reward system is unfair translates into thwarted job performance is a conviction that their organization does not meet its own performance targets. As a mediator, such organizational underperformance beliefs have particularly salient effects on employees who believe they are more deserving than others.

This study gives HR managers insights into how they can reduce the danger that unfair reward practices escalate into a reduced propensity by employees to complete their job tasks diligently. HR managers should make employees aware of their possible entitlement and discourage them from expecting that things always must go their way.

This research unpacks the connection between distributive injustice and job performance, by delineating the unique roles of two pertinent factors (organizational underperformance beliefs and psychological entitlement) in this connection.

Extant literature on queuing has identified service queues as social systems where social justice is an important factor for service evaluation. First-order justice, defined as a first-come first-served (FCFS) process, has been found to be a necessary condition of social justice and positive evaluation. Second-order justice, defined as equal waiting time, has been found to be an additional factor which comes into play only when first-order justice is met. This paper aims to show that in the emerging market situation, the above definitions of justice and the order mentioned above does not work.

Instead of equal wait, the study has focused on equitable wait, i.e. waiting duration is in sync with the service needs. Three experiments have been performed to establish the hypotheses suggested.

FCFS is found not to be the necessary condition as it was in the extant literature and can be relaxed sometimes to get higher service evaluation by ensuring justice from the equitable wait. The study also portrays the interaction effects of the two types of social justice on service evaluation. Moreover, the impact of justice from equitable wait on service evaluations is found to be moderated by perceived personal connect of the service provider and the consumer, perceived importance of system and process and perceived ability of the service provider of capacity improvement and mediated by perceived control of service provider on providing the justice of equitable wait.

The study contributes toward the understanding of social justice in service queues. It also contributes to the literature of attribution theory and consumer betrayal.

The study provides suggestions to retail managers in emerging markets to choose queue management strategies depending on the size of the retail shops and consumers’ expectations from them.

The study introduces the concept of justice from the equitable wait, which is original in the queuing literature to the best of the author’s knowledge. The study also finds a new order of justice in the emerging market scenario.

This research aims to unpack the relationship between employees' perceived organizational politics (POP) and their self-determined motivation by itemizing the mediating role of hostility and a moderating role of organizational injustice.

Data were collected at two different times from 270 employees working in various universities in Pakistan. Structural equation modeling (SEM) was used to test the hypotheses.

The findings revealed that POP negatively influence intrinsic motivation, autonomous extrinsic motivation and positively impact amotivation, whereas POP does not affect employees' controlled extrinsic motivation. Furthermore, POP positively influences hostility. Moreover, hostility mediates the relationships between perceived organizational politics and self-determined motivation. Finally, the findings also revealed that the relationship between perceived organizational politics and hostility was stronger when the perceived organizational injustice was high.

POP can lead to intentional efforts to harm the organization by enhancing employee hostility, which divulges how this peril can be restrained by implanting organizational fairness. Moreover, proactive employees with superior emotional intelligence skills have a greater capability to control their negative emotions. Emotional intelligence (EI) training can effectively reduce the hostility between employees provoked by POP and ultimately diminish self-determined motivation.

The current study revealed that ambiguous forms of political behavior trigger isolated work emotions, negatively affecting organizational sustainability and outcomes. These results have valuable suggestions regarding organizational injustice as a moderator to diminish the hostility resulting from POP.