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Recently, the interest of scholars studying procedural justice in policing has shifted from the relationship between procedural justice and citizen compliance to trust in police officers’ perceptions of who exercises it. This study explores the relationship between organizational justice and the perception of procedural justice from the perspective of police officers. Furthermore, it investigates the mediating roles of discretion and responsiveness.

Using 441 survey responses from South Korean police officers, a mediation model is outlined and tested using structural equation modeling (SEM). The results showed that police officers’ perceptions of organizational justice had indirect effects on the perceived importance of procedural justice. Moreover, discretion and responsiveness mediate the relationship between organizational justice and perceived procedural justice.

Officers who perceive police fairness are more likely to have a positive perception of procedural justice toward citizens when they have a higher level of discretion and responsiveness. However, police officers’ perceptions of organizational justice are not directly linked to their perceptions of procedural justice.

This study contributes to the generalization of knowledge by empirically testing Van Craen’s theoretical model of the Korean police. It also expands the existing theoretical model by investigating the influence of overall organizational justice and its possible mediators on procedural justice.

Based on the social penetration theory and affect theory of social exchange, this study aims to examine the relationship between authentic leadership (AL) and workplace loneliness (WL), as well as the mediating effect of interactional justice (IJ) on this relationship during the COVID-19 pandemic in the US higher education sector.

An online, self-administrated questionnaire was distributed to full-time employees working at higher education institutions in the USA. A total of 464 employees participated in the survey, with structural equation modeling being used to analyze the data.

The outcomes provide evidence that AL is positively related to IJ, whereas the latter is negatively associated with WL. Moreover, IJ fully mediates the relationship between AL and WL. Overall, the findings underline the importance of IJ in affecting employee WL.

The outcomes provide valuable insights for higher education leaders and HR professionals in reducing employee WL. In particular to this end, it is recommended that organizations focus on improving employee IJ and AL perceptions. Furthermore, higher education organizations need to select and promote leaders who exhibit IJ behaviors and AL characteristics. In addition, organizations could offer IJ and AL training to their current leaders.

This study contributes to the limited literature on WL by offering a unique research model that examines IJ as a mediating variable between AL and WL. In addition, it adds to the literature by investigating WL in the context of US higher education sector, which is an understudied area in this research context.

Given resource constraints such as time and staffing, hotels cannot respond to all negative online reviews (NORs). Therefore, this study investigates (1) what types of NORs hotels should prioritize responding; and (2) what response strategies are more effective in handling different types of NORs to minimize the negative ramifications.

Four experiments in the context of hospitability were used to test the hypotheses.

Our findings show that NORs with implicit conclusions (e.g. “I do not believe that is a good choice, you know what I mean.”) are more dissuasive than NORs with explicit ones (e.g. “Do not buy it.”) because the former NORs are perceived as more objective than the latter NORs. More importantly, our results show that firms do not need to respond to explicit NORs. When responding to implicit NORs, firms should prioritize those related to service failures caused by external (e.g. weather, technological misfunction) rather than internal (e.g. poor management, employee skills) factors.

Our studies focus on the language styles of Chinese NORs, and future research should investigate how language styles influence dissuasion in other languages.

Our results show that NORs with implicit conclusions negatively impact consumer attitude and thus hurt performance more significantly than those with explicit conclusions. Therefore, firms should allocate limited staffing and resources to NORs with implicit conclusions. When responding to implicit NORs, firms should select NORs that can be attributed to external factors.

Our findings shed light on the importance of the language styles of NORs and provide marketers with insights into how to handle NORs. Our results reveal that consumers perceive higher objectivity of NORs when these reviews are implicit than when they are explicit. Furthermore, this study contributes to the online review literature by suggesting that firms should tailor their response strategies for NORs based on the reviewers’ language styles.

This paper examined the mediating role of boundary spanning behavior and the moderating effects of traditionality linking humble leadership and employee creative performance from the perspective of Social Exchange Theory (SET) to reveal the behavioral mechanism and boundary condition regarding the influence of humble leadership on creative performance.

A sample of 276 employees and the supervisors from 8 companies in China was taken using two-wave data.

The results indicated that humble leadership was positively related to employee creative performance, and boundary spanning behavior partially mediated the relationship between humble leadership and employee creative performance. Traditionality strengthens the mediation process when traditionality is high.

These findings provide several theoretical and practical implications for the domains of humble leadership and boundary spanning behavior. For example, human resource (HR) departments can recruit leaders with high humility and cultivate team leaders through systematic training programs about self-awareness, openness and self-transcendence; team leaders should encourage employees to participate in boundary spanning activities and hiring managers select employees with high traditionality to synergize with leader humility.

Based on the SET, this paper explored the behavioral mechanism between humble leadership and creative performance and enriched the prior research, which is from the cognitive or emotional view, and further answered the question “what are the employees' behavioral responses when they confront the humble leadership”.

The study aims to examine the moderating influence of perceived co-worker support in the nexus between compulsory citizenship behaviour, job involvement and social loafing amongst university interns.

Four hundred and sixty-two) respondents took part in the study by completing a self-reported questionnaire distributed via online WhatsApp platform. The respondents were selected using multistage sampling technique. The data were processed and analysed using IBM SPSS version 24 and PLS-SEM, respectively.

Results reveal interns’ experience of compulsory citizenship behaviour positively influences their social loafing and negatively influences their job involvement. Furthermore, the support received from co-workers’ reduces the negative influence of compulsory citizenship behaviour on interns’ (1) social loafing and (2) job involvement.

The study’s main limitations have been identified as the type of organisation in which the internship was completed and the number of years of internship experience. Future research may seek to address this problem by obtaining data from a cohort that is categorised based on the nature of the organisation and duration of the internship.

Perceived co-worker support has been found to reduce the negative effects of interns’ compulsory citizenship behaviour on their job outcomes. It is recommended that organisations establish a supportive work environment to assist interns. This can be achieved through various means, such as engaging in team-building activities and assigning mentors, among other strategies.

One of the first to have examined a model linking compulsory citizenship behaviour, job involvement, social loafing and perceived co-worker support amongst interns in a higher education environment.

This study aims to analyse how consumers' perceptions of justice in a service recovery scenario vary, not only due to the company's actions but also due to the comparisons they make with the experiences of other consumers.

Based on justice theory, social comparison theory and referent cognitions theory, this study describes an eight-scenario experiment with better or worse interactional, procedural and distributive justice (better/worse interactional justice given to other consumers) × 2 (better/worse procedural justice given to other consumers) × 2 (better/worse distributive justice given to other consumers).

First, consumers' perceptions of interactional, procedural and distributive justice vary based on the comparisons they draw with other consumers' experiences. Second, the results confirmed that interactional justice has a moderating effect on procedural justice, whereas procedural justice does not significantly moderate distributive justice.

First, based on justice theory, social comparison theory and referent cognitions theory, we focus on the influence of the treatment received by other consumers on the consumer's perceived justice in the same service recovery situation. Second, it is proposed that the three justice dimensions follow a defined sequence through the service recovery phases. Third, to the best of the authors' knowledge, this study is the first to propose a multistage model in which some justice dimensions influence other justice dimensions.

: 本研究擬探討在服務補救的處境裡, 消費者對公平的看法不但會受公司的行動所影響, 同時也會因他們與其他消費者的經驗作比較而有所改變。

: 本研究根據正義理論、社會比較理論和參照認知理論, 描述一個涵蓋八個處境的實驗, 實驗包含更好的或更差的互動的、程序上的和分配性的公平 (給予其他消費者更好的/更差的互動公平) × 2(給予其他消費者更好的/更差的程序上的公平) × 2 (給予其他消費者更好的/更差的分配性的公平)。

: 研究結果顯示, 消費者對互動的、程序上的和分配性公平的看法, 是會根據他們與其他消費者的體驗所作的比較而有所改變; 研究結果亦確認了互動的公平對程序上的公平會有調節作用, 而程序上的公平對分配性的公平則沒有顯著的調節作用。

: 首先, 我們根據正義理論、社會比較理論和參照認知理論, 把研究焦點放在於相同的服務補救情景中, 其他消費者受到的待遇, 如何影響消費者自身的認知公平; 另外, 我們建議, 這三個公平維度, 在各個服務補救階段裡, 均會跟隨一個清晰的次序。最後, 就研究人員所知, 本研究為首個提出一個公平維度互為影響的多階段模型的研究。

The purpose of this paper is to draw on the agent-system model of (in)justice and negative norm of reciprocity of social exchange theory to examine the indirect impact of supervisory interactional injustice (i.e. interpersonal and informational) on employees’ target-specific extra-role work behaviours [counterproductive work behaviour directed at supervisor (CWB-S) and organisational citizenship behaviour directed at supervisor (OCB-S)] via distrust in supervisor.

The authors conducted a two-wave study, and participants (n = 401) were recruited via Amazon Mechanical Turk using a survey methodology. Bias-corrected confidence intervals (CIs) constructed in 20,000 bootstrap samples were used to test the mediation effects.

The findings indicated that interpersonal and informational injustice are positively related to employees’ distrust in supervisor. Furthermore, interpersonal and informational injustice indirectly affected CWB-S and OCB-S via distrust in supervisor.

Several limitations and future research should be discussed. First, the cross-sectional nature of this study prevented us from establishing the causal direction implied by the mediation models in this research. Second, the authors cannot rule out the potential for common method variance. These limitations can be addressed by collecting data from multiple sources (e.g. supervisor and coworkers) at different points in time or by experimental study design. Lastly, the authors did not consider contextual variables (e.g. formal policies, practices, ethical rules and cultural climate) that may influence the proposed relationships’ strengths and directions.

Even though perceptions of distributive and procedural injustice can affect employee deviant behaviours targeted at the organisation and organisational members, the present findings suggest that practitioners should be aware that perceptions of supervisory interactional injustice (i.e. interpersonal and informational) are likely be requited with employees’ extra-role work behaviours targeted at the supervisor. The present findings suggest that, via distrust in supervisor, employees are likely to engage in more CWB-S and fewer OCB-S as a result of supervisory interactional injustice. Considering the costs associated with high CWB-S and low OCB-S, supervisors should be trained in adhering to interactional justice rules. Additionally, supervisors should be mindful and practice caution when interacting with subordinates, to ensure that interactional justice norms are not violated. Lastly, supervisors can seek feedback from subordinates regarding their perceptions of supervisory interactional injustice, as these assessments will allow the supervisors to adapt their behaviours to impede subordinates’ deviant behaviours aimed towards them.

This study contributes to the literature on organisational injustice and workplace behaviour. First, most injustice research assumes that injustice is the opposite of justice; this study examines the effect of interactional injustice. Second, the authors develop a target-specific model focusing on the interactions between two key organisational stakeholders (i.e. supervisors and employees). The authors suggest that supervisor’s disrespect and untruthfulness towards the employee will eventually result in employee revenge (i.e. CWB-S) and lack of cooperation (i.e. OCB-S) towards supervisor. Finally, the authors examine the mechanism (i.e. distrust in supervisor) through which supervisory interactional injustice may ensue in employee extra-role behaviours directed at the supervisor.

Introduction: The concept of diversity encompasses not only an individual’s self-perceptions but also perceptions of others. It exerts an influence on individuals’ social interactions. The promotion of workforce diversity within an organisation holds considerable importance for several reasons. These include the impact of globalisation, the amalgamation of ideas stemming from diverse ethnic groups, the inclusive progress facilitated by individuals from varying economic and religious backgrounds, and the unique perspectives brought to work by those hailing from different regions of the country.

Purpose: Literature exhibits that the perception of organisational justice is a crucial factor in elucidating the dynamic between subordinates and their supervisors, and its consequential effect on the long-term viability of the enterprise.

Methodology: The research reports responses from 107 Delhi NCR employees. Before the main investigation, a pilot study with 20 employees was conducted for assessing the scale’s reliability and validity.

Findings: The current study has provided evidence indicating that different dimensions of organisational justice have a significant impact on individual work behaviour, specifically task performance behaviour (TP), employee silence (ES), and organisational counterproductive behaviour (CBP). Moreover, this impact is influenced by several factors, including emotional intelligence (EI), social desirability, and the age of employees.

This study investigate the correlation between authoritarian leadership and organizational deviance. Furthermore, it seeks to explore the mediating role of emotional exhaustion in this relationship.

The data were obtained from 398 frontline service employees and their immediate supervisors at 25 five-star hotels. Data were collected on different occasions.

The results indicate that authoritarian leadership has a positive and significant relationship with organizational deviance. We also conclude that emotional exhaustion mediates the relationship between authoritarian leadership and organizational deviance.

The present research suggests that managers can decrease emotional exhaustion and, consequently, organizational deviance, by avoiding an authoritarian leadership style. Additionally, the theoretical and managerial implications of the present study can be utilized to reduce organizational deviance.

The present study adds to the existing literature on authoritarian leadership, emotional exhaustion and organizational deviance by offering a possible explanation for how emotional exhaustion mediates the relationship between authoritarian leadership and organizational deviance.

This study evaluates the integrative role of justice theory, religiosity, satisfaction and trust in influencing customer loyalty to Islamic mobile banking.

This study surveyed 370 customers who used Islamic mobile banking. The authors employed SEM-PLS to estimate the proposed model and answer the hypotheses.

Empirical facts show that distributive justice, procedural justice and interactional justice can increase loyalty through the role of satisfaction. On the other hand, distributive justice, procedural justice and religiosity can predict loyalty through the role of trust.

This study encourages Islamic mobile banking providers to improve the quality of benefit distribution, the application of procedures and interaction among all levels of users. In addition, religious education innovation is also important to increase customer activity in using Islamic mobile banking.

Until now, none of the studies have estimated the loyalty of Islamic mobile banking users based on the integrative roles of justice theory, religiosity, satisfaction and trust. It, therefore, highlights the originality of this study.