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This study contributes to the management accounting (MA) literature by exploring the effect of managers’ perception of justice in the budgeting process (as a subsystem of MA) on their satisfaction and motivation to achieve organizational objectives. Drawing on the Habermasian concept of deliberative democracy, which underscores the importance of gaining legitimacy to achieve desirable outcomes, our analysis focuses on seven constructs related to situational and intrinsic participation, procedural and distributive justice, and attitude on two outcome constructs: satisfaction and motivation. We surveyed managers with an accounting background who are directly involved in the budgeting process and analyzed our data using partial least squares-based path analysis–structural equation modeling (PLS-SEM). The results of this study indicate that both dimensions of justice – distributive and procedural – are positively associated with participation, and in turn, positively impact satisfaction and motivation. Contrary to expectations, managers’ influence on the final budget does not seem to be as important as we expected. Budgeting is an important managerial function that involves setting targets based on an organization’s strategy and allocating resources for its execution. Such a fundamental process requires managers’ participation at various levels to ensure that the process is fair and just. Our study’s findings imply that justice perceptions are an essential fabric of organizational processes that drive human behavior. Specifically, our findings reveal that perception of justice influences participation and satisfaction and motivation.

The purpose of this paper is to shed light on the factors promoting prosocial behavior, focusing on the role of attachment styles in individuals' construal of social exchanges in organizations and in shaping their tendencies for organizational citizenship behaviors. Positive relationships between secure attachment styles and organizational citizenship behavior (OCB) tendencies, and between secure attachment styles and perceptions of interactional justice were postulated. A moderating effect of interactional justice on the relationships between attachment styles and OCB tendencies was also posited.

The participants were 212 individuals (165 women and 47 men), enrolled as undergraduate students (most with substantial work experience) at a college in Northern Israel. Self‐report structured questionnaires were used to assess the research variables.

The findings support the hypothesis, that antecedents of prosocial behavior in organizations may depend on individual schemas concerning the nature of interpersonal relationships as manifested in attachment styles. Individuals equipped by secure attachment, positive schemas of interpersonal relationships are more likely to exhibit prosocial tendencies at work in contrast with their insecure counterparts. The results confirmed the hypothesis postulating positive association between secure attachment and perceptions of interactional justice. Partial evidence was obtained supporting the contention, that interactional justice moderates the relationsips between attachment and OCB. Research limitations/implications – Future research should address the limitations of and extend the current research: trace the mechanisms whereby attachment styles unfold their effect on prosocial behaviors in organizations, extend the research samples beyond student population, measure the research variables by means other than self‐report.

The study introduces the internal working models of attachment as a new antecedent, a pervasive blueprint, guiding individual social experiences and actions such as OCB.

This paper analyses how neighbourhood governance of social care affects the scope for frontline workers to address health inequities of older ethnic minorities. We critically discuss how an area-based, generic approach to service provision limits and enables frontline workers' efforts to reach out to ethnic minority elders, using a relational approach to place. This approach emphasises social and cultural distances to social care and understands efforts to bridge these distances as “relational work”.

The authors conducted a two-year multiple case study of the cities of Nijmegen and The Hague, the Netherlands, following the development of policies and practices relevant to ethnic minority elders. They conducted 44 semi-structured interviews with managers, policy officers and frontline workers as well as 295 h of participant observation at network events and meeting activities.

Relational work was open-ended and consisted of a continuous reorientation of goals and means. In some cases, frontline workers spanned neighbourhood boundaries to connect with professional networks, key figures and places meaningful to ethnic minority elders. While neighbourhood governance is attuned to equality, relational work practice fosters possibilities for achieving equity.

Further research on achieving equity in relational work practice and more explicit policy support of relational work is needed.

The paper contributes empirical knowledge about how neighbourhood governance of social care affects ethnic minority elders. It translates a relational view of place into a “situational” social justice approach.

This project was designed as a laboratory study to investigate the effects of organizational social cues (OSC), decision framing, and justice on managerial decision making in ethical situations. The OSC (ethical/ unethical), the framing (gain/loss), and the justice conditions (fair/unfair) were manipulated within a managerial in‐basket exercise. Participants read information about the organization and their situation within it. Next, they read scenarios and made several decisions involving ethical considerations. Results suggest that OSC and the experience of fairness or unfairness significantly influenced the managerial ethical decisions. Ethical OSC resulted in significantly more ethical decisions. Also, those in an “experienced fairness” justice condition made significantly more ethical decisions. The gain/loss framing did not significantly influence ethical decisions.

Although researchers have suggested that aggression is multiply determined, most studies examine only a small set of predictors, focusing on either situational or individual or reciprocal motives. Research has not studied extensively the relative strength of multiple antecedent sets. Using questionnaire data (n = 366), the current study examines eleven antecedents of employees engaging in aggression: situational antecedents (i.e., procedural, distributive, and interpersonal justice; organizational, work group, and job related stress), individual difference antecedents (i.e., Type A behavior, trait anger, reactions to anger), and reciprocal effects (i.e., being the target of aggression). Individual difference antecedents and being the target of aggression influence the frequency with which employees report engaging in aggression. Situational antecedents are not significant predictors once other antecedents are taken into account.

The purpose of this paper is to develop and test a series of hypotheses regarding the use of procedurally just policing during suspect encounters.

Systematic social observation data from police encounters with suspects are used (N=939). Ordinary least-squares regression models are estimated to evaluate the effects of four variable clusters (i.e. suspect self-presentation, situational factors, suspect social characteristics, and officer characteristics) on procedurally just policing practices.

Results from the regression models show that the most salient predictors of police officers exercising authority in a procedurally just manner include the level of self-control displayed by suspects, the number of citizen onlookers, whether the encounter involved a traffic problem, the race/ethnicity of suspects, and suspects’ social status.

This study focused only on police-suspects encounters where compliance requests were made. While the size of the sample is relatively large, the results from this study do not generalize to all types of police encounters with members of the public.

This research adds to an emerging body of research focused on predicting procedurally just practices in police encounters. The findings support increased attention to theories that explain police-citizens interactions, and also indicate that further consideration to the measurement of police behavior is warranted.

Based on social exchange theory and the norm of reciprocity, interactional justice has been proposed to be an important construct in explaining individual performance. However, meta-analytic results have noted the relationship is modest at best. The present study extends the understanding of the justice-performance relationship by empirically examining how interactional justice and political skill interactively influence contextual job performance. Focusing on interpersonal aspects of justice and performance, the paper proposes that the existence of interactional justice will only lead to improvements in interpersonally facilitative behavior if employees recognize this situation as an opportunity to invest their skill-related assets into the organization. The paper aims to discuss these issues.

Integrating research on political skill with social exchange theory, the current study contends that interactional justice stemming from the supervisor will likely lead to employees feeling obligated and/or wanting to help, cooperate, and consider others in the workplace. However, only employees with political skill will be able to recognize the conditions and act appropriately on these conditions. As such, this paper investigates the moderating role of political skill in the interactional justice-performance relationship. The paper used multi-source survey methodology and applied hierarchical moderated multiple regression analysis to test the hypotheses.

Results from 189 respondents indicated that interactional justice was more strongly related to supervisor-rated interpersonal facilitation when employees possessed higher levels of political skill. This suggests that when both interactional justice and political skill are high, the potential for interpersonal facilitation is also high. Conversely, when one or both are low, interpersonal facilitation is less likely.

Previous articulations and evaluations of the relationship between interactional justice, political skill, and interpersonal facilitation have omitted either situational determinants of motivation or individual differences in job-related skills. With the current study, the paper sought to address these omissions by exploring the interactive effects of interactional justice and political skill on interpersonal facilitation.

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.

This study empirically and theoretically aims to explore the consequences of top management’s dark personality traits (DPT) on organizational injustice, e.g. organizational procedural justice (OPJ), organizational interactional justice (OIJ) and organizational distributive justice (ODJ) and counterproductive work behavior (CWB).

A study was conducted to examine the influence of DPT on CWB among the contractual employees of the land revenue department, Pakistan. The quantitative method was employed using a convenient sampling approach. A designed survey questionnaire was distributed among 1,240 land revenue officials in 13 districts of Pakistan.

The results supported that dark DPT directly, significantly and positively affects CWB. In addition, DPT, except for psychopathy (PSY), significantly and negatively affects OPJ, OIJ and ODJ. Meanwhile, OIJ and OPJ strengthen the negative relationship between CWB and Machiavellianism and narcissism (NAR); however, PSY failed directly to affect OPJ, OIP and ODJ indirectly failed to capture CWB.

Top management/government should pay attention to fair dealings among the contractual employees. Consequently, they would prefer to do well in the workplace. Particularly, top management should avoid practicing DPT, which has ultimate results in CWB.

Public managers should avoid DPT because they are not compatible with public needs. Managers with DPT negatively affect their employees' productivity behaviors. Therefore, managers should focus on positive personality traits to enhance employees' productivity via organizational justice.

This study is unique in the land revenue department of Pakistan, where unfair dealings are being practiced among contractual employees. Surprisingly, CWB is the ultimate consequence of both DPT and top management's dishonest dealings (e.g. organizational injustices).

Our purpose is to examine whether and how perceived organizational support (POS) mediates the effects of informational and interpersonal justice on organizational citizenship behaviors (OCB).

Data were randomly collected from 159 matched supervisor‐subordinate dyads of three engineering firms in Hong Kong in different sites and period of time.

Results of structural equation modeling indicated that POS fully mediated the effects of interpersonal and informational justice on citizenship behaviors that are directed at the organization (OCBO) and its members (OCBI).

Cross‐sectional research design limits the reveal of causality in variables. The findings theoretically integrate justice with POS literature by distinguishing the unique effects of interpersonal and informational justice on OCBO and OCBI through the mediating role of POS.

The success of leaders lie in whether they are trained to comply with the informational and interpersonal rules as well as show respect and provide candid information to the employees on a daily encounter. Also, the leaders may help cultivating subordinates’ a favorable perception of POS by passing on clear messages to subordinates that organization cares about and accounted to them.

The use of POS as a mediator on distinguishing interpersonal and informational justice on OCB is unprecedented. Most justice research has been focussed on distributive and procedural justice or situational factors that moderate the justice‐OCB link. But, this study has strength of clarifying the links among interpersonal and informational justice, POS, and OCB on professional employees in a non‐North‐America context.