Search results

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.

Given the central role of supervision in shaping police agency outcomes and the impact of the supervisor-subordinate relationship, the purpose of this paper is to understand subordinates’ ratings of supervisor performance overall and on several distinct dimensions.

Descriptive and explanatory analyses are conducted on subordinate views of supervision based on a survey of officers and detectives (n=7,085) in 89-agencies.

Reporting high ratings of supervisor performance overall, subordinates also view supervisors as fair, supportive and engaged in practices that set expectations. These dimensions are highly correlated with overall satisfaction; other variables, such as age, race and gender demonstrate weak relationships to overall satisfaction and perceptions of fairness, support and direction.

The study is based on subordinates’ perceptions of supervisors and does not address the supervisors’ own perceptions or actual behavior. Future studies should collect identical information from supervisors as well as examine agency-level variation in both subordinate and supervisor outlooks and styles.

The results support modern approaches to police supervision that emphasize not just direction and control but also fair and supportive relationships with subordinates.

The study examines the views of thousands of line-level police across a large number of representative US agencies and explores relationships using a comprehensive set of variables.

This study examined the dual roles of supervisor-directed surface acting (SDSA) and unfairness talk emerging from low overall justice judgments and the impact of these variables on subordinates' job satisfaction and emotional exhaustion.

Working professionals (n = 203) were sampled from online panel services in a time-separated data collection design.

SDSA was found to mediate the relationships of overall justice with emotional exhaustion and job satisfaction. Additionally, unfairness talk reduced the debilitating effect of SDSA on emotional exhaustion, not job satisfaction.

The paper highlights the importance of supervisors understanding the problematic nature of ongoing interactions with subordinates after unjust events occur.

This study helps to better explain why overall justice assessments influence subordinates' job satisfaction and emotional exhaustion. Additionally, the findings show that unfairness talk may not be as detrimental as suggested in recent studies, and it acts as a coping mechanism when contending with high SDSA, especially when emotional exhaustion is considered.

This study aims to use a social exchange perspective to investigate the influence of organizational justice on organizational citizenship behavior (OCB).

Survey and interview data were collected from a sample of insurance firm sales representatives in Taiwan. Structural equation modeling was deployed to explore the relationship between organizational justice, trust, supervisor–subordinate guanxi and OCB.

The findings offer important theoretical, managerial and social implications for life insurers’ human resource managers.

Organizational justice is a primary influence on OCB, which is connected with the underlying mediating mechanism of trust (trust in supervisor and trust in subordinate) and supervisor–subordinate guanxi (i.e. off-the-job activities).

Subordinates can enhance guanxi with their supervisors to create a more harmonious working environment, creating mutual trust. The results suggest that supervisor–subordinate guanxi is based on long-term social exchange. How to balance fairness and efficiency is an import question for decision-makers.

This study’s examination of the role of trust and supervisor–subordinate guanxi in mediating the relationship between organizational justice and OCB expands the organizational behavior literature into a different industry (life insurance) and cultural context (Taiwan).

The purpose of this paper is to explore, deriving from social exchange theory, the process paths between leader‐member exchange (LMX) and subordinate outcomes (satisfaction and commitment). LMX is conceptualized as a two‐dimensional construct, consisting of LMX‐Contribution and LMX‐Affect. The two dimensions are hypothesized to have differential impact on subordinate outcomes. Procedural and distributive justice perceptions are hypothesized to mediate the relationship of LMX with subordinate outcomes, and voice is hypothesized to mediate the relationship of LMX with procedural justice. Additionally, alternate models based on the primacy of the procedures are tested.

The study reports responses of 295 professionals from 30 software organizations operating in different parts of India. Data were collected by means of a structured questionnaire containing standard scales of LMX, distributive, and procedural justice, voice, satisfaction and commitment. After establishing the psychometric properties of the measures, path analysis of the hypothesized and alternate models was conducted using structural equation modeling (SEM).

Overall, results provided support for most of the hypotheses with a few exceptions. Specifically, LMX led to distributive justice through procedural justice – a finding consistent with the “procedural primacy hypothesis”.

The results have implications for LMX interventions. However, the results are to be viewed in the light of common method variance and same source bias.

The paper is of value in that its results indicate that the negative effect of work‐group differentiation can be neutralized if the leader uses voice mechanisms for improving procedural justice. Also, this study adds to the literature by testing the proposed model in the Indian setting, thus providing some empirical cross‐cultural validity to LMX‐subordinate outcomes relationships.

This research examines the relationships among transformational/transactional leadership styles (TFLs/TSLs), organizational justice, trust, organizational commitment, and organizational citizenship behaviors (OCBs) in the context of international tourist hotels in Taipei. The purpose of this paper is to establish a comprehensive model of TFLs/TSLs in human resource management and to figure out which is the better leadership style in regards to the hospitality industry.

A total of 700 questionnaires were distributed to the staff of eight international hotels, yielding 358 valid responses.

TFLs/TSLs affect procedural and distributive justice significantly and positively. Managers using TFLs can induce trust of employees. TFLs positively affect organizational commitment through distributive justice and trust, while TSLs induce organizational commitment through distributive justice. Distributive justice has directly positive impact on trust. Distributive justice-organizational commitment is a positive link. Interestingly, TSLs influence organizational commitment negatively and significantly. As expected, trust can lead to organizational commitment and both trust and organizational commitment have positive impact on OCBs.

The results could be used as the basis for improving human resources management in such a collectivistic culture as Chinese society.

Organizational research has long been dominated by the assumption that relationships between variables are linear, which can be overly simplistic or even misleading. This study proposes and tests a model in which subordinate organizational justice perceptions influence the linearity of the relationship between leader–member exchange (LMX) and subordinate task performance.

A time-lagged anonymous survey study was conducted in Romania on a sample consisting of 274 subordinates nested under 42 leaders from a wide range of work settings. Supervisors rated the performance of their direct reports, while subordinates rated LMX and justice perceptions.

Hierarchical linear modeling results revealed that the associations of LMX and LMX affect with task performance were best described by an inverted U shape when perceptions of supervisory interpersonal justice were high. Relationship strength was also affected. No such moderating effects were confirmed for other types of justice. We also found an unmoderated nonlinear effect of LMX-professional respect on task performance.

Results suggest that for supervisors who are perceived as fair in terms of interpersonal justice, a moderate level of LMX (especially LMX affect), slightly above the mean, maximizes subordinate task performance, while high LMX is preferable otherwise. Similarly, a moderate level of LMX professional respect seems optimal for performance.

The present paper challenges the linearity assumption for the established LMX–performance association, demonstrating that both the linearity and strength of the association may be influenced by justice. Second, results suggest that the too-much-of-a-good-thing effect may be the result of additive effects. Third, differential effects of LMX and justice dimensions are revealed.

The purpose of this paper is to develop a mediation model for understanding how favoritism, in the context of the leader–member exchange (LMX) theory, influences subordinate-rated LMX via the subordinates’ perception of organizational justice.

The sample comprised 39 managers and 159 employees working in local branches of banks in Taiwan. While the managers were asked to rate their LMX scores with all employees, three to five employees were randomly selected to participate in a survey which included two phases with a time lag of three months. Given the nested structure of the data, hierarchical linear modeling was used to examine the mediation model.

The findings support the mediation model, indicating that LMX favoritism can significantly influence subordinate-rated LMX by enhancing subordinates’ justice perception.

The study contributes to the existing LMX research by showing that a superior’s LMX favoritism may change subordinate-rated LMX over time.

The purpose of this study is to assess the pathway through which authentic leadership influences organizational citizenship behavior (OCB). The authors examine how the perception of overall fairness and a sense of belongingness mediate the relationship between authentic leadership and OCB.

The authors distributed survey questionnaires to full-time employees working for an insurance company. Data were collected in two phases. To test the hypotheses, the authors conducted hierarchical multiple regression analysis using the PROCESS macro by Hayes (2012).

PROCESS analysis reveals that overall fairness mediates the relationship between authentic leadership and subordinates' sense of belongingness, which is then positively related to OCB. Taken together, these findings are largely in line with the authors’ theoretical model.

Empirical research has yet to explore how authentic leaders create the perception of fairness, which influences subordinates' OCB. Thus, this study extends the authors’ knowledge on the extant literature of organizational behavior by integrating two important domains—authentic leadership and organizational fairness—to propose that authentic leadership is a fair leadership that aids in promoting OCB. Also, studies on authentic leadership processes have examined basic models and neglected the possibility of sequential mediation. To better understand the complex relationship of authentic leadership and OCB, the authors examine overall fairness and belongingness as sequential mediators.

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.