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The purpose of this paper is to examine the relationship between supervisor‐perceived procedural justice and subordinate‐perceived procedural justice. The moderating roles of the subordinate‐perceived interactional justice and power‐distance value are also to be examined.

Survey data were obtained from 509 supervisor‐subordinate dyads in mainland China. Hierarchical linear modeling was used to test the research hypotheses.

Results revealed that: supervisor‐perceived procedural justice is positively related to subordinate‐perceived procedural justice; the direct relationship is stronger when the subordinate perceives higher rather than lower interactional justice from the supervisor; and the direct relationship is stronger when the subordinate holds a higher rather than lower power‐distance value.

The data collected in the present study reside at two hierarchical levels, namely, the employee level and the supervisor level, and the sample size is relatively large. The results are thus less likely subject to common method bias. However, future longitudinal research will be helpful to lend stronger support for the hypothesized causal relationships.

The paper uses cognitive social learning theory in a social exchange context to explain the cross‐level relationship of procedural justice perceptions in organizations, and to identify its boundary conditions. Results support that fairness perceptions at a higher organizational level can be related to lower‐level perceptions along the organizational hierarchy.

Though contemporary police organizational behavior scholars often limit their measure of organizational justice to just supervisory procedural justice, this study examines how the additional dimensions of supervisor trustworthiness and peer procedural justice compare with procedural justice in their role shaping police outcomes.

A survey of 638 police officers in Zagreb, Croatia, was used to regress three separate dimensions of organizational justice on key officer attitudes toward their duties.

The authors found that supervisor trustworthiness and peer procedural justice were the dominant predictors of officers' rule compliance and trust in the public.

The findings suggest that police scholars and practitioners seeking to better understand the role of officer judgments on resisting agency reform should consider the precedent in corporate behavior research to specifically test the unique roles of multiple components of police organizational behavior on policing outcomes.

This paper seeks to examine the effects of mentoring and organizational justice on auditors' relationships with their non‐mentor supervisors. While having a mentor should cause higher quality protégé auditors and their non‐mentor supervisor relationships, organizational justice perceptions should mediate this mentoring association. Thus, having a mentor should see higher procedural justice perceptions, which, in turn, should result in higher quality relationships between protégés and their non‐mentor supervisors.

A survey of 95 audit professionals shows that protégés report higher quality auditor‐supervisor relationships than do non‐protégés; however, having a mentor does not appear to be the determining factor.

Building on a prior study of Siegel et al., the paper finds that auditor attitudes towards the job (job satisfaction) and the firm (job commitment) eliminate the association between mentoring and quality of auditor‐supervisor relationships. Procedural justice, but not distributive justice, perceptions also mediate the relationship between job satisfaction and quality of auditor‐supervisor relationships. Procedural justice perceptions produce higher quality auditor‐supervisor relationships with non‐mentor supervisors.

Using mediation regression techniques instead of the more stringent path analysis and using self‐reported survey data that derives a method variance could affect the generalizability of our results. Future research can correct these limitations.

The paper finds that while merely having a mentor need not improve relationships, mentoring programs can still greatly improve auditor‐supervisor relationships.

The paper includes implications for developing effective mentoring programs for CPA firms.

This study extends previous literature on social exchange by investigating the mediating effects of leader‐member exchange on the relationship between procedural justice, job attitudes and turnover in a unionized setting. Past research has shown that procedural justice and subordinate/supervisor exchanges are related to job attitudes and turnover. These relationships have normally been studied in non‐union settings, in which union contextual variables are not considered. The current study uses hierarchical linear modeling to test theoretical models of these relationships in a unionized setting, where procedures and managerial treatment are more clearly defined and regulated. Results reveal that both procedural justice and leader‐member exchange are related to organizational commitment and job satisfaction and leader‐member exchange is related to actual turnover. Leadermember exchange partially mediates the relationship between procedural justice and these job attitudes after accounting for the effects of union commitment (at the individual level) and union‐management relations (at the store level). From a managerial perspective, our results emphasize the importance of proper selection, training and performance appraisal of supervisors, with treatment and support of employees as a main focus.

In this chapter, I reflect on the foundations of the “fair policing from the inside out” approach to identify elements that may complement and refine this theoretical framework.

I address the question of how fair policing can be achieved from a multidisciplinary perspective. Insights and empirical evidence from criminology, psychology, management, and political science/public administration are used to theorize the relationship between internal and external procedural justice.

Both the theoretical framework itself and the conceptual model that has been derived from it are refined. In total, four aspects are elaborated: (1) I stress more explicitly the potential mediating role of moral alignment with citizens; (2) I point more explicitly at the potential mediating role of trust in supervisors and moral alignment with supervisors; (3) I hypothesize that strain/stress may mediate the relationship between internal and external procedural fairness; and (4) I hypothesize several links between mediators.

This chapter contributes to the challenge of theorizing the origins of fair policing. It aims at widening the scope of police research.

The purpose of this paper is to assesses whether supervisor justice is linked to COVID-19 negative and positive impacts directly and indirectly through the mechanisms of stress and resiliency among auxiliary police in China.

This study utilized survey data from more than 300 auxiliary police in a large Chinese provincial capital city in 2020. Structural equation modeling was conducted to analyze the direct and indirect relationships between supervisor justice and COIVD-19 impacts.

Results indicate that supervisor justice connects to COVID-19 negative impacts indirectly through stress. Supervisor justice is also indirectly related to positive impact through resiliency.

The findings' generalizability is limited due to using a nonrandom sample of officers. Officers' emotional states in the forms of stress and resiliency are important in mediating the association between supervisory justice and COVID-19 impacts.

The present study represents one of the first attempts to empirically investigate the occupational experiences of a vital group of frontline workers in Chinese policing. This study also generates evidence to support the importance of officers' emotional conditions in reducing negative COVID-19 impacts in an authoritarian country.

This study examines the structure and dimensionality of organizational justice in a workplace mediation setting. It has three purposes: to determine whether the procedural and interpersonal justice factors in the four‐factor model of organizational justice can be split, thereby providing support for a six‐factor model; to identify how the split factors relate to other factors in the model; and to uncover any differences in employee and supervisor perceptions of organizational justice in workplace mediation.

Confirmatory factor analysis is used to explore the fit of four different models of organizational justice. The paper examines cross factor correlations to assess the strength and relationships among factors and to look for differences between employees and supervisors.

It is found that a six‐factor model of organizational justice provides the best fit for the data and that factor relationships differ little for employees and supervisors.

This is a field test of REDRESS^®, the USPS employment mediation program which uses transformative mediation. The study has important theoretical and research implications for organizational justice and workplace mediation.

The study has practical implications for organizational conflict management and dispute system design.

Organizational justice has not been adequately explored within the context of workplace mediation. The study is unique in that it concurrently examines multiple factors of organizational justice, using a large, longitudinal dataset from an internationally recognized workplace mediation program.

This paper aims to assess whether internal procedural justice is directly and indirectly through self-legitimacy connected to external procedural justice among Taiwanese police officers.

Survey data used in this study were collected from 316 Taiwanese police officers in 2019. Structural equation modeling was performed to examine the direct and indirect relationships between internal and external procedural justice.

Supervisors' internal procedural justice is directly related to the external procedural justice rendered to the public by police officers. Internal procedural justice also directly enhances officers' perceptions of internal legitimacy and external legitimacy. Greater senses of internal legitimacy are then accompanied by higher external procedural justice.

Survey data collected from a non-random sample of officers limit the study findings' generalizability. Organizational justice in the form of supervisory justice is instrumental in promoting officers' perception of self-legitimacy and their delivery of fair treatment to the public.

The present study represents a first attempt to link two important veins of studies in recent policing literature, organizational justice and officer self-legitimacy. This study provides needed evidence to support the value of supervisory justice in policing in a non-Western democracy.

This study conceptualizes job engagement and satisfaction as a crucial mediating mechanism in the relationship between procedural justice and citizenship behavior at individual level (OCB) under the boundary conditions of perceived supervisor support (PSS) and rewards and recognition (RR).

The survey data were obtained from two periods of time. To reduce the potential bias, the authors approached respondents from different business units and measured RR and OCB from different points of time. The authors assessed the path significance at 95% bias-corrected confidence interval or more by the PLS algorithm and bootstrapping statistics.

Using an import-export company data, this study substantiates a positive effect of the proposed mediational mechanism of job engagement and satisfaction. In addition, the authors substantiate moderating roles of PSS and RR in the relationships between procedural justice and job satisfaction and, between job engagement and OCB, respectively.

This study is an important extension in enhancing the procedural justice and OCB relationship. The results do not only underscore the contributions of job engagement and satisfaction as vital mediators to the assumed relationship but also lend support to the inclusion of the moderating effects of PSS and RR.

This study investigates the mediating role of improvisation behavior in the relationship between employees' perceptions of procedural justice and their job performance, as evaluated by their supervisors, as well as the invigorating role of their organization-based self-esteem in this process.

Survey data were collected in three rounds among employees and their supervisors in Pakistan.

An important factor that connects procedural justice with enhanced job performance is whether employees react quickly to unexpected problems while carrying out their jobs. This mediating role of improvisation is particularly salient to the extent that employees consider themselves valuable organizational members.

For organizations, this study pinpoints a key mechanism—willingness to respond in the moment to unanticipated organizational failures—by which fair decision-making processes can steer employees toward performance-enhancing activities. It also reveals how this mechanism can be activated, namely, by ensuring that employees feel appreciated.

Improvisation represents an understudied but critical behavioral factor that links employees' beliefs about fair decision-making procedures to enhanced performance outcomes. This study shows, for the first time, how this beneficial role can be reinforced by organization-based self-esteem, as a critical personal resource.