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Building on social exchange and deontic justice theory, this study aims to examine the relationship between supervisory justice (i.e. interactional, procedural and distributive) and conflict (i.e. relationship, process and task) through subordinates’ perceptions of psychological safety. Moreover, the authors hypothesize that interactional justice differentiation (IJD) within a workgroup at the group level interacts with supervisory justice at the individual level, affecting subordinates’ psychological safety and conflict.

Data were collected using a survey conducted among 378 service sector (banks, hospitals and universities) employees working under 54 supervisors.

Multi-level data analysis demonstrates that supervisory justice positively influences psychological safety, negatively affecting conflict. Moreover, psychological safety mediates the supervisory justice–conflict relationship. A cross-level interaction partially supports the conditional indirect effect of IJD in the supervisory justice–conflict relationship via psychological safety.

Following moral principles based on a deontic perspective, this study stretches the understanding of how to treat employees in a workgroup while creating a healthier working environment to minimize conflict fairly. This study extends the limited research on supervisory justice by conceptualizing employees’ perceptions of justice beyond an individual-level analysis.

The purpose of this paper is to apply social exchange theory to predict the effects of procedural and interpersonal justice on turnover intentions. Specifically, it is predicted that organizational commitment mediates the effects of procedural justice on turnover intentions and that supervisory commitment mediates the effect of interpersonal justice on turnover intentions.

Surveys were administered to 212 call center employees to measure the effects of procedural justice, interpersonal justice, organizational commitment, supervisory commitment and turnover intentions. Mediation effects were tested using Baron and Kenny's methodology.

Support was found for a partial mediation effect of organizational commitment on the effect of procedural justice on turnover intentions; and for a full mediation effect of supervisory commitment on the effect of interpersonal justice on turnover intentions.

Reduction of turnover is a major problem for the call center industry, as considerable resources are spent training new employees. This research suggests that turnover intentions can be reduced by addressing problems with organizational procedures and with the treatment of employees by supervisors.

The findings of this study replicate the mediation effects of organizational commitment on the effect of procedural justice on turnover intentions in call centers. In addition, this is the first study of its kind to show the mediation effects of supervisory commitment on the effect of interpersonal justice on turnover intentions.

The purpose of this paper is to identify associations amongst organizational justice, supervisory justice, authoritarian culture, organization-employee relationship quality and employee turnover intention.

An online survey (n=300) was conducted in South Korea.

Organizational justice and supervisory justice are positively associated with organization-employee relationship quality, while authoritarian organizational culture is negatively associated with it. In addition, there is a positive association between authoritarian organizational culture and turnover intention. Organizational justice and organization-employee relationship quality are negatively associated with turnover intention.

This study contributes to the lack of research on organization-employee relationship quality as a predictor of employee turnover intention and a mediator between authoritarian organizational culture and turnover intention.

Although justice perceptions have been proven to be a critical determinant of readiness for change (RFC), research is still needed to investigate which source(s) of justice fosters employee's preparedness to face change within his/her organization. The aim of this study is to examine the simultaneous influence of three sources of justice, namely the organization, the supervisor and the coworkers, on RFC through perceived organizational support, perceived supervisor support and perceived coworker support, respectively.

Three different sets of data were collected from employees in the United States and in Europe. Path analyses were performed to test the hypotheses.

The results indicated that perceived organizational support mediates the relationship between organizational justice and RFC. Conversely, however, the effect of supervisory justice and coworkers justice on RFC was not mediated by perceived supervisor support and perceived coworker support.

This study is the first to examine the simultaneous influence of organizational, supervisory and coworkers justice on RFC. In doing so, it highlights the need to consider justice stemming from the organization as a priority when considering implementing an organizational change, as opposed to justice emanating from the supervisor and coworkers. In addition, this study responds to long-standing calls for the simultaneous examination of multiple sources of justice and the exploration of the largely neglected role of justice stemming from coworkers.

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.

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.

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.

The chapter by Rupp, Bashur, and Liao (in this volume) is rich with ideas for the study of a justice climate. This comment on their chapter focuses on three areas that flow from their presentation: issues in modeling climate strength, complexity and simplicity in conceptualizing a justice climate, and an alternative conceptualization of a justice climate. Specifically, it describes how polynomial regression and response surface methodology may assist researchers in examining climate fit. The comment also describes the benefits of a simplified view of a justice climate – one focusing on the overall justice climate. Finally, it develops a framework for examining a climate for justice – a climate that promotes fair behavior in organizations.

The purpose of this paper is to explore the dimensions of organizational justice in police organizations and evaluate how they contribute to organizational commitment, job satisfaction and compliance with agency rules.

A survey of 15,236 sworn officers from a national sample of 88 agencies was used, as well as other agency- and community-level variables. Multi-level models assessed how four dimensions of organizational justice affected these outcomes.

More favorable perceptions of organizational justice were strongly related to increased commitment to the organization, job satisfaction and compliance with agency rules. Perceptions of organization-wide justice, leadership justice and diversity justice were especially important in predicting those outcome measures.

While the sample of agencies was broad and diverse, it should not be considered representative of smaller municipal police departments and sheriff’s offices in the USA.

The findings suggest that “buy in” to reforms and police compliance with rules is much more likely when supervisors and leaders are fair, respectful, give officers input, provide growth opportunities and show concern for officers’ welfare. As such, agencies would benefit from leadership and leadership training that values the core principals of organizational justice.

The study provides clarity about how organizational justice is perceived by police officers, including women and officers of color, and provides an unprecedented test of organizational justice theory in diverse police agencies.

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.