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Article
Publication date: 26 July 2013

Douglas Flint, Lynn M. Haley and Jeffrey J. McNally

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…

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Abstract

Purpose

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.

Design/methodology/approach

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.

Findings

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.

Practical implications

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.

Originality/value

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.

Article
Publication date: 26 May 2022

Gul Afshan, Carolina Serrano-Archimi, Amir Riaz, Muhammad Kashif and Mansoor Ahmed Khuhro

Building on social exchange and deontic justice theory, this study aims to examine the relationship between supervisory justice (i.e. interactional, procedural and distributive…

Abstract

Purpose

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.

Design/methodology/approach

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

Findings

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.

Originality/value

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.

Details

International Journal of Conflict Management, vol. 33 no. 5
Type: Research Article
ISSN: 1044-4068

Keywords

Article
Publication date: 15 June 2021

Fei-Lin Chen, Ivan Sun, Yuning Wu and Shun-Yung Kevin Wang

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

Abstract

Purpose

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.

Design/methodology/approach

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.

Findings

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.

Research limitations/implications

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.

Originality/value

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.

Details

Policing: An International Journal, vol. 44 no. 5
Type: Research Article
ISSN: 1363-951X

Keywords

Article
Publication date: 25 October 2022

Robert Patrick Peacock, Sanja Kutnjak Ivkovich, Krunoslav Borovec and Irena Cajner Mraovic

Though contemporary police organizational behavior scholars often limit their measure of organizational justice to just supervisory procedural justice, this study examines how the…

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Abstract

Purpose

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.

Design/methodology/approach

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.

Findings

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

Originality/value

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.

Details

Policing: An International Journal, vol. 46 no. 1
Type: Research Article
ISSN: 1363-951X

Keywords

Article
Publication date: 7 August 2017

Soojin Kim, Lisa Tam, Jeong-Nam Kim and Yunna Rhee

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

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Abstract

Purpose

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

Design/methodology/approach

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

Findings

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.

Originality/value

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.

Details

Corporate Communications: An International Journal, vol. 22 no. 3
Type: Research Article
ISSN: 1356-3289

Keywords

Article
Publication date: 26 February 2021

Anata-Flavia Ionescu and Dragos Iliescu

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…

Abstract

Purpose

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.

Design/methodology/approach

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.

Findings

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.

Practical implications

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.

Originality/value

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.

Details

Journal of Managerial Psychology, vol. 36 no. 2
Type: Research Article
ISSN: 0268-3946

Keywords

Article
Publication date: 1 January 1997

Donald E. Conlon and William H. Ross

In a simulated three‐issue organizational dispute, subjects were interrupted by a third party (their supervisor) who recommended—and eventually imposed—one of five different…

Abstract

In a simulated three‐issue organizational dispute, subjects were interrupted by a third party (their supervisor) who recommended—and eventually imposed—one of five different outcomes. Each outcome provided subjects the same overall payoff, though the arrangement of payoffs across each of the three issues varied. The design allowed us to evaluate four different perspectives regarding negotiators' perceptions of their outcomes. In addition, third parties provided justifications, apologies, or excuses for their actions. Fairness judgments and supervisory evaluations were most favorable when negotiators received an outcome reflecting favorable settlements on the majority of the issues, or the midpoint compromise; the least favorable reactions occurred when subjects received favorable outcomes on only their most important issue. Third parties who offered a justification for their actions were seen as fairer than those offering apologies or excuses. The findings reiterate the importance of considering both the symbolic characteristics of outcomes and the interactional justice inherent in different types of explanations.

Details

International Journal of Conflict Management, vol. 8 no. 1
Type: Research Article
ISSN: 1044-4068

Article
Publication date: 26 August 2022

Robert Patrick Peacock, Sanja Kutnjak Ivkovich, Yuning Wu, Ivan Sun, Valentina Pavlović Vinogradac and Marijan Vinogradac

This paper examines whether dissimilarities in societal cultures impact the path by which a key component of organizational culture—supervisory procedural justice (SPJ)—influences…

Abstract

Purpose

This paper examines whether dissimilarities in societal cultures impact the path by which a key component of organizational culture—supervisory procedural justice (SPJ)—influences police officer compliance with police agency rules.

Design/methodology/approach

The study utilized structural equation modeling across a data set of 1,189 Croatian and Taiwan police officers to test whether a societal value (individualism/collectivism) impacts the role of three intermediary variables (trust in the public, job satisfaction and pro-organization initiative) in a procedural justice model of officer compliance with the rules.

Findings

The study found that, despite a strong statistical similarity in the individual attitudes of Croatian and Taiwan police officers, the intermediary variables in the model significantly differed between the two countries. Most notably, the role of trust in the public and pro-organization initiative supported past research suggesting that collectivist versus individualistic societal cultures lead to divergent organizational attitudes and policing outcomes.

Originality/value

This is the first empirical study to compare the impact of societal values on a model of SPJ on officer compliance with agency rules.

Details

Policing: An International Journal, vol. 46 no. 1
Type: Research Article
ISSN: 1363-951X

Keywords

Book part
Publication date: 17 July 2007

Maureen L. Ambrose and Marshall Schminke

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…

Abstract

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.

Details

Multi-Level Issues in Organizations and Time
Type: Book
ISBN: 978-0-7623-1434-8

Article
Publication date: 25 August 2022

Yuning Wu, Ivan Sun, Tzu-Ying Lo and Jianhong Liu

This paper comparatively assesses the connections between individual demographic traits, occupational characteristics, and organizational factors and officers' attitudes toward…

Abstract

Purpose

This paper comparatively assesses the connections between individual demographic traits, occupational characteristics, and organizational factors and officers' attitudes toward important groups in China and Taiwan.

Design/methodology/approach

Survey data used in this study were collected from 722 police officers from mainland China and 531 officers from Taiwan. Multivariate regression analyses were conducted to assess the correlates of police attitudes toward peers, supervisors, and citizens.

Findings

The Chinese and Taiwanese officers do not differ in their trust in peers, but the Chinese officers hold significantly more positive views on the trustworthiness of supervisors and citizens compared to the Taiwanese officers. Supervisor justice and organizational identification are significant predictors of officers' attitudes toward all three groups in both countries.

Research limitations/implications

A major limitation revolves around the inability to test and explain exactly why findings from the two groups vary in their ways. Future research should include specific social, political, and cultural predictors.

Originality/value

This study represents one of the few studies that compare police attitudes toward important groups of peers, supervisors, and citizens across nations/cultures.

Details

Policing: An International Journal, vol. 46 no. 1
Type: Research Article
ISSN: 1363-951X

Keywords

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