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Research on layoff victims reports that interactional justice judgments influence important work‐related attitudes, such as organizational commitment. In this paper, we build on this emerging literature through an examination of the role that both interactional justice and organizational support have in explaining the organizational commitment of 147 layoff victims at a major manufacturing plant. The results of structural equation analyses supported our hypothesis that organizational support mediates the relationship between interactional justice and organizational commitment.

The purpose of this study is to examine the effect that work locus of control has on perceptions of trust, perceived organizational support, procedural justice and interactional justice.

Survey data were collected from 679 alumni of a university in the Southwestern USA. Regression analyses and structural equation modeling were used to test a series of hypotheses.

The results indicate that work locus of control has a significant positive relationship on all variables. Perceived organizational support fully mediated the relationship between work locus of control and perceptions of both procedural and interactional justice. Organizational trust fully mediated the relationship between work locus of control and interactional justice, but only partially mediated the relationship between work locus of control and procedural justice.

The data used in this paper are cross‐sectional. Also, results are based on self‐report survey data and subject to common method bias. As such, longitudinal studies are recommended for future research, as are finding antecedents to perceptions of justice that may help managers improve the way they communicate about decision‐making at work.

Findings from the study suggest the important role that personality plays as a precursor to justice perceptions in organizations.

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.

The purpose of this paper is to explore factors that drive officer support for body-worn cameras (BWCs).

Results of an officer perceptions survey completed as part of an evaluation of the Chicago Police Department’s BWC project are presented. The influence of treatment- and outcome-oriented justice concerns on officer support for BWCs is explored with a variety of covariates.

Outcome-oriented concerns are a significant predictor of officer support for BWCs, while treatment-oriented concerns are not.

The research enhances understandings of the applicability of procedural justice theorizing in policing generally, and offers direction important to the meaningful use of BWCs.

This finding runs counter to dominant relational models of procedural justice that concentrate on the perspective of subordinates, but lends support to arguments advocating the centrality of role (authority vs subordinate) in the formation of justice evaluations.

The purpose of this paper is to explore the impact of location on access to justice for vulnerable defendants seeking bail.

Qualitative interviews were conducted with legal practitioners from rural, suburban and urban areas as part of a larger study into bail support services in Victoria, Australia.

Interview participants identified a dearth of bail support resources in rural, regional and remote (RRR) areas compared to their urban counterparts. This dearth impacted negatively on some defendants’ outcomes in the justice system, particularly for young people and those experiencing homelessness.

This study helps in improving policy through greater understanding of issues with RRR service provision; adds to knowledge for service providers on access to justice; highlights specific areas of concern for vulnerable populations; and provides a more nuanced understanding of location-based issues.

This research found that resourcing issues cannot be understood simply through an RRR/urban binary and that more complex factors impacting access to justice and access to services for vulnerable people should be incorporated into future analysis and policy development. This more nuanced understanding is useful across national and international contexts when developing policies to improve bail support service provision.

The extant research on student attrition and retention has relied on models that focus on factors over which universities may have limited control and thus not lead to actionable practices. To address this shortcoming, the authors applied organizational support theory (OST) to test the association between students' perceptions of justice, perceived organizational support (POS), perceived professor support, organizational identification, and intention to quit.

Using items from validated scales, a survey was used to collect data from students in the college of business at a southwestern public university in the United States. A final sample of 316 observations was fitted to a structural equation model to test the study's a priori hypotheses.

The authors found that professor support and procedural justice had direct positive effects on POS. Distributive justice and interactional justice indirectly influenced POS through professor support. In turn, POS had decreased students' intention to quit and increased their organizational identification. The antecedents of POS indirectly influenced intention to quit and organizational identification. The determinants in the model accounted for 12% of the variance in students' intentions to quit, and 25% of students' organizational identification.

This study contributes to the student attrition literature where few studies have applied OST to student populations despite the strong link between POS and intention to quit in employment settings. In this study, the authors provide evidence of the suitability of the OST framework to predict students' intentions to quit.

A traditional view of an ideal workplace is an organization with a justice climate and a supportive atmosphere. Over the past years, justice and support practices in the workplace have received significant scholarly, practical and even political attention. Unfortunately, theoretical underpinnings and literature associated with these themes vary across multiple disciplines, cultural and contextual settings. To fill the void from the Turkish contextual perspective, the present study aims to examine the association among perceived organizational support (POS), organizational justice and cynicism.

The sample was chosen from the public employees in the central organization of two ministries in Ankara Province. Data through questionnaires were collected by the conveniency method from a total of 326 public employees. The proposed model is analyzed withvariance-based structural equation modeling technique.

Results suggest that POS and organizational justice exert a negative impact on cynicism. In particular, as employees-POS and organizational justice increases, the tendency for organizational cynicism decreases.

In today’s dynamic environment, controlling and reducing the cynicism, which emerges as an important threat to the success of organizations, of employees has become essential in obtaining a sustainable competitive advantage. The originality of this research stems from its ability to put forward how to manage and control cynicism, with the help of organizational support and organizational justice and hence have a power that increases personal and organizational efficiency and performance from the Turkish contextual perspective. There is limited research examining the relationship among organizational POS, organizational justice and cynicism in the Turkish context.

This study aims to explore the impact of psychosocial entitlement on workplace deviance, particularly in contexts marked by increased job autonomy. Additionally, this study delves into the organizational factors, including perceived support and justice, which play a crucial role in this dynamic.

Applying social exchange theory (SET), this study contends that fostering a fair and supportive workplace can deter entitled employees from workplace deviance. This study used time-lagged, multi-source data to analyse the interplay between psychological entitlement and workplace deviance in the presence of job autonomy and to assess the influence of perceived organizational justice and support. This study’s analysis uses SmartPLS for partial least square-structural equation modelling.

The study’s results indicate an elevated sense of entitlement among employees working autonomously and a heightened propensity for deviant behaviour when psychological entitlement increases. Yet, the data revealed moderating effects of perceived organizational support on the relationship between psychological entitlement and workplace deviance. A post hoc analysis found full mediation effects by psychological entitlement on the relationship between perceived organizational justice and workplace deviance.

To enhance organizational dynamics, management should prioritize promoting employee perceptions of organizational justice and support through impartial human resource policies, consistent policy implementation, initiatives such as virtual learning, improved mental health benefits and measurement tools for feedback on justice and support measures.

An essential theoretical contribution of this research resides in its extension beyond the conventional application of SET, traditionally associated with reciprocity in the workplace. This study showcases its effectiveness in elucidating the impact of psychosocial factors on reciprocity in organizational dynamics.

Drawing on both social identity theory (SIT) and social exchange theory (SET), the purpose of this paper is to theorize a moderated mediation model that links perceived high-performance work systems (employee-HPWS) to organizational identification (OID).

Findings are based on two-waved time-lagged data from a sample of 306 employees in four major state-owned commercial banks in South China. Hierarchical regression analyses and bootstrapping were used to analyze the data.

Distributive, procedural and interpersonal justice mediated the positive relationship between employee-HPWS and OID. Besides, perceived supervisor support moderated the relationship between employee-HPWS and organizational justice, the relationship between procedural justice and OID, and the indirect effect of employee-HPWS on OID through procedural justice.

This study considers the mediating and moderating mechanisms that link HPWS to OID, highlights differences between firm-level management-HPWS and individual-level employee-HPWS, and examines the antecedents of employee OID based on both SET and SIT.

The purpose of this paper is to deepen the understanding of the relationship between perceived organizational support (POS) and organizational justice (distributive justice, procedural justice, and interactive justice), and to test the moderating effect of conscientiousness.

A survey was conducted to measure study variables. Data were obtained utilizing a field survey from a sample of 520 professional managers working in two industries (manufacturing industry and service industry) in China. Confirmatory factor analysis and moderated hierarchical analysis were used to test hitherto untested hypotheses.

As the result showed, controlling the effect of control variables (age, tenure, education and position), organizational justice (distributive justice, procedural justice, and interactive justice) had a positive effect on POS in the service sample; meanwhile, the interaction effect between distributive justice and conscientiousness has been shown to be significant in both the manufacturing and service samples.

The results have obvious implications for organizational justice and POS in organizations. However, the results are to be viewed in the light of common method variance and same source bias.

The paper sheds light on the potential effects of conscientiousness, which strengthens the positive relationship between organizational justice and POS. Given the importance of conscientiousness, it may be worthwhile for leaders to stimulate managers' conscientiousness.

The paper examines how conscientiousness moderates the relationship between organizational justice and POS in both the manufacturing and service samples. It should be useful to academics and managers who want to understand the importance of conscientiousness.