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In the last monograph an attempt was made at giving a short historical background of the trade union movement; at defining a trade union; at discussing the closed shop and at looking towards its future.

The formality of modern law is a constitutive element in its operation, but the “revolt against formalism” and the charge of mechanical jurisprudence are also as old as the law. This chapter focuses on formalism in legal decision-making in hard cases and assumes that contemporary decision-making in law combines formalistic with nonformalistic expressions as part of its routine operation. The research develops a sensitive multidimensional measure that will be used to evaluate legal texts by examining various vectors of formalism. It begins by exploring diverse jurisprudential cultures of formalism, which have developed mainly in American legal thought. Based on the historical analysis of cultures of formalism, the chapter continues to frame eight claims of formalism that have all been contested in legal writing. It proposes to examine the following parameters, based on these claims: (1) the introduction and framing of the legal question; (2) the use of extralegal arguments; (3) reliance on policy arguments and on legal principles; (4) reference to discretion and choice; (5) the relationship between what is presented as facts and what is presented as norms; (6) preservation of traditional boundaries in law; (7) the use of professional judicial rhetoric; (8) the gap between law in the books and law in action; and (9) judicial stability and institutional deference. Each of these parameters can be used to evaluate the level of formalism in a concrete text. The interplay between diverse evaluations of the same case is a subject for inquiry and contemplation. These parameters can also be redefined as variables for a quantitative content analysis, and legal decisions can be coded accordingly. This will enable an analysis of differences between justices, legal issues, legal jurisdictions, and time frames, as well as the correlation between the various parameters of formalism. The tendency to formalism, according to the analysis here, is never pure and is part of a complex legal culture that usually combines formalistic elements with nonformalistic ones.

This paper analyses what is seen as a crisis of authority in financial reporting. It considers the view that an element of authority may be restored to accounting through communicative reason. The paper argues that the justice‐oriented rationality of traditional, Habermasian, communicative ethics is incapable of providing a solid foundation for the re‐authorisation of financial reporting. The paper argues that a more adequate foundation might be found in an enlarged communicative ethics that allows space to the other of justice‐oriented reason. The inspiration for the enlargement is found in Ricoeur's analysis of narrative, his exploration of its role in the figuration of identity, and in his biblical hermeneutics which reveals the necessity of an active dialectic of love and justice.

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.

The Equal Pay Act 1970 (which came into operation on 29 December 1975) provides for an “equality clause” to be written into all contracts of employment. S.1(2) (a) of the 1970 Act (which has been amended by the Sex Discrimination Act 1975) provides:

June 6, 1967 Trade union — Expulsion — Right of action — Member charged with breach of rules — Acquitted by management committee — Committee member purporting to appeal to executive council — Rules not precluding council from hearing member — Member not heard — Council excluding member from union — Whether contrary to natural justice — “Member aggrieved” — Whether rules providing for appeal by other than member charged — Rules providing for forfeiture of membership by member seeking redress of grievance in any manner other than provided for by rules before following their full procedure — Application to court — Whether membership forfeited by application to court on ground of exclusion against natural justice.

November 8, 1966 Trade union — Official — Dismissal of — Liability of official to dismissal at will and pleasure of Executive Council — Member under disability if dismissed for misconduct — Dismissal of official and member for insubordination to General Secretary — Appeal to Executive Council chaired by General Secretary — General Secretary bringing forward complaint — Whether rules of natural justice applicable — Executive Council hearing prejudicial matters irrelevant to charge of insubordination — Absence of official during statement of prejudicial matters — No opportunity to answer prejudicial and irrelevant matters — Whether union entitled to treat member as if dismissed for misconduct — Whether compliance with rules of natural justice.

Our purpose is to examine whether and how perceived organizational support (POS) mediates the effects of informational and interpersonal justice on organizational citizenship behaviors (OCB).

Data were randomly collected from 159 matched supervisor‐subordinate dyads of three engineering firms in Hong Kong in different sites and period of time.

Results of structural equation modeling indicated that POS fully mediated the effects of interpersonal and informational justice on citizenship behaviors that are directed at the organization (OCBO) and its members (OCBI).

Cross‐sectional research design limits the reveal of causality in variables. The findings theoretically integrate justice with POS literature by distinguishing the unique effects of interpersonal and informational justice on OCBO and OCBI through the mediating role of POS.

The success of leaders lie in whether they are trained to comply with the informational and interpersonal rules as well as show respect and provide candid information to the employees on a daily encounter. Also, the leaders may help cultivating subordinates’ a favorable perception of POS by passing on clear messages to subordinates that organization cares about and accounted to them.

The use of POS as a mediator on distinguishing interpersonal and informational justice on OCB is unprecedented. Most justice research has been focussed on distributive and procedural justice or situational factors that moderate the justice‐OCB link. But, this study has strength of clarifying the links among interpersonal and informational justice, POS, and OCB on professional employees in a non‐North‐America context.

The present study examined possible links between elements of perceived procedural justice, global fairness perception and attitudinal measures in a review/development context. Organizational justice and possible correlates were reviewed resulting in four hypotheses. Data was collected from 132 employees of the UK arm of an international new media agency via a web‐based survey. It was found that a psychometric instrument based on Gilliland's (Gilliland, S.W., “The perceived fairness of selection systems: an organizational justice perspective”, Academy of Management Review, Vol. 18 No. 4, 1993, pp. 694‐734) ten rules of procedural justice proved a valuable framework in a review and development context once condensed to a smaller number of factors. Of these, two factors relating to interpersonal effectiveness and formal system characteristics respectively were found to be of importance in predicting fairness ratings of the development process. The impact of 360‐degree feedback on procedural justice perceptions was also examined in between group comparisons. Implications for further research into development techniques using organizational justice frameworks and recommendations for practice were discussed.

We present a model of organizational monitoring that integrates organizational justice and information privacy. Specifically, we adopt the position that the formation of invasiveness and unfairness attitudes is a goal-driven process. We employ cybernetic control theory and identity theory to describe how monitoring systems affect one's ability to maintain a positive self-concept. Monitoring provides a particularly powerful cue that directs attention to self-awareness. People draw on fairness and privacy relevant cues inherent in monitoring systems and embedded in monitoring environments (e.g., justice climate) to evaluate their identities. Discrepancies between actual and desired personal and social identities create distress, motivating employees to engage in behavioral self-regulation to counteract potentially threatening monitoring systems. Organizational threats to personal identity goals lead to increased invasiveness attitudes and a commitment to protect and enhance the self. Threats to social identity lead to increased unfairness attitudes and lowered commitment to one's organization. Implications for theory and research on monitoring, justice, and privacy are discussed along with practical implications.