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Hauenstein, Neil M. A.; McGonigle, Tim; Flinder, Sharon W.

doi:10.1023/a:1014482124497

Cited by 131 publications

(30 citation statements)

References 68 publications

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“…Although their findings also showed that there is merit in studying the different facets of justice, they argued that the high inter-correlations between them suggest that it is appropriate to consider the hierarchical approach when examining collective fairness. These observations are consistent with several fairness publications that have suggested an overall approach to justice (e.g., Ambrose & Arnaud, 2005;Ambrose & Schminke, 2007;Greenberg, 2001;Hauenstein, McGonigle, & Flinder, 2001;Lind, 2001), and even empirically tested it (e.g., Ambrose & Schminke, 2009;Choi, 2008;Holtz & Harold, 2009;Jones & Martens, 2009;Kim & Leung, 2007).…”

Section: Overall Justicesupporting

confidence: 89%

Unit-level fairness and quality within the health care industry: A justice–quality model

Molina

Moliner

Martínez‐Tur

et al. 2014

European Journal of Work and Organizational Psychology

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Section: Overall Justicesupporting

confidence: 89%

Unit-level fairness and quality within the health care industry: A justice–quality model

Molina

Moliner

Martínez‐Tur

et al. 2014

European Journal of Work and Organizational Psychology

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“… 2 Although distributive and procedural justice were more highly inter-correlated in Study 2 than in Study 1, the magnitudes of association in the present research are within the range reported in recent meta-analytic reviews: r c = 0.61; 95% CI: 0.35, 0.88 (Colquitt et al, 2013; also see Hauenstein et al, 2001). …”

supporting

confidence: 74%

Employee Age Alters the Effects of Justice on Emotional Exhaustion and Organizational Deviance

Brienza

Bobocel

2017

Front. Psychol.

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Fairness in the workplace attenuates a host of negative individual and organizational outcomes. However, research on the psychology of aging challenges the assumption that fairness operates similarly across different age groups. The current research explored how older workers, vis-à-vis younger workers, react to perceptions of fairness. Integrating socioemotional selectivity theory and the multiple needs theory of organizational justice, we generated novel predictions regarding the relations between perceptions of workplace justice, emotional exhaustion, and employee deviance. Specifically, we hypothesized and found that employee age moderates the negative relation between justice facets and deviance (Study 1) and emotional exhaustion (Study 2). We also found that emotional exhaustion mediates the differential effects of justice on deviance, and that this relation depends on employee age (Study 2). Relative to younger workers, older workers are more sensitive to informational and interpersonal justice; in contrast, relative to older workers, younger workers are more sensitive to distributive and procedural justice. The research supports and extends existing theory on organizational justice and on the psychology of aging. Moreover, it highlights the importance of considering employee age as a focal variable of interest in the study of justice processes, and in organizational research more generally.

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“…Research has suggested that when individuals look at justice they make a holistic judgment about justice (Greenberg, 2001), while Shapiro argued that individuals are more concerned about their general experience of injustice than types of injustice (Shapiro, 2001). Moreover it has been suggested that a simple approach to justice may be more valid than those focusing on different types of justice (Flinder, 2001). In present research this simple approach to overall injustice was adopted.…”

Section: Overall Justice/injusticementioning

confidence: 99%

Overall Injustice, Workplace Deviance and Turnover Intention Among Educators and Supporters

Rizvi¹,

Friedman²,

Azam³

2017

brcacadjb

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Organizations strive for environments where employees effectively interact. Innovative approaches are, therefore, necessary for organizational sustainable growth, development and survival. Fundamental to human social interaction is fairness and justice. Fairness and justice has to be addressed in such organizational decisions as promotion, task assignment, reward distribution and 46 The BRC Academy Journal of Business Vol. 7, No. 1 other social exchanges (Coetzee, 2004). Employees' perception of organizational justice affects their behavior performance and organizational success. This paper reports a field study based on the survey method targeting higher education institutional employees. The research objective is to highlight the relationship between overall injustice and unfairness perception in the organizational climate and negatively-oriented employees' behaviors (e.g., workplace deviance and turnover intention). The perception of overall organizational injustice was positively correlated to workplace deviance and turnover intention. However, the correlation between overall organizational injustice and turnover intention among educators was higher than that of the staff supporters. In addition, the correlation between overall organizational injustice and workplace deviance for staff supporters was higher than that of the educators. Implications are discussed.

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Untitled

Cited by 131 publications

References 68 publications

Unit-level fairness and quality within the health care industry: A justice–quality model

Unit-level fairness and quality within the health care industry: A justice–quality model

Employee Age Alters the Effects of Justice on Emotional Exhaustion and Organizational Deviance

Overall Injustice, Workplace Deviance and Turnover Intention Among Educators and Supporters

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