Exploring the black box of the contingent reward leadership–performance relationship: The role of perceived justice and emotional exhaustion

Yönetici ile Çalışan Duygusal Tükenmişliği Arasındaki İlişki: İşlemsel Adaletin Rolü

“…Örneğin bir deneysel çalışmada (Gino, Schweitzer, Mead ve Ariely, 2011) kişilerin öz-kontrol kaynaklarında azalma gerçekleştiği için ahlaki farkındalıklarının zarar gördüğü ve sonrasında etik olmayan davranışlar sergiledikleri ortaya konmuştur. Sadece kaynak tükenmesinin işlemsel adalet ile değil işlemsel adaletin duygusal tükenmişlik ile ilişkili olması da geçmiş alanyazındaki bulgular (Gaudet, Tremblay ve Doucet, 2014;Liljegren ve Ekberg, 2009) ile benzerlikler göstermektedir. Buna göre, çalışmamız çalışanın işlemsel adalet algısının yönetici ve çalışan duygusal tükenmişliği ile nasıl ilişkili olduğunu görgül olarak göstermiştir.…”

An Exploratory Study Of Factors Influencing Organisational Justice Among Government Employees

“…Adams (1965) proposed that employees determine fairness by evaluating their perceived inputs relative to the outcomes they receive; then they compare this ratio to some referent standard to establish whether the outcomes are fair in relation to their inputs. Distributive justice refers to employees' perceptions of what constitutes a fair distribution of resources and it is assessed based on the rule of equity (Gaudet et al, 2014). Cropanzano et al (2007) also distinguished the three allocation rules that can lead to distributive justice if they are applied appropriately, namely equality (to each the same), equity (to each in accordance with contributions), and need (to each in accordance with the most urgency).…”

“…Cropanzano, Prehar and Chen (2002) have also indicated that justice improves employees' job performance in an organisation. Employees who perceive justice in their organisation are inclined to want to perform as a form of reciprocity (Gaudet et al, 2014). Justice affects what employees believe about the organisation as a whole because when the process is perceived as just, employees' show greater loyalty and more willingness to behave in an organisation's best interests; they are also less likely to betray the institution and its leaders (Cropanzano et al, 2007).…”

“It breaks your soul”: An in‐depth exploration of workplace injustice in nursing

“…In this paper, we specifically investigate how nurses’ everyday experiences of injustice impact on their well‐being. Our focus is on perceptions of injustice rather than justice, because organisational injustice has been linked to low well‐being for employees (Gaudet, Tremblay, & Doucet, ; Robbins, Ford, & Tetrick, ). The three types of injustice recognized in the literature are interactional injustice, distributive injustice and procedural injustice (Cho & Dansereau, ; Cropanzano et al., ; Kirkman et al., ).…”

“…In accord with this literature we consider interactional injustice to be indicated by judgements of unfairness in interpersonal interactions, distributive injustice to be indicated by judgements of unfairness regarding who receives rewards, and procedural injustice to be indicated by judgements of unfairness regarding processes for the allocation of rewards (Cho & Dansereau, ; Cropanzano et al., ; Kirkman et al., ). In addition, we used the term injustice interchangeably with the term unfairness because in the extant management literature definitions of injustice are anchored in states of unfairness (Cho & Dansereau, ; Cropanzano et al., ; Gaudet et al., ; Kirkman et al., ).…”