Interactional fairness judgments: The influence of causal accounts

Bies, Robert J.; Shapiro, Debra L.

doi:10.1007/bf01048016

Cited by 685 publications

(553 citation statements)

References 17 publications

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“…The two types of interactional justice have been referred to as interpersonal and informational justice respectively. Empirical studies have demonstrated that procedures in which people are treated with respect and politeness and in which the rationales of procedures and decisions are explained result in more favourable justice perceptions (Colquitt, 2001;Bies & Shapiro, 1987;Bies & Shapiro, 1988). In contrast, any perceived violation of these aspects of interactional justice or the aforementioned aspects of procedural justice has a negative impact on justice evaluations regardless of the favourability of outcome.…”

Section: Indicators Of Procedural Justicementioning

confidence: 99%

“…Apparently, providing explanations about the procedure and outcome increases people's perceptions of fairness and is hence likely to result in higher levels of cooperation with the authority. Providing information may also play a role at earlier stages in a process since some procedures may be cognitively demanding especially for laypersons and hence providing people with information about several aspects of the process seems beneficial with regard to people's justice perceptions (Bies & Shapiro, 1987;Colquitt, 2001;Lane, 1988;Shapiro, Buttner, & Barry, 1994). The two types of interactional justice have been referred to as interpersonal and informational justice respectively.…”

Section: Indicators Of Procedural Justicementioning

confidence: 99%

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Access to Justice: The Quality of the Procedure

Klaming

Giessen

2008

SSRN Journal

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Section: Indicators Of Procedural Justicementioning

confidence: 99%

Section: Indicators Of Procedural Justicementioning

confidence: 99%

Access to Justice: The Quality of the Procedure

Klaming

Giessen

2008

SSRN Journal

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“…According to them, in fairness judgements, the proper enactment of a procedure is important as well as the type of that procedure itself. In this context, they have conceptualized interactional justice as the perceived fairness of interpersonal treatment experienced during the implementation of the procedures (Colquitt, 2008;Bies and Moag, 1986;Bies and Shapiro, 1987;Cohen-Charash and Spector, 2001). …”

Section: Interactional Justicementioning

confidence: 99%

Organizational justice as a determinant of affective commitment and silence of employees

Yesil¹,

Ötken²,

Beser³

2017

Pressacademia

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As we move into the 21st century, increased global competition, rapid developments in the area of information technologies and redesigning of former business processes have deeply affected the way of managing people at workplaces. With the flattening of organizational structures and reduction of management intervention, more responsibilities have been given to the employees for making decisions and managing their daily activities. Besides increasing responsibilities, individuals are expected to be more attached to the goals, objectives and values of their organizations, and also more willing to express their opinions, ideas, suggestions and concern s about workrelated issues. However, building affectively committed workforce and breaking silence by encouraging employees to speak up about critical issues have emerged as crucial management challenges of today's organizations. Numerous theoretical and empirical studies have revealed that attitudinal and behavioral reactions of individuals toward their organizations are mainly influenced by their fairness perceptions. The primary purpose of this study was to investigate the relationship of perceived organizational justice with employee silence and affective commitment. Study was conducted on total 200 white collar employees working in a private sector company. Results indicated that distributive justice has no significant contribution on employee silence and affective commitment. Also, it wa s revealed that procedural justice has significant positive contribution on acquiescent silence and defensive silence. Finally, interactional justice has been found to be a good predictor of employee silence and affective commitment.

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“…For example, Bies and Shapiro (1987) found that justification (or lack of justification) regarding a leader's actions had significant effects on perception of fairness and leader approval. Brockner, De Witt, Grover, and Reed, (1990), in their study oflayoff survivors who remained motivated and committed following downsizing in their organization, found that the presence of a justification was related positively to organizational commitment and work effort among layoff survivors.…”

mentioning

confidence: 99%

“…Multiple studies have demonstrated that truthfulness, justification, respect, and propriety have an effect on employees' perceptions and actions (Bies and Shapiro, 1987).…”

mentioning

confidence: 99%

Louisville-Jefferson County police consolidation : officers' perception of organizational justice.

Grant¹

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and their rank (i.e., patrol officer or supervisor-including the ranks of sergeants and above). Forty police officers from a population of903 former LPD and JCPD members, still on LMPD at the time of this study, agreed to participate. Police officers hired postconsolidation (295 officers) were not included in the population for this study.vi The findings in this study indicate that: 1) police view a just or fair department based upon justice rules (i.e., equality, accountability, and flexibility/discretion) and interpersonal (i.e., comparisons made between officers on the same department) and interdepartmental comparisons (i.e., comparisons made between departments); 2) justice judgments can result in negative reactions directed toward the administration, but that an officer's sense of professionalism or lack of control of the situation could influence how he/she reacts; 3) police officers form overall perceptions based upon a value assessment of justice component and justice source; and 4) LPD and JCPD officers differed on their perceptions of fairness, based in part upon the issue of parity (i.e., pay and benefits).vii

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Interactional fairness judgments: The influence of causal accounts

Cited by 685 publications

References 17 publications

Access to Justice: The Quality of the Procedure

Access to Justice: The Quality of the Procedure

Organizational justice as a determinant of affective commitment and silence of employees

Louisville-Jefferson County police consolidation : officers' perception of organizational justice.

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