Justice in Teams: Antecedents and Consequences of Procedural Justice Climate

Abstract

This study examined antecedents and consequences of procedural justice climate (Mossholder, Bennett, & Martin, 1998; Naumann & Bennett, 2000) in a sample of manufacturing teams. The results showed that climate level (i.e., the average procedural justice perception within the team) was significantly related to both team performance and team absenteeism. Moreover, the effects of climate level were moderated by climate strength, such that the relationships were more beneficial in stronger climates. In addition, team size and team collectivism were significant antecedents of climate level, and team size and team demographic diversity predicted climate strength.

Unit-level voluntary turnover rates and customer service quality: Implications of group cohesiveness, newcomer concentration, and size.

“…However, in the context of studying turnover rates, as we do here, equivalent amounts of turnover (e.g., losing 25% of the work unit) may create greater challenges for larger units. Group size is associated with numerous process inefficiencies, including coordination and motivation losses, less social interaction and participation among members, lower quality relationships between supervisors and subordinates, lower satisfaction and commitment, lower collectivism, and higher absenteeism (Colquitt, Noe, & Jackson, 2002;Green et al, 1996;Hare, 1981;Kozlowski & Bell, 2003;LePine & Van Dyne, 1998;Markham, Dansereau, & Alutto, 1982). These process inefficiencies appear likely to inhibit the ability to manage the competing socialization and customer service demands brought on by turnover.…”

Examining the Link Between Ethical Leadership and Employee Misconduct: The Mediating Role of Ethical Climate

“…Previous research suggests three responses is a sufficient number to aggregate to the unit level (Colquitt et al, 2002;Mayer et al 2009a;Richardson and Vandenberg, 2005;Schneider et al, 1998;Tracey and Tews, 2005). We also collected data from 327 unit supervisors; however, not all supervisor surveys had corresponding employee surveys with at least three responses, nor did all employee surveys have corresponding supervisor data.…”

Thriving Organizational Sustainability through Innovation: Incivility Climate and Teamwork

“…Individuals are bound by the organizational context in their behaviors [14], and importantly, findings at the individual level should not be assumed to be equivalent at other levels [15]. Thus, an examination of workplace incivility at the team level is needed because the use of team practices is currently prevalent, and such practices are critical to the success (or survival) of organizations [16,17].…”