Organizational justice, justice climate, and somatic complaints: A multilevel investigation

Herr, Raphael M.; Bosch, Jos A.; Loerbroks, Adrian; Genser, Bernd; Almer, Christian; Vianen, A.E.M. van; Fischer, Joachim E.

doi:10.1016/j.jpsychores.2018.05.003

Cited by 49 publications

(39 citation statements)

References 56 publications

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“…Past studies have shown that employees perceiving high justice can generate positive emotional responses to their work (Weiss et al, 1999) and improve their job satisfaction as well (Rai, 2013). Moreover, employees perceiving high justice will develop positive emotional responses (Weiss et al, 1999), thereby preventing unhealthy physical and psychological status, such as cardiovascular and immune system-related illness (Herr et al, 2018), to further improve their well-being (Cassar and Buttigieg, 2015;Rani et al, 2018). Therefore, this study presented the following hypothesis:…”

Section: Theoretical Background and Hypothesesmentioning

confidence: 99%

“…Past studies showed that organizations with high organizational justice have a positive effect on their employees' work-related attitudes and behaviors (Colquitt et al, 2005). Employees' higher perception of the fairness of an organization will be beneficial to the positive improvement of their physical and psychological health, as well as their work-related outcomes (Colquitt et al, 2005;Herr et al, 2018). From the perspective of the moderating role, Parzefall and Salin (2010) indicated that when employees are bullied, perceptions of injustice might be considered a critical indicator and that when employees perceive perceptions of injustice, they feel bullied.…”

Section: Introductionmentioning

confidence: 99%

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The impact of workplace bullying on hotel employees’ well-being

Hsu

Liu²,

Tsaur

2019

IJCHM

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Purpose The purpose of this study was to investigate the moderating effects of organizational justice and workplace friendship on the relationship between workplace bullying and hotel employees’ well-being. Design/methodology/approach The research sample included 310 entry-level employees of international tourism hotels in Taiwan. This study adopted hierarchical regression for data analysis. Findings The study found that workplace bullying negatively impacted on hotel employees’ well-being. Organizational justice and workplace friendship had significantly positive effects on hotel employees’ well-being. Compared with workplace friendship, organizational justice had a significant moderating effect on the relationship between workplace bullying and hotel employees’ well-being. Originality/value In the research fields of hospitality, past studies failed to use organizational justice and workplace friendship to moderate the relationship between workplace bullying and hotel employees’ well-being. This study confirmed that organizational justice could effectively buffer the negative effect of workplace bullying on hotel employees’ well-being.

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Section: Theoretical Background and Hypothesesmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

The impact of workplace bullying on hotel employees’ well-being

Hsu

Liu²,

Tsaur

2019

IJCHM

View full text Add to dashboard Cite

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“…In Pecino et al [ 32 ], interpersonal justice climate in a work team was significantly associated with well-being indicators (burnout and engagement) and work outcomes (work family balance and extra-role performance). Employees work in a department with poor justice climate reported more somatic complaints [ 33 ].…”

Section: Introductionmentioning

confidence: 99%

Work-Family Conflict and Depressive Symptoms Among Chinese Employees: Cross-Level Interaction of Organizational Justice Climate and Family Flexibility

Zhou

Zhang

et al. 2020

IJERPH

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This study aims to examine how organizational and family factors protect employees from depressive symptoms induced by work-family conflict. With a cross-sectional design, a total of 2184 Chinese employees from 76 departments completed measures of work-family conflict, organizational justice, family flexibility, and depressive symptoms. The results showed that work-family conflict including work-to-family conflict and family-to-work conflict was positively associated with depressive symptoms. In cross-level analysis, organizational justice climate weakened the adverse effect of work-family conflict on depressive symptoms and the buffering effects of procedural and distributive justice climate in the association between work-family conflict and depressive symptoms depended on family flexibility. Specifically, compared with employees with high family flexibility, procedural and distributive justice climate had a stronger buffering effect for employees with low family flexibility. These results indicate that organization and family could compensate each other to mitigate the effect of work-family conflict on employees’ depressive symptoms. Cultivating justice climate in organization and enhancing family flexibility might be an effective way to reduce employees’ depressive symptoms.

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“…Most studies have examined these associations at an individual level. However, recent studies have begun to investigate the multilevel effects of group-level fairness perception (i.e., justice climate) on aspects of individual worker health, such as somatic complaints, psychiatric morbidity, and work-related burnout [ 14 – 18 ].…”

Section: Introductionmentioning

confidence: 99%

Association Between Deviation of Fairness Perceptions from Group Average and Serious Psychological Distress in Japanese Worksites: a Cross-Sectional Study

Yokouchi

Hashimoto

2019

Int.J. Behav. Med.

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Background Workers with deviating fairness perceptions are likely to be excluded and become isolated at worksites, leading to psychological distress. The study aimed to examine the cross-sectional association between deviation of fairness perception from the group average and serious psychological distress in Japanese worksites. Methods Secondary data analysis of an existing Japanese occupational cohort data using a multilevel logistic regression model was conducted for 8701 workers from 12 companies in Japan who participated in the baseline survey (from April 2010 to March 2012). Individual perception of interactional and procedural fairness was measured with the Japanese version of the Organizational Justice Scale. Group averages were calculated within workers’ reference groups, categorized by company affiliation, age group, gender, and occupational class. Psychological distress was measured using the K6 scale, and serious psychological distress was defined as a total K6 score of 13 or more. Results Both low deviation and high deviation of interactional fairness perception were significantly and positively associated with serious psychological distress (odds ratio (OR) = 1.24, 95% confidence intervals (CI); 1.03–1.49 and OR = 1.57, 95% CI; 1.12–2.19), independently of individual-level fairness perception, group-level mean fairness perception, demographic characteristics, and health-related behaviors. Only high deviation of procedural fairness perception was significantly and positively related to serious psychological distress (OR = 1.51, 95% CI; 1.11–2.06). Conclusions The results indicated that divergent perceptions of fairness at worksites may deserve further exploration for equal achievement of workers’ psychological well-being.

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Organizational justice, justice climate, and somatic complaints: A multilevel investigation

Cited by 49 publications

References 56 publications

The impact of workplace bullying on hotel employees’ well-being

The impact of workplace bullying on hotel employees’ well-being

Work-Family Conflict and Depressive Symptoms Among Chinese Employees: Cross-Level Interaction of Organizational Justice Climate and Family Flexibility

Association Between Deviation of Fairness Perceptions from Group Average and Serious Psychological Distress in Japanese Worksites: a Cross-Sectional Study

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