Prototypical supervisors shape lay‐off victims’ experiences of top management justice and organizational support

Abstract

Job loss is a pervasive experience affecting millions of workers around the globe annually. To investigate lay-offs from the perspective of those who are affected, we conducted a lagged study examining lay-off victims' experiences of supervisory justice, top management justice, and organizational support. We test the hypotheses that the relationships between supervisory justice and lay-off victims' subsequent experiences of top management justice as well as organizational support are moderated by supervisors' prototypicality of their team. Results from our study conducted during lay-off process indicated that supervisory justice had a positive lagged impact on lay-off victims' unfolding experiences of both (1) top management justice and (2) organizational support for supervisors who were viewed as highly (but not lowly) prototypical of the team that both supervisors and subordinates were part of. Our study identifies a theoretically grounded moderator that may account for the presence (or absence) of cross-foci effects found in previous multifoci justice studies. Moreover, our results shed light on the development of justice perceptions by demonstrating the impact of lower-level supervisors in translating subordinates' perceptions of justice of the supervisor to that of the top management. Findings suggest that supervisors have an important role to play in managing (for better or worse) the potentially harmful consequences associated with organizational redundancies. Practitioner pointsPrototypical supervisors are 'gatekeepers' who are able to influence their subordinates' relationship with the organization and its management. Involving supervisors in critical events such as lay-offs may be important to effectively manage employees' concerns. It may not be well advised to overly centralize responsibility for communicating information regarding lay-offs under human resource departments.Mass lay-offs, plant closings, and other firm-level employment reductions affect millions of workers around the world every year. Research has shown that involuntary job loss is associated with reduced income (Jacobson, LaLonde, & Sullivan, 1993), impaired (psychological, physical, and social) well-being (Gowan, 2014), and increased mortality

Uncovering the Role of Internal CSR on Organizational Attractiveness and Turnover Intention: The Effect of Procedural Justice and Extraversion

“…The extant literature suggests that ethical leadership, group moral climate (Walumbwa, Hartnell, & Misati, 2017), perceived CSR (Sarfraz, Qun, Abdullah, & Alvi, 2018), and performance evaluation (Ridwan, Razak, & Ismail, 2018) as some of the antecedents leading to the perception of procedural justice in the employees, see Table 3. Prior studies have also presented certain outcomes of procedural justice such as job performance (Hawkar Rashid Arab, 2018), innovative work behavior, employee engagement (W. Kim & Park, 2017), compliance with the policies and moral (Yuning Wu, Sun, Chang, & Hsu, 2017), perceived corporate support (Tremblay & Landreville, 2015), increase in team performance (Colquitt, Noe, & Jackson, 2002), pro-social behavior (Dijke, M. H., G., & D., 2018), intent to stay (Mehmood, Nadarajah, Akhtar, Brohi, & Khuhro, 2018), work engagement (Lamprakis, Alamani, Malliari, & Grivas, 2018), organizational citizenship behavior (Sarfraz et al, 2018), organization identification (Bergami & Gabriele, 2018) and perceived organization support (Lipponen, Steffens, & Holtz, 2018), see Table 4. Wu et al, 2017) and Hart (2016) Perceived corporate support (Tremblay & Landreville, 2015) In the current study, we have presented the internal aspect of CSR, which includes the safety of workers and improving the quality of work and wellbeing of an employee.…”

Explaining the procedural justice–perceived legitimacy relationship: Relying on relational concern or instrumental concern?

“…The present research builds on the prior contributions by examining trust as a multidimensional construct, which permits researchers to consider distinct underlying mechanisms to explain the effect of procedural justice on perceived legitimacy. Our study answers calls for examining more nuanced relationships between trust and justice (Holtz, ; Lipponen, Steffens, & Holtz, ).…”

Justiça Organizacional: Análise Empírica da Percepção de Bancários do Setor Público e Privado

“…Outra pesquisa relevante no campo da justiça organizacional foi realizada por Lipponen, Steffens e Holtz (2017), visando compreender a formação da percepção de justiça e o apoio em situações de lay-off (suspensão temporária do trabalho). Os autores identificaram que a ideia de justiça organizacional e de apoio podem ser desenvolvidas por meio de gestores considerados justos, particularmente quando há uma identidade de grupo de trabalho compartilhada entre os gestores e as vítimas de lay-off (Lipponen et al, 2017).…”