Taiwanese Employees' Justice Perceptions of Co-Workers' Punitive Events

Abstract

The authors examined justice perceptions of Taiwanese employees in response to co-workers' punitive events (punishment by a superior). They developed a hypothesis based on Chinese indigenous wu-lun principles and the concept of empathy. Results of the study showed that perceived vertical (between superior and subordinate) and horizontal (between subordinates) relationships jointly affected justice perceptions. Respondents who perceived low (negative) leader-member exchange with the superior and high (positive) liking of the punished person showed the lowest justice perceptions. In conclusion, the authors note that comparative analysis of organizational justice is a promising direction for future research.

Perceptions of and reactions to leader toxicity: Do leader–follower relationships and identification with victim matter?

“…These results are congruent with Gordijn et al's (2006) findings that the extent to which observers judge behaviors to be unfair are largely a function of social identity salience. Elaborating further, in this study, when the target was germane to the participant in terms of shared LMX status, the observer might have perceived greater injustice (Chi & Lo, 2003) and anger toward the leader, and greater empathy for the target (Greif & Hogan, 1973). These feelings might explain why perceptions of leader toxicity were greater when the participant identified with the target.…”

“…The results of a related study showed that out-group members (low LMX) were more likely to file grievances than those with higher LMX relationships (Cleyman, Jex, & Love, 1993), indicative of the dissatisfaction associated with low LMX. In addition, perceptions of justice tend to be lower among out-group members than members in the in-group (Chi & Lo, 2003). Based on these findings, a main effect between leader-follower relationships on perceptions of leader toxicity is predicted:…”

“…Scandura (1999) and Chi and Lo (2003) found that out-group members were less likely to view their leaders as trustworthy than members of the favored status group. It is plausible that perceptions of toxicity were also influenced by the same LMX factors that promoted perceptual differences in the trustworthiness and fairness of leaders identified in these previous studies.…”

The positive group affect spiral: a dynamic model of the emergence of positive affective similarity in work groups

“…Also, high-quality relationships may play a key role in the empathic process, as 'antipathetic feelings for the other may neutralize or even replace empathetic feelings' (Bengtsson & Johnson, 1987, p. 1001. In contrast, liking has frequently been shown to increase individuals' willingness and ability to empathize with others (Bengtsson & Johnson, 1987;McHugo, Lanzetta, Sullivan, Masters, & Englis, 1985;Nelson et al, 2003;Chi & Lo, 2003), contributing to the development of group members' affective similarity.…”

How and why terrorism corrupts the consistency principle of organizational justice

“…This is especially true when a process is formal, such as in a disciplinary action taken toward a deviant employee (Barrett‐Howard & Tyler, 1986; Lind & Tyler, 1988). And, past research has found that perceptions of fairness are essential to attaining positive reactions to disciplinary action; unjust punishment tends to be less effective (Chi & Lo, 2003; Cole & Latham, 1997).…”