The effect of personality on perceptions of justice

Abstract

Purpose -The purpose of this study is to examine the effect that work locus of control has on perceptions of trust, perceived organizational support, procedural justice and interactional justice. Design/methodology/approach -Survey data were collected from 679 alumni of a university in the Southwestern USA. Regression analyses and structural equation modeling were used to test a series of hypotheses. Findings -The results indicate that work locus of control has a significant positive relationship on all variables. Perceived organizational support fully mediated the relationship between work locus of control and perceptions of both procedural and interactional justice. Organizational trust fully mediated the relationship between work locus of control and interactional justice, but only partially mediated the relationship between work locus of control and procedural justice.Research limitations/implications -The data used in this paper are cross-sectional. Also, results are based on self-report survey data and subject to common method bias. As such, longitudinal studies are recommended for future research, as are finding antecedents to perceptions of justice that may help managers improve the way they communicate about decision-making at work. Originality/value -Findings from the study suggest the important role that personality plays as a precursor to justice perceptions in organizations.

A Question of Fit: Cultural and Individual Differences in Interpersonal Justice Perceptions

“…First, the findings support and extend emerging evidence concerning the role of individual differences in predicting organizational justice perceptions (e.g., De Cremer and Sedikides, 2005;Lilly and Virick, 2006). Our research confirms that the attachment orientations individuals bring with them to the workplace are associated with interpersonal justice perceptions and the strength of this association may vary depending on national culture.…”

“…Our study also supports the hitherto limited research which has demonstrated connections between individual differences in personality (e.g. Big 5, locus of control) and organizational justice perceptions (e.g., Lilly and Virick, 2006;Shi et al, 2009). …”

Chapter 4 Personality, affect, and organizational change: a qualitative study

“…Past research has identified the impact of personality in perceptions of justice (e.g. Colquitt et al, 2006;Lilly & Virick, 2006), and specifically in the context of change (Brennan & Skarlicki, 2004;Moon et al, 2008). Elsewhere in our interviews in the broader study of emotions and change, respondents made comments about various experiences of fairness and unfairness and how they triggered affective responses.…”

“…Brennan and Skarlicki (2004) found that angry hostility moderated survivors' perceptions of the fairness of downsizing. Organizational justice perceptions have also been related to other aspects of personality, such as trust propensity, risk aversion, morality (Colquitt, Scott, Judge & Shaw, 2006) and locus of control (Lilly & Virick, 2006), but seldom in the context of change. Pragmatism, which is a hallmark of the Myers-Briggs model (Myers Briggs, Kirby & Myers et al, 1998), persuades people that they need to make the most of whatever occurs, but does not seem to have been empirically investigated in the context of change.…”

“…Elsewhere in our interviews in the broader study of emotions and change, respondents made comments about various experiences of fairness and unfairness and how they triggered affective responses. However, personality dimensions specifically related to perceptions of 26 fairness, such as trust propensity, risk aversion and morality (Colquitt et al, 2006), and locus of control (Lilly & Virick, 2006) were not directly investigated. The perceived fairness of change has been found to contribute substantially to emotional responses to change (e.g.…”