Query: Organizational justice theory

title: Relationship between organizational justice and organizational citizenship behaviors do fairness perceptions influence employee citizenship
abstract: This study examined the relationship between perceptions of fairness and organizational citizenship (extrarole) behaviors in a sample drawn from two firms in the midwestern United States. A theoretical basis for a relationship between fairness and citizenship was drawn from equity theory and other theories of social exchange. Structural equation analysis with LISREL7 found support for four hypotheses, including support for a relationship between perceptions of procedural justice and four of five citizenship dimensions.

title: Organizational Justice: Yesterday, Today, and Tomorrow
abstract: The present article chronicles the history of the field of organizational justice, identifies current themes, and recommends new directions for the future. A historical overview of the field focuses on research and theory in the distributive justice tradition (e.g. equity theory) as well as the burgeoning topic of procedural justice. This forms the foundation for the discussion offive popular themes in contemporary organizational justice research: (a) attempts to distinguish procedural justice and distributive justice empirically, (b) the development of new conceptual advances, (c) consideration of the interpersonal determinants of procedural justice judgments, (d) new directions in tests of equity theory, and (e) applications of justice based explanations to many different organizational phenomena. In closing, a plea is made for future work that improves procedural justice research methodologically (with respect to scope, setting, and scaling) and that attempts to integrate and unify disparate concepts in the distributive and procedural justice traditions.

title: Organizational Justice and Human Resource Management
abstract: 'Folger and Cropanzano point to the pervasiveness of justice considerations in organizational behaviour.  are successful in presenting a framework focusing on accountability for events and on well being. The theory presented emphasizes the distinctions between an event's negative impact and whether someone is held accountable for that event.

title: Fairness heuristic theory: Justice judgments as pivotal cognitions in organizational relations.

title: Justice at the millennium, a decade later: a meta analytic test of social exchange and affect based perspectives.
abstract: Although a flurry of meta analyses summarized the justice literature at the turn of the millennium, interest in the topic has surged in the decade since. In particular, the past decade has witnessed the rise of social exchange theory as the dominant lens for examining reactions to justice, and the emergence of affect as a complementary lens for understanding such reactions. The purpose of this meta analytic review was to test direct, mediating, and moderating hypotheses that were inspired by those 2 perspectives, to gauge their adequacy as theoretical guides for justice research. Drawing on a review of 493 independent samples, our findings revealed a number of insights that were not included in prior meta analyses. With respect to social exchange theory, our results revealed that the significant relationships between justice and both task performance and citizenship behavior were mediated by indicators of social exchange quality (trust, organizational commitment, perceived organizational support, and leader member exchange) though such mediation was not apparent for counterproductive behavior. The strength of those relationships did not vary according to whether the focus of the justice matched the target of the performance behavior, contrary to popular assumptions in the literature, or according to whether justice was referenced to a specific event or a more general entity. With respect to affect, our results showed that justice performance relationships were mediated by positive and negative affect, with the relevant affect dimension varying across justice and performance variables. Our discussion of these findings focuses on the merit in integrating the social exchange and affect lenses in future research.

title: Servant leadership, procedural justice climate, service climate, employee attitudes, and organizational citizenship behavior: a cross level investigation.
abstract: This study tests the influence of servant leadership on 2 group climates, employee attitudes, and organizational citizenship behavior. Results from a sample of 815 employees and 123 immediate supervisors revealed that commitment to the supervisor, self efficacy, procedural justice climate, and service climate partially mediated the relationship between servant leadership and organizational citizenship behavior. Cross level interaction results revealed that procedural justice climate and positive service climate amplified the influence of commitment to the supervisor on organizational citizenship behavior. Implications of these results for theory and practice and directions for future research are discussed.

title: Firms Reap what they Sow: The Effects of Shared Values and Perceived Organizational Justice on Customers' Evaluations of Complaint Handling
abstract: Employing elements of organizational theory and service recovery research, the authors examine how employees' perceptions of shared values and organizational justice can stimulate customer directed extra role behaviors when handling complaints. They also investigate how these extra role behaviors affect customers' perceptions of justice, satisfaction, word of mouth, and purchase intent. The authors capture and match employee and customer perceptions regarding the relevant constructs following a complaint and recovery experience. The results indicate that employees' perceptions of shared values and organizational justice affect customer directed extra role behaviors. Furthermore, the authors find that extra role behaviors have significant effects on customers' perceptions of justice and that these behaviors mediate the effects of shared values and organizational justice on customer justice perceptions. Their study reveals that customer ratings of justice affect the customer outcomes of satisfaction with recovery, overall firm satisfaction, purchase intent, and word of mouth. Finally, the authors show that customers' perceptions of justice mediate the effects that extra role behaviors have on customer outcomes.

title: Extending the Chain of Relationships Among Organizational Justice, Social Exchange, and Employee Reactions: The Role of Contract Violations
abstract: This study extends prior research on the chain of relationships among organizational justice, social exchange relationships, and employee reactions by investigating the proposed mediating role of psychological contract violations. Results obtained from a longitudinal design examining a sample of 191 employees provide strong support for the proposal, enhance support for chain directionality, validate theoretical predictions about determinants of contract violations, and provide initial evidence supporting a proposed integration of perceived organizational support and psychological contract theory.

title: Increasing citizenship behavior within a labor union A test of organizational justice theory
abstract: A quasi experiment was used to determine whether training union officers in the skills necessary for implementing principles of organizational justice would increase citizenship behavior on the part of members of a labor union in Canada. The results showed that 3 months after training, the perceptio

title: Organizational Justice in an Exchange Framework: Clarifying Organizational Justice Distinctions
abstract: The authors used exchange theory to clarify distinctions between organizational justice types and considered the implications of recent conceptual developments regarding justice associated with interpersonal treatment (interactional justice) and the inclusion of justice associated with outcomes (distributive justice) for an exchange model of justice. Using two samples (401 part time and 272 full time employees) they found unique relationships of interactional justice and justice concerning informational adequacy with supervisor relationship quality, justice concerning procedures with organizational support, and distributive justice with pay satisfaction. Also, an updated measure of interactional justice appears to capture more of the interpersonal fairness domain than the current measure.