We analyze the effect of fair and unfair job promotions on the willingness to cooperate within a group. To investigate how individuals respond to unfair (fair) job promotions, a laboratory experiment was conducted. During the experiment, one of the two persons in each dyad was assigned the role of supervisor and the other one was assigned the role of subordinate. We manipulate two factors: fair and unfair promotion (procedural injustice) as well as the possibility for the subordinate to punish the supervisor. We show that regardless of procedural justice and supported by inequity aversion as well as attribution theory, the willingness to cooperate when supervisors offer low compensation is limited. Paradoxically, supervisors who try to offset their unfair promotion actually benefit from procedural unfairness. We also show that Social Value Orientation (SVO) plays a role in the supervisor’s behavior but does not affect the subordinate’s willingness to cooperate.

中文翻译：

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组织中不公平的工作晋升的后果

我们分析了公平和不公平的工作晋升对小组内合作意愿的影响。为了调查个人如何应对不公平（公平）的工作晋升，进行了实验室实验。在实验过程中，每个组中的两个人中的一个被指定为主管，另一个被指定为下属。我们操纵两个因素：公平和不公平的晋升（程序上的不公正）以及下属惩罚主管的可能性。我们表明，不管程序正义如何，并受到不公正回避和归因理论的支持，当主管提供低报酬时，合作的意愿是有限的。矛盾的是，试图抵消不公平晋升的主管实际上会从程序不公平中受益。