Skip to main content

Advertisement

SpringerLink
Log in

Distributive Justice: Investigating the Impact of Resource Focus and Resource Valence

  • Original Paper
  • Published:
Journal of Business and Psychology Aims and scope Submit manuscript

Abstract

Distributive justice research is inherently concerned with the fairness of resource allocation decisions. We conducted a quantitative review of the literature (study 1) and a policy capturing study (study 2) to advance understanding of the effects of distributive justice across different resource foci. Based on 261 studies (295 independent samples), study 1 suggests that the effects of distributive justice are generally comparable across different exchange resources (e.g., pay, evaluation, job change). However, the number of studies that examined a specific resource focus was very small (k ≤ 5 in most cases), and most studies have left the focus of resource allocation decisions unspecified or referred to multiple foci simultaneously. Consequently, the extant literature provides a limited basis to draw strong conclusions regarding the comparability of distributive justice effects across resource foci. In study 2, using a policy capturing approach with 220 individuals, we found that distributive justice involving pay decisions produced stronger effects on workplace reactions than other exchange resources (e.g., work schedule flexibility, recognition, interesting work assignments, and developmental opportunities). Further, the impact of distributive justice varied depending on the personal valence associated with a given resource.

This is a preview of subscription content, log in via an institution to check access.

Access this article

Log in via an institution

Price excludes VAT (USA)
Tax calculation will be finalised during checkout.

Instant access to the full article PDF.

Institutional subscriptions

Fig. 1
Fig. 2

Similar content being viewed by others

Notes

  1. While we obtained nearly all of the articles include in Rupp et al.’s (2014) meta-analysis, we were unable to obtain the following sources: Areerat & Phapruke (2008), Cho & Kessler (2008), Elicker (2000), Freshwater (2011), Hossam (2008), Johnson (2007), Jordan (2001), Pincus (2009), Robinson (2004), Shalhoop (2003), Stein (2010), and Walker (2009). Most of these sources were unpublished dissertations.

  2. Following equity theory (Adams, 1965), the high distributive justice cues indicated that the target was allocated the same amount of a resource as comparable others in order to appropriately reflect a state of equity. For clarification sake, indicating that a target gets more than comparable others would reflect a state of positive inequity, not greater equity. To avoid fatigue effects associated with rating too many cues, we elected to focus on negative inequity and equity, without examining positive inequity.

  3. We also tested the hypotheses using job satisfaction, turnover intentions, and overall fairness as separate criterion variables. Substantively, the results were nearly identical whether the analyses were conducted using the aggregate scale or the three separate outcomes. For the sake of conciseness, we focus on the results involving an aggregated workplace reactions scale.

  4. We thank anonymous reviewers for suggesting this comparison.

References

  • Adams, J. S. (1963). Towards an understanding of inequity. The Journal of Abnormal and Social Psychology, 67, 422–436. https://doi.org/10.1037/h0040968.

    Article  Google Scholar 

  • Adams, J. S. (1965). Inequity in social exchange. In L. Berkowitz (Ed.), Advances in experimental social psychology (Vol. 2, pp. 267–299). New York, NY: Academic Press. https://doi.org/10.1016/S0065-2601(08)60108-2.

    Chapter  Google Scholar 

  • Adams, J. S., & Freedman, S. (1976). Equity theory revisited: Comments and annotated bibliography. In L. In Berkowitz & E. Walster (Eds.), Advances in experimental social psychology (Vol. 9, pp. 43–90). New York: Academic Press. https://doi.org/10.1016/S0065-2601(08)60058-1.

    Chapter  Google Scholar 

  • Aiken, L. S., & West, S. G. (1991). Multiple regression: Testing and interpreting interactions. Newbury Park: CA: Sage Publications. https://doi.org/10.1037/10520-147.

    Book  Google Scholar 

  • Areerat, P., & Phapruke, U. (2008). Organizational justice versus organizational support: The driven-factors of employee satisfaction and employee commitment on job performance. Journal of the Academy of Business & Economics, 8, 114–123.

  • Brockner, J., Konovsky, M., Cooper-Schneider, R., Folger, R., Martin, C., & Bies, R. J. (1994). Interactive effects of procedural justice and outcome negativity on victims and survivors of job loss. Academy of Management Journal, 37, 397–409. https://doi.org/10.5465/256835.

    Article  Google Scholar 

  • Buhrmester, M., Kwang, T., & Gosling, S. D. (2011). Amazon’s Mechanical Turk a new source of inexpensive, yet high-quality, data? Perspectives on Psychological Science, 6, 3–5. https://doi.org/10.1177/1745691610393980.

    Article  PubMed  Google Scholar 

  • Chen, G., Ployhart, R. E., Thomas, H. C., Anderson, N., & Bliese, P. D. (2011). The power of momentum: A new model of dynamic relationships between job satisfaction change and turnover intentions. Academy of Management Journal, 54, 159–181. https://doi.org/10.5465/AMJ.2011.59215089.

    Article  Google Scholar 

  • Cho, N. J., & Kessler, S. R. (2008). Employees’ distributive justice perceptions and organizational citizenship behaviors: A social exchange perspective. Review of Business Research, 8, 131–137.

  • Colquitt, J. A., Greenberg, J., & Scott, B. A. (2005). Organizational justice: Where do we stand? In J. Greenberg & J. A. Colquitt (Eds.), The handbook of organizational justice (pp. 589–619). Mahwah, NJ: Erlbaum.

    Google Scholar 

  • Colquitt, J. A., Greenberg, J., & Zapata-Phelan, C. P. (2005). What is organizational justice? A historical overview. In J. Greenberg & J. A. Colquitt (Eds.), The handbook of organizational justice (pp. 3–56). Mahwah, NJ: Erlbaum.

    Google Scholar 

  • Colquitt, J. A., & Rodell, J. B. (2015). Measuring justice and fairness. In R. Cropanzano & M. L. Ambrose (Eds.), The Oxford handbook of justice in the workplace (pp. 187–202). Oxford University Press.

  • Colquitt, J. A., Scott, B. A., Rodell, J. B., Long, D. M., Zapata, C. P., Conlon, D. E., & Wesson, M. J. (2013). Justice at the millennium, a decade later: A meta-analytic test of social exchange and affect-based perspectives. Journal of Applied Psychology, 98, 199–236. https://doi.org/10.1037/a0031757.

    Article  Google Scholar 

  • Cropanzano, R., Byrne, Z. S., Bobocel, D. R., & Rupp, D. E. (2001). Moral virtues, fairness heuristics, social entities, and other denizens of organizational justice. Journal of Vocational Behavior, 58, 164–209. https://doi.org/10.1006/jvbe.2001.1791.

  • De Jong, B. A., Dirks, K. T., & Gillespie, N. (2016). Trust and team performance: A meta-analysis of main effects, moderators, and covariates. Journal of Applied Psychology, 101, 1134–1150. https://doi.org/10.1037/apl0000110.

    Article  Google Scholar 

  • Deutsch, M. (1975). Equity, equality, and need: What determines which value will be used as the basis of distributive justice? Journal of Social Issues, 31, 137–149. https://doi.org/10.1111/j.1540-4560.1975.tb01000.x.

  • Elicker, J. D. (2000). An organizational justice explanation of feedback reactions in different leader-member exchange relationships. (Doctoral dissertation). The University of Akron, Akron, OH.

  • Ertürk, A. (2007). Increasing organizational citizenship behaviors of Turkish academicians: Mediating role of trust in supervisor on the relationship between organizational justice and citizenship behaviors. Journal of Managerial Psychology, 22, 257–270. https://doi.org/10.1108/02683940710733089.

    Article  Google Scholar 

  • Foa, U. G., & Foa, E. B. (1974). Societal structures of the mind. Springfield, IL: Thomas.

  • Freshwater, E. K. (2011). Individual predictors of service organizational citizenship behaviors (Doctoral dissertation). Minneapolis, MN: Walden University.

  • Gilliland, S. (2008). The tails of justice: A critical examination of the dimensionality of organizational justice constructs. Human Resource Management Review, 18, 271–281. https://doi.org/10.1016/j.hrmr.2008.08.001.

    Article  Google Scholar 

  • Greenberg, J. (1987). A taxonomy of organizational justice theories. Academy of Management Review, 12, 9–22. https://doi.org/10.5465/AMR.1987.4306437.

    Article  Google Scholar 

  • Hofmann, D. (1997). An overview of the logic and rationale of hierarchical linear models. Journal of Management, 23, 723–744. https://doi.org/10.1016/S0149-2063(97)90026-X.

    Article  Google Scholar 

  • Hofmann, D. A., & Gavin, M. B. (1998). Centering decisions in hierarchical linear models: Implications for research in organizations. Journal of Management, 24, 623–641. https://doi.org/10.1016/S0149-2063(99)80077-4.

    Article  Google Scholar 

  • Homans, G. C. (1961). Social behavior: Its elementary forms. New York: Harcourt, Brace & World.

    Google Scholar 

  • Hossam, M. A. E. (2008). Work locus of control and job performance in the UAE: The mediating role of individual and organizational factors. The Business Review, Cambridge, 11, 188–202.

  • Hunter, J., & Schmidt, F. L. (2004). General mental ability in the world of work: Occupational attainment and job performance. Journal of Personality and Social Psychology, 86, 162–173. https://doi.org/10.1037/0022-3514.86.1.162.

    Article  PubMed  Google Scholar 

  • Jensen, J. M., Patel, P. C., & Messersmith, J. G. (2013). High-performance work systems and job control consequences for anxiety, role overload, and turnover intentions. Journal of Management, 39, 1699–1724. https://doi.org/10.1177/0149206311419663.

    Article  Google Scholar 

  • Johnson, J. S. (2007). Organizational justice, moral ideology, and moral evaluation as antecedents of moral intent (Doctoral dissertation). Virginia Polytechnic Institute and State University, Blacksburg, VA.

  • Jordan, J. S. (2001). The relationship between organizational justice and job satisfaction: An examination of NCAA basketball coaches. (Doctoral dissertation). The Ohio State University, Columbus, OH.

  • Judge, T. A., & Bretz, R. D. (1992). Effects of work values on job choice decisions. Journal of Applied Psychology, 77, 261–271. https://doi.org/10.1037/0021-9010.77.3.261.

    Article  Google Scholar 

  • Judge, T. A., Piccolo, R. F., Podsakoff, N. P., Shaw, J. C., & Rich, B. L. (2010). The relationship between pay and job satisfaction: A meta-analysis of the literature. Journal of Vocational Behavior, 77, 157–167. https://doi.org/10.1016/j.jvb.2010.04.002.

    Article  Google Scholar 

  • Kickul, J., Lester, S. W., & Finkl, J. (2002). Promise breaking during radical organizational change: Do justice interventions make a difference? Journal of Organizational Behavior, 23, 469–488. https://doi.org/10.1002/job.151.

    Article  Google Scholar 

  • Kristof-Brown, A. L., Jansen, K. J., & Colbert, A. E. (2002). A policy-capturing study of the simultaneous effects of fit with jobs, groups, and organizations. Journal of Applied Psychology, 87, 985–993. https://doi.org/10.1037/0021-9010.87.5.985.

    Article  Google Scholar 

  • Law, K. S., & Wong, C. S. (1998). Relative importance of referents on pay satisfaction: A review and test of a new policy-capturing approach. Journal of Occupational and Organizational Psychology, 71, 47–60. https://doi.org/10.1111/j.2044-8325.1998.tb00662.x.

    Article  Google Scholar 

  • Lawler, E. E. (1968). Equity theory as a predictor of productivity and work quality. Psychological Bulletin, 70(6, pt.1), 596-610. https://doi.org/10.1037/h0026848.

  • Lawler, E. E., & Suttle, J. L. (1973). Expectancy theory and job behavior. Organizational Behavior and Human Performance, 9, 482–503. https://doi.org/10.1016/0030-5073(73)90066-4.

    Article  Google Scholar 

  • Leventhal, G. S. (1976). The distribution of rewards and resources in groups and organizations. Advances in Experimental Social Psychology, 9, 91–131. https://doi.org/10.1016/S0065-2601(08)60059-3.

    Article  Google Scholar 

  • Lin, S. H., Ma, J., & Johnson, R. E. (2016). When ethical leader behavior breaks bad: How ethical leader behavior can turn abusive via ego depletion and moral licensing. Journal of Applied Psychology, 101, 815–830. https://doi.org/10.1037/apl0000098.

    Article  Google Scholar 

  • Locke, E. A. (1969). What is job satisfaction? Organizational Behavior and Human Performance, 4, 309–336. https://doi.org/10.1016/0030-5073(69)90013-0.

    Article  Google Scholar 

  • Locke, E. A. (1976). The nature and causes of job satisfaction. In M. D. Dunnette (Ed.), Handbook of industrial and organizational psychology (pp. 1297–1349). Chicago: Rand McNally.

    Google Scholar 

  • McFarlin, D. B., & Rice, R. W. (1992). The role of facet importance as a moderator in job satisfaction processes. Journal of Organizational Behavior, 13, 41–54. https://doi.org/10.1002/job.4030130105.

    Article  Google Scholar 

  • Meade, A. W., & Craig, S. B. (2012). Identifying careless responses in survey data. Psychological Methods, 17, 437–455. https://doi.org/10.1037/a0028085.

    Article  Google Scholar 

  • Mento, A. J., Locke, E. A., & Klein, H. J. (1992). Relationship of goal level to valence and instrumentality. Journal of Applied Psychology, 77, 395–405. https://doi.org/10.1037/0021-9010.77.4.395.

    Article  Google Scholar 

  • Oh, I. S., Guay, R. P., Kim, K., Harold, C. M., Lee, J. H., Heo, C. G., & Shin, K. H. (2014). Fit happens globally: A meta-analytic comparison of the relationships of person–environment fit dimensions with work attitudes and performance across East Asia, Europe, and North America. Personnel Psychology, 67, 99–152. https://doi.org/10.1111/peps.12026.

    Article  Google Scholar 

  • Pincus, C. (2009). Employee behaviors: Their impact on organizational outcomes (Doctoral dissertation). Hofstra University, Hempstead, NY.

  • Podsakoff, P. M., MacKenzie, S. B., Lee, J. Y., & Podsakoff, N. P. (2003). Common method biases in behavioral research: A critical review of the literature and recommended remedies. Journal of Applied Psychology, 88, 879–903. https://doi.org/10.1037/0021-9010.88.5.879.

    Article  Google Scholar 

  • Raudenbush, S. W., Bryk, A. S., & Congdon, R. (2004). HLM: Hierarchical linear and nonlinear modeling statistical software (release 6.02). Lincolnwood, IL: Scientific Software International.

    Google Scholar 

  • Robinson, K. L. (2004). The impact of individual differences on the relationship between employee perceptions of organizational justice and organizational outcome variables. (Doctoral dissertation). Alliant International University, San Diego, San Diego, CA.

  • Rupp, D. E., Shao, R., Jones, K. S., & Liao, H. (2014). The utility of a multifoci approach to the study of organizational justice: A meta-analytic investigation into the consideration of normative rules, moral accountability, bandwidth-fidelity, and social exchange. Organizational Behavior and Human Decision Processes, 123, 159–185. https://doi.org/10.1016/j.obhdp.2013.10.011.

    Article  Google Scholar 

  • Shalhoop, J. H. (2003). Social-exchange as a mediator of the relationship between organizational justice and workplace outcomes. (Doctoral dissertation). The University of Akron, Akron, OH.

  • Schmidt, F. L., & Hunter, J. E. (2015). Methods of meta-analysis: Correcting error and bias in research findings. Newbury Park, CA: Sage Publications. https://doi.org/10.4135/9781483398105.

    Book  Google Scholar 

  • Scott, B. A., & Colquitt, J. A. (2007). Are organizational justice effects bounded by individual differences? An examination of equity sensitivity, exchange ideology, and the Big Five. Group & Organization Management, 32, 290–325. https://doi.org/10.1177/1059601106286877.

    Article  Google Scholar 

  • Skarlicki, D. P., & Turner, R. A. (2014). Unfairness begets unfairness: Victim derogation bias in employee ratings. Organizational Behavior and Human Decision Processes, 124, 34–46. https://doi.org/10.1016/j.obhdp.2013.11.004.

    Article  Google Scholar 

  • Society for Human Resource Management (2016). 2016 employee satisfaction and engagement: Revitalizing a changing workforce. Retrieved from https://www.shrm.org/hr-today/trends-and-forecasting/research-and-surveys/Documents/2016-Employee-Job-Satisfaction-and-Engagement-Report.pdf

  • Stein, J. (2010). Situational and trait influences on dynamic justice (Doctoral dissertation). The University of Arizona, Tucson, AZ.

  • Till, R. E., & Karren, R. (2011). Organizational justice perceptions and pay level satisfaction. Journal of Managerial Psychology, 26, 42–57. https://doi.org/10.1108/02683941111099619.

    Article  Google Scholar 

  • Törnblom, K., & Kazemi, A. (2015). Distributive justice: Revisiting past statements and reflecting on future prospects. In R. Cropanzano & M. Ambrose (Eds.), The Oxford handbook of justice in the workplace (pp. 15–50). New York: Oxford University Press.

    Google Scholar 

  • Törnblom, K. Y., & Vermunt, R. (1999). An integrative perspective on social justice: Distributive and procedural fairness evaluations of positive and negative outcome allocations. Social Justice Research, 12, 39–64. 10.1023%2FA%3A1023226307252?LI=true

  • Törnblom, K. Y., & Vermunt, R. (2007). Towards an integration of distributive justice, procedural justice, and social resource theories. Social Justice Research, 20, 312–335. https://doi.org/10.1007/s11211-007-0054-8.

    Article  Google Scholar 

  • Vermunt, R., & Törnblom, K. (1996). Introduction: Distributive and procedural justice. Social Justice Research, 9, 305–316. https://doi.org/10.1007/BF02196987.

    Article  Google Scholar 

  • Vroom, V. H. (1964). Work and motivation. New York: Wiley.

    Google Scholar 

  • Walker, S. S. (2009). Delivering justice: Relational self-contrual and the production of procedural, interpersonal, and informational fairness (Doctoral dissertation). The University of Utah, Salt Lake City, UT.

  • Walter, S. L., Seibert, S. E., Goering, D., & O’Boyle, E. H. (2019). A tale of two sample sources: Do results from online panel data and conventional data converge? Journal of Business and Psychology, 34, 425–452. https://doi.org/10.1007/s10869-018-9552-y.

    Article  Google Scholar 

  • Zou, G. Y. (2007). One relative risk versus two odds ratios: Implications for meta-analyses involving paired and unpaired binary data. Clinical Trials, 4, 25–31. https://doi.org/10.1177/1740774506075667.

    Article  PubMed  Google Scholar 

References marked with an asterisk indicate studies included in the meta-analysis.

  • *Alotaibi, A. G. (2001). Antecedents of organizational citizenship behavior: A study of public personnel in Kuwait. Public Personnel Management, 30, 363–376. https://doi.org/10.1177/009102600103000306

  • *Ambrose, M. L., & Cropanzano, R. (2003). A longitudinal analysis of organizational fairness: An examination of reactions to tenure and promotion decisions. Journal of Applied Psychology, 88, 266–275. https://doi.org/10.1037/0021-9010.88.2.266

  • *Ambrose, M. L., & Schminke, M. (2003). Organization structure as a moderator of the relationship between procedural justice, interactional justice, perceived organizational support, and supervisory trust. Journal of Applied Psychology, 88, 295–305. https://doi.org/10.1037/0021-9010.88.2.295

  • *Ambrose, M. L., & Schminke, M. (2009). The role of overall justice judgments in organizational justice research: A test of mediation. Journal of Applied Psychology, 94, 491–500. https://doi.org/10.1037/a0013203

  • *Andrews, M. C., & Kacmar, K. M. (2001). Discriminating among organizational politics, justice, and support. Journal of Organizational Behavior, 22, 347–366. https://doi.org/10.1002/job.92

  • *Andrews, M. C., Kacmar, K. M., Blakely, G. L., & Bucklew, N. S. (2008). Group cohesion as an enhancement to the justice—affective commitment relationship. Group & Organization Management, 33, 736–755. https://doi.org/10.1177/1059601108326797.

  • *Andrews, M. C., Baker, T. L., & Hunt, T. G. (2008). The interactive effects of centralization on the relationship between justice and satisfaction. Journal of Leadership & Organizational Studies, 15, 135–144. https://doi.org/10.1177/1548051808320984

  • *Andrews, M. C., Kacmar, K. M., & Harris, K. J. (2009). Got political skill? The impact of justice on the importance of political skill for job performance. Journal of Applied Psychology, 94, 1427–1437. https://doi.org/10.1037/a0017154

  • *Ang, S., Van Dyne, L., & Begley, T. M. (2003). The employment relationships of foreign workers versus local employees: A field study of organizational justice, job satisfaction, performance, and OCB. Journal of Organizational Behavior, 24, 561–583. https://doi.org/10.1002/job.202

  • *Angle, H. L., & Lawson, M. B. (1998). Upon reflection commitment, satisfaction, and regret after a corporate relocation. Group & Organization Management, 23, 289–317. https://doi.org/10.1177/1059601198233006.

  • *Aquino, K. (1995). Relationships among pay inequity, perceptions of procedural justice, and organizational citizenship. Employee Responsibilities and Rights Journal, 8, 21–33. https://doi.org/10.1007/BF02621253

  • *Aquino, K., Lewis, M. U., & Bradfield, M. (1999). Justice constructs, negative affectivity, and employee deviance: A proposed model and empirical test. Journal of Organizational Behavior, 20, 1073–1091. https://doi.org/10.1002/(SICI)1099-1379(199912)20:7%3C1073::AID-JOB943%3E3.0.CO;2-7

  • *Armstrong-Stassen, M. (1993). Why managers should pay greater attention to the reasons they give for a workforce reduction. Research and Practice in Human Resource Management, 1, 41–51.

  • *Aryee, S., Budhwar, P. S., & Chen, Z. X. (2002). Trust as a mediator of the relationship between organizational justice and work outcomes: Test of a social exchange model. Journal of Organizational Behavior, 23, 267–285. https://doi.org/10.1002/job.138

  • *Aryee, S., & Chay, Y. W. (2001). Workplace justice, citizenship behavior, and turnover intentions in a union context: Examining the mediating role of perceived union support and union instrumentality. Journal of Applied Psychology, 86, 154–160. https://doi.org/10.1037/0021-9010.86.1.154

  • *Aryee, S., & Chen, Z. X. (2004). Countering the trend towards careerist orientation in the age of downsizing: Test of a social exchange model. Journal of Business Research, 57, 321–328. https://doi.org/10.1016/S0148-2963(02)00408-3

  • *Bakhshi, A., Kumar, K., & Rani, E. (2009). Organizational justice perceptions as predictor of job satisfaction and organization commitment. International Journal of Business and Management, 4, 145–154. https://doi.org/10.5539/ijbm.v4n9p145

  • *Ball, G. A., Trevino, L. K., & Sims Jr, H. P. (1993). Justice and organizational punishment: Attitudinal outcomes of disciplinary events. Social Justice Research, 6, 39–67. https://doi.org/10.1007/BF01048732

  • *Ball, G. A., Trevino, L. K., & Sims, H. P. (1994). Just and unjust punishment: Influences on subordinate performance and citizenship. Academy of Management Journal, 37, 299–322. https://doi.org/10.2307/256831

  • *Basar, U., & Sigri, Ü. (2015). Effects of teachers’ organizational justice perceptions on intention to quit: Mediation role of organizational identification. Educational Sciences: Theory and Practice, 15, 45–59.

  • *Begley, T. M., Lee, C., Fang, Y., & Li, J. (2002). Power distance as a moderator of the relationship between justice and employee outcomes in a sample of Chinese employees. Journal of Managerial Psychology, 17, 692–711. https://doi.org/10.1108/02683940210450493

  • *Begley, T. M., Lee, C., & Hui, C. (2006). Organizational level as a moderator of the relationship between justice perceptions and work-related reactions. Journal of Organizational Behavior, 27, 705–721. https://doi.org/10.1002/job.388.

  • *Bennett, N., & Martin, C. L. (1996). The role of justice judgments in explaining the relationship between job satisfaction and organizational commitment. Group & Organization Management, 21, 84–104. https://doi.org/10.1177/1059601196211005.

  • *Bettencourt, L. A., & Brown, S. W. (1997). Contact employees: Relationships among workplace fairness, job satisfaction and prosocial service behaviors. Journal of Retailing, 73, 39–61. https://doi.org/10.1016/S0022-4359(97)90014-2.

  • *Bettencourt, L. A., Brown, S. W., & MacKenzie, S. B. (2005). Customer-oriented boundary-spanning behaviors: Test of a social exchange model of antecedents. Journal of Retailing, 81, 141–157. https://doi.org/10.1016/j.jretai.2005.03.004.

  • *Bhal, K. T. (2006). LMX-citizenship behavior relationship: Justice as a mediator. Leadership & Organization Development Journal, 27, 106–117. https://doi.org/10.1108/01437730610646615.

  • *Bibby, C. L. (2008). Should I stay or should I leave? Perceptions of age discrimination, organizational justice, and employee attitudes on intentions to leave. Journal of Applied Management and Entrepreneurship, 13, 63–86.

  • *Bies, R. J., & Tyler, T. R. (1993). The “litigation mentality” in organizations: A test of alternative psychological explanations. Organization Science, 4, 352–366. https://doi.org/10.1287/orsc.4.3.352.

  • *Bies, R. J., Martin, C. L., & Brockner, J. (1993). Just laid off, but still a “good citizen?” Only if the process is fair. Employee Responsibilities and Rights Journal, 6, 227–238. https://doi.org/10.1007/BF01419446

  • *Biswas, S., Varma, A., & Ramaswami, A. (2013). Linking distributive and procedural justice to employee engagement through social exchange: A field study in India. The International Journal of Human Resource Management, 24, 1570–1587. https://doi.org/10.1080/09585192.2012.725072.

  • *Blader, S. L., & Tyler, T. R. (2009). Testing and extending the group engagement model: Linkages between social identity, procedural justice, economic outcomes, and extrarole behavior. Journal of Applied Psychology, 94, 445–464. https://doi.org/10.1037/a0013935

  • *Blau, G., & Andersson, L. (2005). Testing a measure of instigated workplace incivility. Journal of Occupational and Organizational Psychology, 78, 595–614. https://doi.org/10.1348/096317905X26822

  • *Blau, G., Surges Tatum, D., & Ward-Cook, K. (2003). Correlates of work exhaustion for medical technologists. Journal of Allied Health, 32, 148–157.

  • *Brashear, T. G., Brooks, C. M., & Boles, J. S. (2004). Distributive and procedural justice in a sales force context: Scale development and validation. Journal of Business Research, 57, 86–93. https://doi.org/10.1016/S0148-2963(02)00288-6.

  • *Brashear, T. G., Manolis, C., & Brooks, C. M. (2005). The effects of control, trust, and justice on salesperson turnover. Journal of Business Research, 58, 241–249. https://doi.org/10.1016/S0148-2963(03)00134-6.

  • *Brimecombe, M. J. (2012). An exploratory investigation of the predictors of counterproductive work behaviors among major league baseball employees (Order No. 3539769). Available from ABI/INFORM Collection; ProQuest Dissertations & Theses A&I. (1095739522).

  • *Brooks, A. L. (1997). The role of organizational justice in mediating the relationship between quality programs and work outcomes. (Doctoral dissertation). Temple University, Philadelphia, PA.

  • *Brotheridge, C. M. (2003). The role of fairness in mediating the effects of voice and justification on stress and other outcomes in a climate of organizational change. International Journal of Stress Management, 10, 253–268. https://doi.org/10.1037/1072-5245.10.3.253

  • *Burney, L. L., Henle, C. A., & Widener, S. K. (2009). A path model examining the relations among strategic performance measurement system characteristics, organizational justice, and extra-and in-role performance. Accounting, Organizations and Society, 34, 305–321. https://doi.org/10.1016/j.aos.2008.11.002.

  • *Burton, J. P., Sablynski, C. J., & Sekiguchi, T. (2008). Linking justice, performance, and citizenship via leader–member exchange. Journal of Business and Psychology, 23, 51–61. https://doi.org/10.1007/s10869-008-9075-z.

  • *Byrne, Z. S. (2001). Effects of perceptions of organizational justice, identification, and support on outcomes within work teams. (Doctoral dissertation). Colorado State University, Fort Collins, CO.

  • *Campbell, N. S., Perry, S. J., Maertz, C. P., Allen, D. G., & Griffeth, R. W. (2013). All you need is… resources: The effects of justice and support on burnout and turnover. Human Relations, 66, 759–782. https://doi.org/10.1177/0018726712462614.

  • *Chegini, M. G. (2009). The relationship between organizational justice and organizational citizenship behavior. American Journal of Economics and Business Administration, 1, 173–176. https://doi.org/10.3844/ajebasp.2009.173.176

  • *Chen, C. C., Choi, J., & Chi, S. C. (2002). Making justice sense of local-expatriate compensation disparity: Mitigation by local referents, ideological explanations, and interpersonal sensitivity in China-foreign joint ventures. Academy of Management Journal, 45, 807–817. https://doi.org/10.5465/3069313

  • *Chen, H. C., Chu, C. I., Wang, Y. H., & Lin, L. C. (2008). Turnover factors revised: A longitudinal study of Taiwan-based staff nurses. International Journal of Nursing Studies, 45, 277–285. https://doi.org/10.1016/j.ijnurstu.2006.08.010.

  • *Chen, Y. J., Lin, C. C., Tung, Y. C., & Ko, Y. (2008). Associations of organizational justice and ingratiation with organizational citizenship behavior: The beneficiary perspective. Social Behavior and Personality: An International Journal, 36, 289–302. https://doi.org/10.2224/sbp.2008.36.3.289.

  • *Chen, Z.J., Zhang, X., Leung, K., & Zhou, F. (2010). Exploring the interactive effect of time control and justice perception on job attitudes. The Journal of Social Psychology, 150, 181–197. https://doi.org/10.1080/00224540903366636.

  • *Cheng, A. L., Kelly, P. J., Carlson, K., & Witt, J. (2014). The intention of advanced practice registered nurses to remain in positions at family planning clinics serving low-income women. Journal of Professional Nursing, 30, 72–79. https://doi.org/10.1016/j.profnurs.2012.12.013.

  • *Chernyak-Hai, L. C., & Tziner, A. (2014). Relationships between counterproductive work behavior, perceived justice and climate, occupational status, and leader-member exchange. Journal of Work and Organizational Psychology, 30, 1–12. https://doi.org/10.5093/tr2014a1.

  • *Cheung, M. F. Y., & Law, M. C. C. (2008). Relationships of organizational justice and organizational identification: The mediating effects of perceived organizational support in Hong Kong. Asia Pacific Business Review, 14, 213–231. https://doi.org/10.1080/13602380701430879.

  • *Chiaburu, D. S., & Lim, A. (2008). Manager trustworthiness or interactional justice? Predicting organizational citizenship behaviors. Journal of Business Ethics, 83, 453–467. https://doi.org/10.1007/s10551-007-9631-x

  • *Choi, J. (2008). Event justice perceptions and employees’ reactions: Perceptions of social entity justice as a moderator. Journal of Applied Psychology, 93, 513–528. https://doi.org/10.1037/0021-9010.93.3.513

  • *Choi, J., & Chen, C. C. (2007). The relationships of distributive justice and compensation system fairness to employee attitudes in international joint ventures. Journal of Organizational Behavior, 28, 687–703. https://doi.org/10.1002/job.438

  • *Chory, R. M., & Hubbell, A. P. (2008). Organizational justice and managerial trust as predictors of antisocial employee responses. Communication Quarterly, 56, 357–375. https://doi.org/10.1080/01463370802448121.

  • *Cloutier, J., & Vilhuber, L. 2008. Procedural justice criteria in salary determination. Journal of Managerial Psychology, 23, 713–740. https://doi.org/10.1108/02683940810894765.

  • *Cobb, A. T., & Lau, R. S. (2015). Trouble at the next level: Effects of differential leader–member exchange on group-level processes and justice climate. Human Relations, 68, 1437–1459. https://doi.org/10.1177/0018726714557873.

  • *Cohen, A., & Keren, D. (2008). Individual values and social exchange variables: Examining their relationship to and mutual effect on in-role performance and organizational citizenship behavior. Group & Organization Management, 33, 425–452. https://doi.org/10.1177/1059601108321823.

  • *Cohen, A., & Kol, Y. (2004). Professionalism and organizational citizenship behavior: An empirical examination among Israeli nurses. Journal of Managerial Psychology, 19, 386–405. https://doi.org/10.1108/02683940410537945.

  • *Cole, M. S., Bernerth, J. B., Walter, F., & Holt, D. T. (2010). Organizational justice and individuals’ withdrawal: Unlocking the influence of emotional exhaustion. Journal of Management Studies, 47, 367–390. https://doi.org/10.1111/j.1467-6486.2009.00864.x

  • *Colquitt, J. A. (2001). On the dimensionality of organizational justice: A construct validation of a measure. Journal of Applied Psychology, 86, 386–400. https://doi.org/10.1037/0021-9010.86.3.386

  • *Colquitt, J. A., LePine, J. A., Piccolo, R. F., Zapata, C. P., & Rich, B. L. (2012). Explaining the justice–performance relationship: Trust as exchange deepener or trust as uncertainty reducer? Journal of Applied Psychology, 97, 1–15. https://doi.org/10.1037/a0025208

  • *Conn, S. J. (2004). Across the miles: Exploring the relationship between perceptions of trust and perceptions of organizational justice in a geographically dispersed organization. (Doctoral dissertation). Gonzaga University, Spokane, WA.

  • *Cropanzano, R., Prehar, C. A., & Chen, P. Y. (2002). Using social exchange theory to distinguish procedural from interactional justice. Group & Organization Management, 27, 324–351. https://doi.org/10.1177/1059601102027003002.

  • *Dai, Y. D., Dai, Y. Y., Chen, K. Y., & Wu, H. C. (2013). Transformational vs transactional leadership: Which is better? A study on employees of international tourist hotels in Taipei City. International Journal of Contemporary Hospitality Management, 25, 760–778. https://doi.org/10.1108/IJCHM-Dec-2011-0223

  • *Daly, J. P., & Geyer, P. D. (1994). The role of fairness in implementing large-scale change: Employee evaluations of process and outcome in seven facility relocations. Journal of Organizational Behavior, 15, 623–638. https://doi.org/10.1002/job.4030150706

  • *Daly, P. S., DuBose, P. B., Owyar-Hosseini, M. M., Baik, K., & Stark, E. M. (2014). Antecedents of organizational citizenship behavior in a sample of Korean manufacturing employees. International Journal of Cross Cultural Management, 15, 27–50. https://doi.org/10.1177/1470595814552740.

  • *Davy, J. A., Kinicki, A. J., & Scheck, C. L. (1991). Developing and testing a model of survivor responses to layoffs. Journal of Vocational Behavior, 38, 302–317. https://doi.org/10.1016/0001-8791(91)90032-H.

  • *De Cremer, D. (2005). Procedural and distributive justice effects moderated by organizational identification. Journal of Managerial Psychology, 20, 4–13. https://doi.org/10.1108/02683940510571603.

  • *De Cremer, D., Brockner, J., Fishman, A., van Dijke, M., van Olffen, W., & Mayer, D. M. (2010). When do procedural fairness and outcome fairness interact to influence employees’ work attitudes and behaviors? The moderating effect of uncertainty. Journal of Applied Psychology, 95, 291–304. https://doi.org/10.1037/a0017866

  • *De Cremer, D., van Dijke, M., & Bos, A. (2004). Distributive justice moderating the effects of self-sacrificial leadership. Leadership & Organization Development Journal, 25, 466–475. https://doi.org/10.1108/01437730410544773.

  • *Deckop, J. R., Mangel, R., & Cirka, C. C. (1999). Getting more than you pay for: Organizational citizenship behavior and pay-for-performance plans. Academy of Management Journal, 42, 420–428. https://doi.org/10.5465/257012.

  • *DeConinck, J. B. (2010). The effect of organizational justice, perceived organizational support, and perceived supervisor support on marketing employees’ level of trust. Journal of Business Research, 63, 1349–1355. https://doi.org/10.1016/j.jbusres.2010.01.003.

  • *DeConinck, J. B., & Johnson, J. T. (2009). The effects of perceived supervisor support, perceived organizational support, and organizational justice on turnover among salespeople. Journal of Personal Selling and Sales Management, 29, 333–350. https://doi.org/10.2753/PSS0885-3134290403.

  • *Devonish, D., & Greenidge, D. (2010). The effect of organizational justice on contextual performance, counterproductive work behaviors, and task performance: Investigating the moderating role of ability-based emotional intelligence. International Journal of Selection and Assessment, 18, 75–86. https://doi.org/10.1111/j.1468-2389.2010.00490.x.

  • *DeWitt, R., Trevino, L. K., & Mollica, K. A. (1998). The influence of eligibility on employees’ reactions to voluntary workforce reductions. Journal of Management, 24, 593–613. https://doi.org/10.1016/S0149-2063(99)80075-0.

  • *Dude, D. J. (2012). Organizational commitment of principals: The effects of job autonomy, empowerment, and distributive justice. (Doctoral dissertation). The University of Iowa, Iowa City, Iowa.

  • *Dulebohn, J. H., & Martocchio, J. J. (1998). Employee perceptions of the fairness of work group incentive pay plans. Journal of Management, 24, 469–488. https://doi.org/10.1016/S0149-2063(99)80069-5.

  • *Edwards, S. W. (2010). The mediating effects of trust, communication, satisfaction, and withdrawal behavior on the relationship between justice and outcome acceptability (Doctoral dissertation). Retrieved from ProQuest Dissertation & Theses database. (UMI No. 3405874).

  • *Ehrhardt, K., Shaffer, M., Chiu, W. C., & Luk, D. M. (2012). ‘National’ identity, perceived fairness and organizational commitment in a Hong Kong context: A test of mediation effects. The International Journal of Human Resource Management, 23, 4166–4191. https://doi.org/10.1080/09585192.2012.655759.

  • *Elamin, A. M., & Tlaiss, H. A. (2015). Exploring the relationship between organizational citizenship behavior and organizational justice in the Islamic Saudi Arabian context. Employee Relations, 37, 2–29. https://doi.org/10.1108/ER-03-2014-0033

  • *Elanain, H. M. A. (2009). Job characteristics, work attitudes and behaviors in a non-western context: Distributive justice as a mediator. Journal of Management Development, 28, 457–477. https://doi.org/10.1108/02621710910955985

  • *Elicker, J. D., Levy, P. E., & Hall, R. J. (2006). The role of leader-member exchange in the performance appraisal process. Journal of Management, 32, 531–551. https://doi.org/10.1177/0149206306286622.

  • *Erdogan, B., & Liden, R. C. (2006). Collectivism as a moderator of responses to organizational justice: Implications for leader-member exchange and ingratiation. Journal of Organizational Behavior, 27, 1–17. https://doi.org/10.1002/job.365.

  • *Erdogan, B., Liden, R. C., & Kraimer, M. L. (2006). Justice and leader-member exchange: The moderating role of organizational culture. Academy of Management Journal, 49, 395–406. https://doi.org/10.5465/AMJ.2006.20786086.

  • *Farh, J. L., Earley, P. C., & Lin, S. C. (1997). Impetus for action: A cultural analysis of justice and organizational citizenship behavior in Chinese society. Administrative Science Quarterly, 42, 421–444. https://doi.org/10.2307/2393733.

  • *Farmer, S. J., Beehr, T. A., & Love, K. G. (2003). Becoming an undercover police officer: A note on fairness perceptions, behavior, and attitudes. Journal of Organizational Behavior, 24, 373–387. https://doi.org/10.1002/job.196.

  • *Fatt, C. K., Khin, E. W. S., & Heng, T. N. (2010). The impact of organizational justice on employees’ job satisfaction: The Malaysian companies perspectives. American Journal of Economics and Business Administration, 2, 56–63. https://doi.org/10.3844/ajebasp.2010.56.63.

  • *Fein, E. C., Tziner, A., Lusky, L., & Palachy, O. (2013). Relationships between ethical climate, justice perceptions, and LMX. Leadership & Organization Development Journal, 34, 147–163. https://doi.org/10.1108/01437731311321913.

  • *Fields, D., Pang, M., & Chiu, C. (2000). Distributive and procedural justice as predictors of employee outcomes in Hong Kong. Journal of Organizational Behavior, 21, 547–562. https://doi.org/10.1002/1099-1379(200008)21:5%3C547::AID-JOB41%3E3.0.CO;2-I

  • *Flaherty, K. E., & Pappas, J. M. (2000). The role of trust in salesperson–sales manager relationships. Journal of Personal Selling & Sales Management, 20, 271–278. https://doi.org/10.1080/08853134.2000.10754247.

  • *Foley, S., Kidder, D. L., & Powell, G. N. (2002). The perceived glass ceiling and justice perceptions: An investigation of Hispanic law associates. Journal of Management, 28, 471–496. https://doi.org/10.1177/014920630202800401.

  • *Foley, S., Hang-yue, N., & Wong, A. (2005). Perceptions of discrimination and justice: Are there gender differences in outcomes? Group and Organization Management, 30, 421–450. https://doi.org/10.1177/1059601104265054.

  • *Folger, R., & Konovsky, M. A. (1989). Effects of procedural and distributive justice on reactions to pay raise decisions. Academy of Management Journal, 32, 115–130. https://doi.org/10.2307/256422.

  • *Fox, S., Spector, P. E., & Miles, D. (2001). Counterproductive work behavior (CWB) in response to job stressors and organizational justice: Some mediator and moderator tests for autonomy and emotions. Journal of Vocational Behavior, 59, 291–309. https://doi.org/10.1006/jvbe.2001.1803.

  • *Frenkel, S., Restubog, S. L. D., & Bednall, T. (2012). How employee perceptions of HR policy and practice influence discretionary work effort and co-worker assistance: Evidence from two organizations. The International Journal of Human Resource Management, 23, 4193–4210. https://doi.org/10.1080/09585192.2012.667433.

  • *Fryxell, G. E., & Gordon, M. E. (1989). Workplace justice and job satisfaction as predictors of satisfaction with union and management. Academy of Management Journal, 32, 851–866. https://doi.org/10.2307/256571

  • *Gaudet, M. C., Tremblay, M., & Doucet, O. (2014). Exploring the black box of the contingent reward leadership–performance relationship: The role of perceived justice and emotional exhaustion. European Journal of Work and Organizational Psychology, 23, 897–914. https://doi.org/10.1080/1359432X.2013.817056.

  • *Gelens, J., Hofmans, J., Dries, N. and Pepermans, R. (2014), Talent management and organisational justice: Employee reactions to high potential identification. Human Resource Management Journal, 24, 159–175. https://doi.org/10.1111/1748-8583.12029

  • *George, J. M. (1991). State or trait: Effects of positive mood on prosocial behaviors at work. Journal of Applied Psychology, 76, 299–307. https://doi.org/10.1037/0021-9010.76.2.299

  • *Giles, W. F., Findley, H. M., & Feild, H. S. (1997). Procedural fairness in performance appraisal: Beyond the review session. Journal of Business and Psychology, 11, 493–506. https://doi.org/10.1007/BF02195894

  • *Gordon, M. E., & Bowlby, R. L. (1988). Propositions about grievance settlements: Finally, consultation with grievants. Personnel Psychology, 41, 107–123. https://doi.org/10.1111/j.1744-6570.1988.tb00634.x.

  • *Greenberg, J. (1994). Using socially fair treatment to promote acceptance of a work site smoking ban. Journal of Applied Psychology, 79, 288–297. https://doi.org/10.1037/0021-9010.79.2.288

  • *Greenberg, L., & Barling, J. (1999). Predicting employee aggression against coworkers, subordinates and supervisors: The roles of person behaviors and perceived workplace factors. Journal of Organizational Behavior, 20, 897–913. https://doi.org/10.1002/(SICI)1099-1379(199911)20:6%3C897::AID-JOB975%3E3.0.CO;2-Z

  • *Haar, J. M., & Spell, C. S. (2009). How does distributive justice affect work attitudes? The moderating effects of autonomy. The International Journal of Human Resource Management, 20, 1827–1842. https://doi.org/10.1080/09585190903087248

  • *Hamilton, V. L. (2000). (In)justice in waiting: Russian officers’ organizational commitment and mental distress during downsizing. Journal of Applied Social Psychology, 30, 1995–2027. https://doi.org/10.1111/j.1559-1816.2000.tb02421.x.

  • *Handlon, R. L. (2009). The departure of the insurance agent: The impact organizational commitment, organizational justice, and job satisfaction have on intent to leave in the insurance industry (Doctoral dissertation). Retrieved from ProQuest Dissertation & Theses database. (UMI No. 3369555).

  • *Harris, K. J., Andrews, M. C., & Kacmar, K. M. (2007). The moderating role of justice on the relationship between organizational politics and workplace attitudes. Journal of Business and Psychology, 22, 135–144. https://doi.org/10.1007/s10869-007-9054-9.

  • *Harvey, S., & Haines, V. Y., III. (2005). Employer treatment of employees during a community crisis: The role of procedural and distributive justice. Journal of Business and Psychology, 20, 53–68. https://doi.org/10.1007/s10869-005-6983-z.

  • *Hassan, S. (2010). Fair treatment, job involvement, and turnover intention of professional employees in government: The importance of organizational identification as a mediator (Doctoral dissertation). Retrieved from ProQuest Dissertation & Theses database. (UMI No. 3412865).

  • *Hassan, A., & Hashim, J. (2011). Role of organizational justice in determining work outcomes of national and expatriate academic staff in Malaysia. International Journal of Commerce and Management, 21, 82–93. https://doi.org/10.1108/10569211111111711.

  • *Hausknecht, J. P., Sturman, M. C., & Roberson, Q. M. (2011). Justice as a dynamic construct: Effects of individual trajectories on distal work outcomes. Journal of Applied Psychology, 96, 872–880. https://doi.org/10.1037/a0022991

  • *Haynie, J. J., Cullen, K. L., Lester, H. F., Winter, J., & Svyantek, D. J. (2014). Differentiated leader–member exchange, justice climate, and performance: Main and interactive effects. The Leadership Quarterly, 25, 912–922. https://doi.org/10.1016/j.leaqua.2014.06.007.

  • *Haynie, J. J., Mossholder, K. W., & Harris, S. G. (2016 ). Justice and job engagement: The role of senior management trust. Journal of Organizational Behavior, 37, 889–910. https://doi.org/10.1002/job.2082.

  • *Hemdi, M. A., & Nasurdin, A. M. (2008). Investigating the influence of organizational justice on hotel employees’ OCB intentions and turnover intentions. Journal of Human Resources in Hospitality and Tourism, 7, 1–23. https://doi.org/10.1300/J171v07n01_01.

  • *Hendrix, W. H., Robbins, T., Miller, J., & Summers, T. P. (1998). Effects of procedural and distributive justice on factors predictive of turnover. Journal of Social Behavior & Personality, 13, 611–632.

  • *Henle, C. A. (2005). Predicting workplace deviance from the interaction between organizational justice and personality. Journal of Managerial Issues, 17, 247–263.

  • *Heslin, P.A., & VandeWalle, D. (2011). Performance appraisal procedural justice: The role of a manager’s implicit person theory. Journal of Management, 37, 1694–1718. https://doi.org/10.1177/0149206309342895.

  • *Holtz, B. C., & Harold, C. M. (2009). Fair today, fair tomorrow? A longitudinal investigation of overall justice perceptions. Journal of Applied Psychology, 94, 1185–1199. https://doi.org/10.1037/a0015900

  • *Holtz, B. C., & Harold, C. M. (2013). Effects of leadership consideration and structure on employee perceptions of justice and counterproductive work behavior. Journal of Organizational Behavior, 34, 492–519. https://doi.org/10.1002/job.1825.

  • *Hom, P. W., Griffeth, R. W., & Sellaro, C. L. (1984). The validity of Mobley’s (1977) model of employee turnover. Organizational Behavior & Human Performance, 34, 141–174. https://doi.org/10.1016/0030-5073(84)90001-1.

  • *Hon, A. H., & Lu, L. (2013). Be good for love or for money? The roles of justice in the Chinese hotel industry. International Journal of Contemporary Hospitality Management, 25, 883–902. https://doi.org/10.1108/IJCHM-09-2012-0174.

  • *Hopkins, S. M., & Weathington, B. L. (2006). The relationship between justice perceptions, trust, and employee attitudes in a downsized organization. Journal of Psychology: Interdisciplinary and Applied, 140, 477–498. https://doi.org/10.3200/JRLP.140.5.477-498.

  • *Hornung, S. (2010). Alienation matters: Validity and utility of Etzioni’s theory of commitment in explaining prosocial organizational behavior. Social Behavior and Personality: An International Journal, 38, 1081–1096. https://doi.org/10.2224/sbp.2010.38.8.1081.

  • *Imazai, K. I., & Ohbuchi, K. I. (2002). Conflict resolution and procedural fairness in Japanese work organizations. Japanese Psychological Research, 44, 107–112. https://doi.org/10.1111/1468-5884.00012.

  • *Ince, M. & Gul, H. (2011). The effect of employees’ perceptions of organizational justice on organizational citizenship behavior: An application in Turkish public institutions. International Journal of Business and Management, 6, 134–149. https://doi.org/10.5539/ijbm.v6n6p134.

  • *Iyer, V. V. (2011). Understanding turnover intentions and behavior of Indian information systems professionals: A study of organizational justice, job satisfaction and social norms (Order No. 3489449). Available from ABI/INFORM Collection; ProQuest Dissertations & Theses A&I.

  • *Janssen, O. (2001). Fairness perceptions as a moderator in the curvilinear relationships between job demands, and job performance and job dissatisfaction. Academy of Management Journal, 44, 1039–1050. https://doi.org/10.2307/3069447.

  • *Janssen, O., Lam, C.K., & Huang, X. (2010). Emotional exhaustion and job performance: The moderating roles of distributive justice and positive effect. Journal of Organizational Behavior, 31, 787–809. https://doi.org/10.1002/job.614.

  • *Jiang, Z., Gollan, P. J., & Brooks, G. (2015). Moderation of doing and mastery orientations in relationships among justice, commitment, and trust: A cross-cultural perspective. Cross Cultural Management, 22, 42–67. https://doi.org/10.1108/CCM-02-2014-0021.

  • *Johnson, J. S. (2003). Employees’ justice perceptions of performance appraisal systems: Attitudinal, behavioral, and performance consequences. (Doctoral dissertation). Portland State University, Portland, OR.

  • *Johnson, R. E., & Chang, C. H. (2008). Relationships between organizational commitment and its antecedents: Employee self-concept matters. Journal of Applied Social Psychology, 38, 513–541. https://doi.org/10.1111/j.1559-1816.2008.00315.x.

  • *Johnson, R. E., Selenta, C., & Lord, R. G. (2006). When organizational justice and the self-concept meet: Consequences for the organization and its members. Organizational Behavior and Human Decision Processes, 99, 175–201. https://doi.org/10.1016/j.obhdp.2005.07.005.

  • *Johnson, R. M. (2008). Moderators of the relationship between organizational injustice and employee stress (Doctoral dissertation). Retrieved from ProQuest Dissertation & Theses database. (UMI No. 3346428).

  • *Johnson, S. K., Holladay, C. L., & Quinones, M. A. (2009). Organizational citizenship behavior in performance evaluations: Distributive justice or injustice? Journal of Business Psychology, 24, 409–418. https://doi.org/10.1007/s10869-009-9118-0

  • *Jones, D. A. (2009). Getting even with one’s supervisor and one's organization: Relationships among types of injustice, desires for revenge, and counterproductive work behaviors. Journal of Organizational Behavior, 30, 525–542. https://doi.org/10.1002/job.563.

  • *Jones, D. A., & Martens, M. L. (2009). The mediating role of overall fairness and the moderating role of trust certainty in justice—criteria relationships: The formation and use of fairness heuristics in the workplace. Journal of Organizational Behavior, 30, 1025–1051. https://doi.org/10.1002/job.577.

  • *Jones, D. A., & Skarlicki, D. P. (2003). The relationship between perceptions of fairness and voluntary turnover among retail employees. Journal of Applied Social Psychology, 33, 1226–1243. https://doi.org/10.1111/j.1559-1816.2003.tb01947.x.

  • *Judge, T. A., & Colquitt, J. A. (2004). Organizational justice and stress: The mediating role of work-family conflict. Journal of Applied Psychology, 89, 395–404. https://doi.org/10.1037/0021-9010.89.3.395

  • *Kaneshiro, P. (2008). Analyzing the organizational justice, trust, and commitment relationship in a public organization (Doctoral dissertation). Retrieved from ProQuest Dissertation & Theses database. (UMI No. 3299220).

  • *Kang, D. S. (2004). The impact of organizational justice and leader-member exchange quality on motivation to participate in training: Centered on the mediating effect of employees’ perceived benefits of training (Doctoral dissertation). Retrieved from ProQuest Dissertation & Theses database.

  • *Karatepe, O. M., & Shahriari, S. (2014). Job embeddedness as a moderator of the impact of organisational justice on turnover intentions: A study in Iran. International Journal of Tourism Research, 16, 22–32. https://doi.org/10.1002/jtr.1894.

  • *Karim, J. (2009). Justice-turnover relationship: Commitment as a mediator. The ICFAI University Journal of Organizational Behavior, 8, 7–27.

  • *Karriker, J. H. (2005). Organizational justice and organizational citizenship behavior: A mediated multi-foci model. (Doctoral dissertation). Virginia Commonwealth University, Richmond, VA.

  • *Karriker, J. H., & Williams, M. L. (2009). Organizational justice and organizational citizenship behavior: A mediated multifoci model. Journal of Management, 35, 112–135. https://doi.org/10.1177/0149206307309265.

  • *Khan, A. K., Quratulain, S., & Crawshaw, J. R. (2013). The mediating role of discrete emotions in the relationship between injustice and counterproductive work behaviors: A study in Pakistan. Journal of Business and Psychology, 28, 49–61. https://doi.org/10.1007/s10869-012-9269-2.

  • *Khan, A. K., Quratulain, S., & M Bell, C. (2014). Episodic envy and counterproductive work behaviors: Is more justice always good?. Journal of Organizational Behavior, 35, 128–144. https://doi.org/10.1002/job.1864.

  • *Khan, K., Abbas, M., Gul, A., & Raja, U. (2015). Organizational justice and job outcomes: Moderating role of Islamic work ethic. Journal of Business Ethics, 126, 235–246. https://doi.org/10.1007/s10551-013-1937-2.

  • *Kidwell, R. E., Jr., & Bennett, N. (1994). Employee reactions to electronic control systems: The role of procedural fairness. Group & Organization Management, 19, 203–218. https://doi.org/10.1177/1059601194192006.

  • *Kim, W., Ok, C., & Lee, M. J. (2009). Antecedents of service employees’ organizational citizenship behaviors in full-service restaurants in Korea. Cornell Hospitality Quarterly, 50, 180–197. https://doi.org/10.1177/1938965509331922.

  • *Klendauer, R., & Deller, J. (2009). Organizational justice and managerial commitment in corporate mergers. Journal of Managerial Psychology, 24, 29–45. https://doi.org/10.1108/02683940910922528.

  • *Kohlmeyer III, J. M., Mahenthiran, S., Parker, R. J., & Sincich, T. (2014). Leadership, budget participation, budgetary fairness, and organizational commitment. In D. B. Schmitt (Eds.), Advances in accounting behavioral research (Vol 17, pp. 95–118). Emerald Group Publishing Limited. https://doi.org/10.1108/S1475-148820140000017003.

  • *Konovsky, M. A., & Cropanzano, R. (1991). Perceived fairness of employee drug testing as a predictor of employee attitudes and job performance. Journal of Applied Psychology, 76, 698–707. https://doi.org/10.1037/0021-9010.76.5.698

  • *Konovsky, M. A., Folger, R., & Cropanzano, R. (1987). Relative effects of procedural and distributive justice on employee attitudes. Representative Research in Social Psychology, 17, 15–24.

  • *Konovsky, M. A., & Pugh, S. D. (1994). Citizenship behavior and social exchange. Academy of Management Journal, 37, 656–669. https://doi.org/10.2307/256704.

  • *Korsgaard, M. A., & Roberson, L. (1995). Procedural justice in performance evaluation: The role of instrumental and non-instrumental voice in performance appraisal discussions. Journal of Management, 21, 657–669. https://doi.org/10.1016/0149-2063(95)90004-7.

  • *Krischer, M. M., Penney, L. M., & Hunter, E. M. (2010). Can counterproductive work behaviors be productive? CWB as emotion-focused coping. Journal of Occupational Health Psychology, 15, 154–166. https://doi.org/10.1037/a0018349

  • *Kuvaas, B. (2006). Work performance, affective commitment, and work motivation: The roles of pay administration and pay level. Journal of Organizational Behavior, 27, 365–385. https://doi.org/10.1002/job.377.

  • *Kwak, A. (2006). The relationships of organizational injustice with employee burnout and counterproductive work behaviors: Equity sensitivity as a moderator. (Doctoral dissertation). Central Michigan University, Mt. Pleasant, MI.

  • *Kwak, W. J. (2011). Multi-level investigation of empowering leadership, leader-member exchange, and subordinate empowerment (Doctoral dissertation). Purdue University, West Lafayette, IN.

  • *Kwon, S. W., Kim, M. S., Kang, S. C., & Kim, M. H. (2008). Employee reactions to gainsharing under seniority pay systems: The mediation effects of distributive, procedural, and interactional justice. Human Resource Management, 47, 757–776. https://doi.org/10.1002/hrm.20243.

  • *Kyei-Poku, I. A. (2009). Toward a better understanding of fairness in the workplace: The role of psychological uncertainty and burnout (Doctoral dissertation). Retrieved from Library and Archives Canada. (ISBN No. 978-0-494-73514-5).

  • *Lam, S. S. K., Schaubroeck, J., & Aryee, S. (2002). Relationship between organizational justice and employee work outcomes: A cross-national study. Journal of Organizational Behavior, 23, 1–18. https://doi.org/10.1002/job.131.

  • *Lambert, E. (2003). The impact of organizational justice on correctional staff. Journal of Criminal Justice, 31, 155–168. https://doi.org/10.1016/S0047-2352(02)00222-2.

  • *Lambert, E. G., Cluse-Tolar, T., Pasupuleti, S., Hall, D. E., & Jenkins, M. (2005). The impact of distributive and procedural justice on social service workers. Social Justice Research, 18, 411–427. https://doi.org/10.1007/s11211-005-8568-4

  • *Lawson, K. J., Noblet, A. J., & Rodwell, J. J. (2009). Promoting employee wellbeing: The relevance of work characteristics and organizational justice. Health Promotion International, 24, 223–233. https://doi.org/10.1093/heapro/dap025.

  • *Lee, J. (2001). Leader-member exchange, perceived organizational justice, and cooperative communication. Management Communication Quarterly, 14, 574–589. https://doi.org/10.1177/0893318901144002.

  • *Lee, A. J. (2007). Organizational justice: A mediated model from individual well-being and social exchange theory perspectives. (Doctoral dissertation). Touro University International, Cypress, CA.

  • *Lee, C., & Farh, J. L. (1999). The effects of gender in organizational justice perception. Journal of Organizational Behavior, 20, 133–143. https://doi.org/10.1002/(SICI)1099-1379(199901)20:1%3C133::AID-JOB911%3E3.0.CO;2-%23

  • *Lee, C., Pillutla, M., & Law, K. S. (2000). Power-distance, gender, and organizational justice. Journal of Management, 26, 685–704. https://doi.org/10.1177/014920630002600405.

  • *Lee, D., Cho, B., Seo, J., Lee, K. P., & Choi, J. H. (2014). Discriminant and criterion-related validity of a relative deprivation scale in a merger and acquisition context. Psychological Reports, 114, 78–92. https://doi.org/10.2466/01.08.PR0.114k14w6.

  • *Leung, K., Smith, P. B., Wang, Z., & Sun, H. (1996). Job satisfaction in joint venture hotels in China: An organizational justice analysis. Journal of International Business Studies, 27, 947–962. https://doi.org/10.1057/palgrave.jibs.8490158

  • *Leung, K., Zhu, Y., & Ge, C. (2009). Compensation disparity between locals and expatriates: Moderating the effects of perceived injustice in foreign multinationals in China. Journal of World Business, 44, 85–93. https://doi.org/10.1016/j.jwb.2008.03.010.

  • *Li, Y., Xu, J., Tu, Y., & Lu, X. (2014). Ethical leadership and subordinates’ occupational well-being: A multi-level examination in China. Social Indicators Research, 116, 823–842. https://doi.org/10.1007/s11205-013-0321-z

  • *Liang, K.-G. (1999). Fairness in Chinese organizations. (Doctoral dissertation). Old Dominion University, Norfolk, VA.

  • *Liao-Troth, M A. (2001). Attitude differences between paid workers and volunteers. Nonprofit Management & Leadership, 11, 423–443. https://doi.org/10.1002/nml.11403.

  • *Liden, R. C., Wayne, S. J., Jaworski, R. A., & Bennett, N. (2004). Social loafing: A field investigation. Journal of Management, 30, 285–304. https://doi.org/10.1016/j.jm.2003.02.002.

  • *Lieberman, E. A. (2006). What’s fair is fair, or is it? The effects of merit-related managerial behaviors and organizational policies on organizational justice perceptions. (Doctoral dissertation). City University of New York, New York, NY.

  • *Lin, C. P., Hung, W. T., & Chiu, C. K. (2008). Being good citizens: Understanding a mediating mechanism of organizational commitment and social network ties in OCBs. Journal of Business Ethics, 81, 561–578. https://doi.org/10.1007/s10551-007-9528-8.

  • *Lipponen, J., Olkkonen, M. -E., & Myyry, L. (2004). Personal value orientation as a moderator in the relationships between perceived organizational justice and its hypothesized consequences. Social Justice Research, 17, 275–292. https://doi.org/10.1023/B:SORE.0000041294.68845.0f.

  • *Loi, R., Hang-Yue, N., & Foley, S. (2006). Linking employees’ justice perceptions to organizational commitment and intention to leave: The mediating role of perceived organizational support. Journal of Occupational and Organizational Psychology, 79, 101–120. https://doi.org/10.1348/096317905X39657.

  • *Loi, R., Yang, J., & Diefendorff, J. M. (2009). Four-factor justice and daily job satisfaction: A multilevel investigation. Journal of Applied Psychology, 94, 770–781. https://doi.org/10.1037/a0015714

  • *Lowe, R. H., & Vodanovich, S. J. (1995). A field study of distributive and procedural justice as predictors of satisfaction and organizational commitment. Journal of Business and Psychology, 10, 99–114. https://doi.org/10.1007/BF02249273

  • *Mansour-Cole, D. M., & Scott, S. G. (1998). Hearing it through the grapevine: The influence of source, leader-relations, and legitimacy on survivors’ fairness perceptions. Personnel Psychology, 51, 25–54. https://doi.org/10.1111/j.1744-6570.1998.tb00715.x.

  • *Martin, J. E., & Peterson, M. M. (1987). Two-tier wage structures: Implications for equity theory. Academy of Management Journal, 30, 297–315. https://doi.org/10.2307/256275.

  • *Masterson, S. S. (2001). A trickle-down model of organizational justice: Relating employees’ and customers’ perceptions of and reactions to fairness. Journal of Applied Psychology, 86, 594–604. https://doi.org/10.1037/0021-9010.86.4.594

  • *McCain-Chen, S.L., Tsai, H., Bellino, N. (2010). Organizational justice, employees’ ethical behavior, and job satisfaction in the casino industry. International Journal of Contemporary Hospitality Management, 22, 992–1009. https://doi.org/10.1108/09596111011066644.

  • *McFarlin, D. B., & Sweeney, P. D. (1992). Distributive and procedural justice as predictors of satisfaction with personal and organizational outcomes. Academy of Management Journal, 35, 626–637. https://doi.org/10.2307/256489.

  • *Miller, B. K., & Nicols, K. M. (2008). Politics and justice: A mediated moderation model. Journal of Managerial Issues, 20, 214–237.

  • *Mitchell, J. I., Gagné, M., Beaudry, A., & Dyer, L. (2012). The role of perceived organizational support, distributive justice and motivation in reactions to new information technology. Computers in Human Behavior, 28, 729–738. https://doi.org/10.1016/j.chb.2011.11.021.

  • *Moon, T. W., Hur, W. M., Ko, S. H., Kim, J. W., & Yoon, S. W. (2014). Bridging corporate social responsibility and compassion at work: Relations to organizational justice and affective organizational commitment. Career Development International, 19, 49–72. https://doi.org/10.1108/CDI-05-2013-0060.

  • *Moorman, R. H. (1991). Relationship between organizational justice and organizational citizenship behaviors: Do fairness perceptions influence employee citizenship? Journal of Applied Psychology, 76, 845–855. https://doi.org/10.1037/0021-9010.76.6.845

  • *Murphy, S M., Wayne, S. J., Liden, R. C., & Erdogan, B. (2003). Understanding social loafing: The role of justice perceptions and exchange relationships. Human Relations, 56, 61–84. https://doi.org/10.1177/0018726703056001450.

  • *Nadiri, H., & Tanova, C. (2010). An investigation of the role of justice in turnover intentions, job satisfaction, and organizational citizenship behavior in hospitality industry. International Journal of Hospitality Management, 29, 33–41. https://doi.org/10.1016/j.ijhm.2009.05.001.

  • *Nasurdin, A. M., & Khuan, S. L. (2011). Organizational justice, age, and performance connection in Malaysia. International Journal of Commerce and Management, 21, 273–290. https://doi.org/10.1108/10569211111165316.

  • *Netemeyer, R. G., Boles, J. S., McKee, D. O., & McMurrian, R. (1997). An investigation into the antecedents of organizational citizenship behaviors in a personal selling context. Journal of Marketing, 61, 85–98. https://doi.org/10.2307/1251791.

  • *Niehoff, B. P., & Moorman, R. H. (1993). Justice as a mediator of the relationship between methods of monitoring and organizational citizenship behavior. Academy of Management Journal, 36, 527–556. https://doi.org/10.2307/256591.

  • *Nikbin, D., Hyun, S. S., Iranmanesh, M., & Foroughi, B. (2014). Effects of perceived justice for coaches on athletes' trust, commitment, and perceived performance: A study of futsal and volleyball players. International Journal of Sports Science & Coaching, 9, 561–578. https://doi.org/10.1260/1747-9541.9.4.561.

  • *Ogilvie, J. R. (1986). The role of human resource management practices in predicting organizational commitment. Group & Organization Management, 11, 335–359. https://doi.org/10.1177/0364108286114003.

  • *Ohbuchi, K.-I., Suzuki, M., & Hayashi, Y. (2001). Conflict management and organizational attitudes among Japanese: Individual and group goals and justice. Asian Journal of Social Psychology, 4, 93–101. https://doi.org/10.1111/j.1467-839X.2001.00078.x.

  • *Olafsen, A. H., Halvari, H., Forest, J., & Deci, E. L. (2015). Show them the money? The role of pay, managerial need support, and justice in a self-determination theory model of intrinsic work motivation. Scandinavian Journal of Psychology, 56, 447–457. https://doi.org/10.1111/sjop.12211.

  • *Olkkonen, M.-E., & Lipponen, J. (2006). Relationships between organizational justice, identification with organization and work unit, and group-related outcome. Organizational Behavior and Human Decision Processes, 100, 202–215. https://doi.org/10.1016/j.obhdp.2005.08.007.

  • *Orth, M. S. (2002). Factors related to resistance and support of organizational change. (Doctoral dissertation). Colorado State University, Fort Collins, CO.

  • *Parker, C. P., Baltes, B. B., & Christiansen, N. D. (1997). Support for affirmative action, justice perceptions, and work attitudes: A study of gender and racial–ethnic group differences. Journal of Applied Psychology, 82, 376–389. https://doi.org/10.1037/0021-9010.82.3.376

  • *Paterson, J. M., & Cary, J. (2002). Organizational justice, change anxiety, and acceptance of downsizing: Preliminary tests of an AET-based model. Motivation and Emotion, 26, 83–103. https://doi.org/10.1023/A:1015146225215.

  • *Pellegrini, E. K. (2006). A cross-cultural investigation of the relations among organizational justice, paternalism, delegation and leader-member exchange (LMX) relationships. (Doctoral dissertation). University of Miami, Miami, FL.

  • *Pillai, R., Schriesheim, C. A., & Williams, E. S. (1999). Fairness perceptions and trust as mediators for transformational and transactional leadership: A two-sample study. Journal of Management, 25, 897–933. https://doi.org/10.1177/014920639902500606.

  • *Pillai, R., Williams, E. S., & Tan, J. J. (2001). Are the scales tipped in favor of procedural or distributive justice? An investigation of the US, India, Germany, and Hong Kong (China). International Journal of Conflict Management, 12, 312–332. https://doi.org/10.1108/eb022861.

  • *Ponnu, C. H., & Chuah, C. C. (2010). Organizational commitment, organizational justice and employee turnover in Malaysia. African Journal of Business Management, 4, 2676–2692.

  • *Poon, J. M. (2012). Distributive justice, procedural justice, affective commitment, and turnover intention: A mediation–moderation framework. Journal of Applied Social Psychology, 42, 1505–1532. https://doi.org/10.1111/j.1559-1816.2012.00910.x.

  • *Posthuma, R. A., Maertz, C. P., Jr., & Dworkin, J. B. (2007). Procedural justice’s relationship with turnover: Explaining past inconsistent findings. Journal of Organizational Behavior, 28, 381–398. https://doi.org/10.1002/job.427.

  • *Ramamoorthy, N., & Flood, P. C. (2004). Gender and employee attitudes: The role of organizational justice perceptions. British Journal of Management, 15, 247–258. https://doi.org/10.1111/j.1467-8551.2004.00417.x.

  • *Ramaswami, S. N., & Singh, J. (2003). Antecedents and consequences of merit pay fairness for industrial salespeople. Journal of Marketing, 67, 46–66. https://doi.org/10.1509/jmkg.67.4.46.18690.

  • *Rego, A., & Cunha, M. P. (2010). Organizational justice and citizenship behaviors: A study in the Portuguese cultural context. Applied Psychology: An International Review, 59, 404–430. https://doi.org/10.1111/j.1464-0597.2009.00405.x.

  • *Ren, R. (2007). Quality of supervisor-subordinate relationship, cultural values, and organizational justice (Doctoral dissertation). Retrieved from ProQuest Dissertation & Theses database. (UMI No. 3296523).

  • *Robbins, T. L., Summers, T. P., & Miller, J. L. (2000). Intra- and inter-justice relationships: Assessing the direction. Human Relations, 53, 1329–1355. https://doi.org/10.1177/a014107.

  • *Roch, S. G., & Shanock, L. R. (2006). Organizational justice in an exchange framework: Clarifying organizational justice distinctions. Journal of Management, 32, 299–322. https://doi.org/10.1177/0149206305280115.

  • *Rodwell, J. J., & Fernando, J. W. (2015). Improving employee outcomes among an often-neglected occupational group in healthcare: Stimulating work and job control keep hospital administrators happy. International Journal of Stress Management, 22, 395–419. https://doi.org/10.1037/a0039358

  • *Rodwell, J., Flower, R., & Demir, D. (2015). Occupational power differentiates employee impacts under continuing change. Journal of Organizational Change Management, 28, 656–668. https://doi.org/10.1108/JOCM-11-2013-0227.

  • *Scandura, T. A. (1997). Mentoring and organizational justice: An empirical investigation. Journal of Vocational Behavior, 51, 58–69. https://doi.org/10.1006/jvbe.1997.1588.

  • *Scarpello, V., & Jones, F. F. (1996). Why justice matters in compensation decision making. Journal of Organizational Behavior, 17, 285–299. https://doi.org/10.1002/(SICI)1099-1379(199605)17:3%3C285::AID-JOB750%3E3.0.CO;2-0

  • *Schilpzand, M. C., Martins, L. L., Kirkman, B. L., Lowe, K. B., & Chen, Z. X. (2013). The relationship between organizational justice and organizational citizenship behaviour: The role of cultural value orientations. Management and Organization Review, 9, 345–374. https://doi.org/10.1111/more.12014.

  • *Shapiro, D. L., Trevino, L. K., & Victor, B. (1995). Correlates of employee theft: A multi-dimensional justice perspective. International Journal of Conflict Management, 6, 404–414. https://doi.org/10.1108/eb022772.

  • *Shaw, J. D., & Gupta, N. (2001). Pay fairness and employee outcomes: Exacerbation and attenuation effects of financial need. Journal of Occupational and Organizational Psychology, 74, 299–320. https://doi.org/10.1348/096317901167370.

  • *Skarlicki, D. P., & Folger, R. (1997). Retaliation in the workplace: The roles of distributive, procedural, and interactional justice. Journal of Applied Psychology, 82, 434–443. https://doi.org/10.1037/0021-9010.82.3.434

  • *Skarlicki, D. P., Folger, R., & Tesluk, P. (1999). Personality as a moderator in the relationship between fairness and retaliation. Academy of Management Journal, 42, 100–108. https://doi.org/10.2307/256877.

  • *Skarlicki, D. P., van Jaarsveld, D. D., & Walker, D. D. (2008). Getting even for customer mistreatment: The role of moral identity in the relationship between customer interpersonal injustice and employee sabotage. Journal of Applied Psychology, 93, 1335–1347. https://doi.org/10.1037/a0012704

  • *Soltis, S. M., Agneessens, F., Sasovova, Z., & Labianca, G. J. (2013). A social network perspective on turnover intentions: The role of distributive justice and social support. Human Resource Management, 52, 561–584. https://doi.org/10.1002/hrm.21542.

  • *Sousa-Lima, M., Michel, J. W., & Caetano, A. (2013). Clarifying the importance of trust in organizations as a component of effective work relationships. Journal of Applied Social Psychology, 43, 418–427. https://doi.org/10.1111/j.1559-1816.2013.01012.x.

  • *Spartz, D. A. (2002). Justice perceptions and emotional reactions to different social account episodes: Creating a case for an appreciative account. (Doctoral dissertation). Benedictine University, Lisle, IL.

  • *Spector, P. E., & Che, X. X. (2014). Re-examining citizenship: How the control of measurement artifacts affects observed relationships of organizational citizenship behavior and organizational variables. Human Performance, 27, 165–182. https://doi.org/10.1080/08959285.2014.882928.

  • *Spector, P. E., Fox, S., Penney, L. M., Bruursema, K., Goh, A., & Kessler, S. (2006). The dimensionality of counterproductivity: Are all counterproductive behaviors created equal? Journal of Vocational Behavior, 68, 446–460. https://doi.org/10.1016/j.jvb.2005.10.005.

  • *Spreitzer, G. M., & Mishra, A. K. (2002). To stay or to go: Voluntary survivor turnover following an organizational downsizing. Journal of Organizational Behavior, 23, 707–729. https://doi.org/10.1002/job.166.

  • *Streicher, B., Jonas, E., Maier, G. W., Frey, D., Wosche ́e, R., & Waßmer, B. (2008). Test of the construct and criteria validity of a German measure of organizational justice. European Journal of Psychological Assessment, 24, 131–139. https://doi.org/10.1027/1015-5759.24.2.131.

  • *Sweeney, P. D., & McFarlin, D. B. (1993). Workers’ evaluations of the “ends” and the “means”. An examination of four models of distributive and procedural justice. Organizational Behavior and Human Decision Processes, 55, 23–40. https://doi.org/10.1006/obhd.1993.1022

  • *Sweeney, P. D., & McFarlin, D. B. (1997). Process and outcome: Gender differences in the assessment of justice. Journal of Organizational Behavior, 18, 83–98. https://doi.org/10.1002/(SICI)1099-1379(199701)18:1%3C83::AID-JOB779%3E3.0.CO;2-3

  • *Tang, T. L.-P., & Sarsfield-Baldwin, L. J. (1996). Distributive and procedural justice as related to satisfaction and commitment. SAM Advanced Management Journal, 61, 25–31.

  • *Tayfur, O., Bayhan Karapinar, P., & Metin Camgoz, S. (2013). The mediating effects of emotional exhaustion cynicism and learned helplessness on organizational justice-turnover intentions linkage. International Journal of Stress Management, 20, 193–221. https://doi.org/10.1037/a0033938

  • *Tekleab, A. G., Bartol, K. M., & Liu, W. (2005). Is it pay levels or pay rises that matter to fairness and turnover? Journal of Organizational Behavior, 26, 899–921. https://doi.org/10.1002/job.352.

  • *Tepper, B. J. (2000). Consequences of abusive supervision. Academy of Management Journal, 43, 178–190. https://doi.org/10.2307/1556375.

  • *Thau, S., Aquino, K., & Wittek, R. (2007). An extension of uncertainty management theory to the self: The relationship between justice, social comparison orientation, and antisocial work behaviors. Journal of Applied Psychology, 92, 250–258. https://doi.org/10.1037/0021-9010.92.1.250

  • *Thurston Jr, P.W., & McNall, L. (2010). Justice perceptions of performance appraisal practices. Journal of Managerial Psychology, 25, 201–228. https://doi.org/10.1108/02683941011023712.

  • *Van Prooijen, J. W., De Cremer, D., Van Beest, I., Ståhl, T., Van Dijke, M., & Van Lange, P. A. (2008). The egocentric nature of procedural justice: Social value orientation as moderator of reactions to decision-making procedures. Journal of Experimental Social Psychology, 44, 1303–1315. https://doi.org/10.1016/j.jesp.2008.05.006.

  • *VanYperen, N. W., Hagedoorn, M., Zweers, M., & Postma, S. (2000). Injustice and employees' destructive responses: The mediating role of state negative affect. Social Justice Research, 13, 291–312. https://doi.org/10.1023/2FA%3A1026411523466?LI=true

  • *Vecchio, R. P., Griffeth, R. W., & Hom, P. W. (1986). The predictive utility of the vertical dyad linkage approach. Journal of Social Psychology, 126, 617–625. https://doi.org/10.1080/00224545.1986.9713634.

  • *Villanueva, L. S. (2006). An examination of the role of self-control in the prediction of counterproductive work behaviors: Does cognition matter? (Doctoral dissertation). University of Houston, Houston, TX.

  • *Walumbwa, F. O., Cropanzano, R., & Hartnell, C. A. (2009). Organizational justice, voluntary learning behavior, and job performance: A test of the mediating effects of identification and leader-member exchange. Journal of Organizational Behavior, 30, 1103–1126. https://doi.org/10.1002/job.611.

  • *Wang, L., Hinrichs, K. T., Prieto, L., & Howell, J. P. (2013). Five dimensions of organizational citizenship behavior: Comparing antecedents and levels of engagement in China and the US. Asia Pacific Journal of Management, 30, 115–147. https://doi.org/10.1007/s10490-010-9237-1.

  • *Wayne, S. J., Shore, L. M., Bommer, W. H., & Tetrick, L. E. (2002). The role of fair treatment and rewards in perceptions of organizational support and leader-member exchange. Journal of Applied Psychology, 87, 590–598. https://doi.org/10.1037/0021-9010.87.3.590

  • *Whisenant, W., & Smucker, M. (2009). Organizational justice and job satisfaction in coaching. Public Organizational Review, 9, 157–167. https://doi.org/10.1007/s11115-009-0077-8.

  • *Wilkin, C. L., & Connelly, C. E. (2015). Green with envy and nerves of steel: Moderated mediation between distributive justice and theft. Personality and Individual Differences, 72, 160–164. https://doi.org/10.1016/j.paid.2014.08.039.

  • *Williams, M. L., Malos, S. B., & Palmer, D. K. (2002). Benefit system and benefit level satisfaction: An expanded model of antecedents and consequences. Journal of Management, 28, 195–215. https://doi.org/10.1177/014920630202800204

  • *Wilson, R. (2011). Fairness in feedback: Effects of justice in performance appraisal (Doctoral dissertation). Retrieved from ProQuest Dissertation & Theses database. (UMI No. 3471034).

  • *Wilson, T. A. (2010). Workplace aggression behaviors, organizational justice, and intention to leave among U.S. telecommunications workers (Doctoral dissertation). Retrieved from ProQuest Dissertation & Theses database. (UMI No. 3406165).

  • *Winter, J. L., Svyantek, D. J., Bott, J. P., Cullen, K. R., & Smith, B. N. (2015). Situational and personality influences on organizational citizenship behaviors: A caps perspective. In D. J. Svyantek, & K. T. Mahoney (Eds.), Organizational processes and received wisdom (pp. 241–261). Information Age Publishing.

  • *Wong, Y. T., Ngo, H. Y., & Wong, C. S. (2002). Affective organizational commitment of workers in Chinese joint ventures. Journal of Managerial Psychology, 17, 580–598. https://doi.org/10.1108/02683940210444049.

  • *Wong, Y., Ngo, H., & Wong, C. (2006). Perceived organizational justice, trust, and OCB: A study of Chinese workers in joint ventures and state-owned enterprises. Journal of World Business, 41, 344–355. https://doi.org/10.1016/j.jwb.2006.08.003.

  • *Wong, Y. T., Wong, C. S., & Ngo, H. Y. (2012). The effects of trust in organisation and perceived organisational support on organisational citizenship behaviour: A test of three competing models. The International Journal of Human Resource Management, 23, 278–293. https://doi.org/10.1080/09585192.2011.610966.

  • *Wu, X., & Wang, C. (2008). The impact of organizational justice on employees' pay satisfaction, work attitudes and performance in Chinese hotels. Journal of Human Resources in Hospitality & Tourism, 7, 181–195. https://doi.org/10.1080/15332840802156923.

  • *Yaghoubi, E., Ahmadzadeh Mashinchi, S., Ahmadi, E., Hadi, A., & Hamid, E. (2012). An analysis of correlation between organizational justice and job satisfaction. African Journal of Business Management, 6, 995–1002.

  • *Zhang, H., & Agarwal, N. C. (2009). The mediating roles of organizational justice on the relationships between HR practices and workplace outcomes: An investigation in China. International Journal of Human Resource Management, 20, 676–693. https://doi.org/10.1080/09585190802707482.

Download references

Author information

Authors and Affiliations

  1. School of Business and Management, Shanghai International Studies University, 550 Dalian Road (W), Shanghai, 200083, China

    Biyun Hu

  2. Department of Human Resource Management, Fox School of Business, Temple University, Philadelphia, USA

    Biyun Hu

  3. Department of Management, College of Business and Economics, California State University, Los Angeles, 5151 State University Drive, Los Angeles, CA, 90032, USA

    Soojung Han

Authors
  1. Biyun Hu
    View author publications

    You can also search for this author in PubMed Google Scholar

  2. Soojung Han
    View author publications

    You can also search for this author in PubMed Google Scholar

Corresponding author

Correspondence to Biyun Hu.

Additional information

Publisher’s Note

Springer Nature remains neutral with regard to jurisdictional claims in published maps and institutional affiliations.

Rights and permissions

Reprints and permissions

About this article

Check for updates. Verify currency and authenticity via CrossMark

Cite this article

Hu, B., Han, S. Distributive Justice: Investigating the Impact of Resource Focus and Resource Valence. J Bus Psychol 36, 225–252 (2021). https://doi.org/10.1007/s10869-019-09668-1

Download citation

  • Published:

  • Issue Date:

  • DOI: https://doi.org/10.1007/s10869-019-09668-1

Keywords

Search

Navigation