Fairness as Social Responsibility: A Moral Self‐regulation Account of Procedural Justice Enactment (original) (raw)
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Journal of Vocational Behavior, 2001
Recent years have seen a burgeoning interest in the study of organizational justice. Employee perceptions of distributive, procedural, and interactional justice have been related to a variety of important work outcomes, such as performance, citizenship behaviors, and job attitudes. Despite the health and vigor of justice research, the rapid growth of this literature has made salient a variety of new issues. In the present paper, we discuss these concerns as three questions: How do workers formulate appraisals of justice?; Why do individuals do so?; and What precisely is being appraised? Each of these three questions provides a framework for reviewing the current state of our knowledge, proposing new research paradigms, and providing directions for future inquiry. C
Journal of Technology Management and Business , 2019
This paper investigates the role of organizational justice and moral identity of employees on the relationship between ethical leadership and employees’ ethical behavior. It examines the mediation effect of organizational justice on the relationship between ethical leadership and ethical behavior of employees. This study also explores the moderating role of employees’ moral identity on the relationship between organizational justice and the ethical behavior of employees. Data is obtained from a sample of 230 employees from the banking industry in Iraq. The theoretical and practical contributions, as well as recommendations for further research, are also presented.
2001
Recent years have seen a burgeoning interest in the study of organizational justice. Employee perceptions of distributive, procedural, and interactional justice have been related to a variety of important work outcomes, such as performance, citizenship behaviors, and job attitudes. Despite the health and vigor of justice research, the rapid growth of this literature has made salient a variety of new issues. In the present paper, we discuss these concerns as three questions: How do workers formulate appraisals of justice?; Why do individuals do so?; and What precisely is being appraised? Each of these three questions provides a framework for reviewing the current state of our knowledge, proposing new research paradigms, and providing directions for future inquiry.
Organizational Behavior and Human Decision Processes, 2012
We examined how procedural fairness interacts with empowering leadership to promote employee OCB. We focused on two core empowering leadership types-encouraging self-development and encouraging independent action. An experiment revealed that leaders encouraging self-development made employees desire status information more (i.e., information regarding one's value to the organization). Conversely, leaders encouraging independent action decreased employees' desire for this type of information. Subsequently, a multisource field study (with a US and German sample) showed that encouraging selfdevelopment strengthened the relationship between procedural fairness and employee OCB, and this relationship was mediated by employees' self-perceived status. Conversely, encouraging independent action weakened the procedural fairness-OCB relationship, as mediated by self-perceived status. This research integrates empowering leadership styles into relational fairness theories, highlighting that multiple leader behaviors should be examined in concert and that empowering leadership can have unintended consequences.
4 th International CEO Communication, Economics, Organization & Social Sciences Congress, 2022
Due to the nature of human relations, organizational policies, and functions; ethical problems commonly occur in organizations. The importance attached to ethical values by leaders and the patterns of behaviors in practice are key elements within this framework. The fair and ethical implementations in organizations and the formation of favorable conditions for this purpose are of great significance for the performance of employees and the value of the organization. This study has been carried out for the purpose of determining the effects of managers’ ethical leadership behaviors on employee perception of justice. The sample of this research is a group of 16 managers and employees from coffee shops who have been determined by convenience sampling method. The results of the research suggest that the codes related to ethical leadership patterns are communication and consultation, equality, fairness, justice and individual support and care. In addition, the codes gathered from the relationship between organizational justice and ethical leadership are also communication and consultation, equality, distribution inequality and dissatisfaction, fairness, and award.
2020
Job satisfaction remains an important attitude of employees for them to well execute their work roles. This paper reports the influences of moral leadership, interpersonal-, and informational justice. A total of 205 samples in this study were taken from educational staffs of high schools and universities. As expected, this study found that moral leadership was related to job satisfaction. Moral leadership was positively related to interpersonaland informational justice. Interpersonaland informational justice were positively related to job satisfaction. Also, this study found that the effect of moral leadership on job satisfaction mediated by interpersonaland informational justice. Theoretical and practical implications are discussed. Remedies to some limitations of the study and future directions are also
While a number of the researchers have conducted several studies on ethical leadership, however, not much is known about the role of organizational fairness in relationship to the ethical leadership behavior. This paper presented the proposed model in order to find out the perception of justice towards ethical leadership by using the two moderators namely perceived organizational support and perceived supervisor support. Thus, the proposition was made with respect to the impact of organizational justice on ethical leadership. It is also proposed that the perceived support such as organizational support and supervisor support could moderate the relationship between organizational justice and ethical leadership. The proposed model has been developed after reviewing the relevant existing studies and two underpinning theories namely social exchange theory and organizational support theory have been used to support the proposed model as well.
Journal of Experimental Social Psychology, 2008
In four studies, the authors investigated the individual-oriented versus social-oriented nature of procedural justice effects by comparing fairness-based responses to decision-making procedures among proself versus prosocial oriented individuals. In Studies 1 through 3, we measured participants' social value orientation and manipulated whether or not they were granted or denied voice in a decision-making process. Results consistently revealed that the effects of voice versus no-voice on fairness-based perceptions, emotions, and behavioral intentions were significantly more pronounced for individuals with proself orientations than for individuals with prosocial orientations. These findings were extended in Study 4, a field study in which perceived procedural justice was a stronger predictor of satisfaction and organizational citizenship behaviors among proselfs than among prosocials. These findings suggest that procedural justice effects can be accounted for by self-oriented motives or needs, rather than prosocial motives that are often conceptualized as being associated with justice.