Reexamining the Workplace Justice to Outcome Relationship: Does Frame of Reference Matter?

Jeremy B. Bernerth · H. Jack Walker

27 citations0/0 files storedJournal of Management Studies

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Job Satisfaction and Organizational Behavior Employee Performance and Management Ethics in Business and Education

Abstract

abstract Using a combination of self‐interest and deontological theories as justification, we propose a demarcated view of workplace justice that separates justice for an individual (personal justice) and inferred assessments of justice for organizational members (third party justice). Results of two studies confirmed the appropriateness of separate justice measures and demonstrated differential effects on key criteria based on the relevancy (personal or joint) of the outcome in question. Specifically, Studies 1 and 2 found that personal justice was a better predictor of organizational commitment and turnover intentions while third party justice was more closely related to workplace cohesion (Study 1), citizenship behaviours (Study 2), and deviance behaviours (Study 2). Implications of these findings and future research needs are discussed.

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References

2017Exchange and Power in Social Life 1965Exchange and Power in Social Life.1965Inequity In Social Exchange 1976Motivation through the design of work: test of a theory 1979The measurement of organizational commitment 1960A new scale of social desirability independent of psychopathology.1988The Social Psychology of Procedural Justice 1991Job Satisfaction and Organizational Commitment as Predictors of Organizational Citizenship and In-Role Behaviors

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