Organizational justice has emerged as one of the dominant theories of work motivation (Latham & Pinder, 2005). Perceptions of fairness have been shown to increase employee commitment and satisfaction, acceptance of organizational change, citizenship behaviors, and positive evaluations of management, and decrease counterproductive and deviant work behaviors (Cohen-Charash & Spector, 2001; Colquitt, Conlon, Wesson, Porter, & Ng, 2001). Significant research progress has also been made in our understanding of the facets of organizational justice. Today, we are able to elicit both overall fairness perceptions (Ambrose & Schminke, 2009), and perceptions of fairness that arise specifically in relation to work outcome allocations (distributive justice), processes and procedures used to decide on the outcomes (procedural justice), and interpersonal treatment and information received during the implementation of the foregoing processes and procedures (interactional justice) (Bies & Moag, 1986; Colquitt, 2001). Facet-specific justice perceptions, such as perceptions of distributive, procedural, and interactional justice, have – despite their strong correlations with each other – been shown to differentially predict specific workplace outcomes. For example, distributive justice is known to be a particularly strong predictor of job satisfaction and withdrawal (Colquitt et al., 2001), while procedural justice has been found to exert a strong influence on organizational commitment and productivity (Viswesvaran & Ones, 2002). Interactional justice has been found to strongly impact perceptions of leader-member exchange and other evaluations of authority in organizations (Cohen-Charash & Spector, 2001). Retaliatory behaviors in the workplace have been shown to result from three-way interactions between perceptions of distributive, procedural, and interactional justice (Skarlicki & Folger, 1997). Overall fairness perceptions, on the other hand, are important mediators of the effects of facet-specific perceptions (Ambrose & Schminke, 2009). The justice literature has thus built over the last 40 years an impressive body of knowledge allowing for the diagnosis of workplace injustice and its consequences. Regrettably, much of the research progress so far has been achieved through static analysis that did not take into account possible changes in the importance of various justice perceptions over time, and did not examine temporal characteristics of justice reactions. Yet there are several reasons why understanding the temporal characteristics of justice reactions is important to both theoretical advances in the field of organizational justice and managerial practice.
|Title of host publication||Time and Work, Volume 1|
|Subtitle of host publication||How time impacts individuals|
|Editors||Abbie Shipp, Yitzhak Fried|
|Publisher||Psychology Press Ltd|
|Number of pages||28|
|Publication status||Published - 18 Feb 2014|
|Name||Current Issues in Work and Organizational Psychology|
FingerprintDive into the research topics of 'Organizational justice and time: a review of the literature on justice reactions over time and directions for future research'. Together they form a unique fingerprint.
- Department of Management - Subject Leader
- Huddersfield Business School
- Centre for Sustainability, Responsibility, Governance and Ethics - Member