No abstract

This research investigated whether procedural and interactional justice affect workrelated outcomes through different social exchange relationships. The findings extend previous research by demonstrating that (1) interactional justice perceptions affect supervisor-related outcomes via the mediating variahle of leader-memher exchange and (2) procedural justice perceptions affect organization-related outcomes via the mediating variahle of perceived organizational support.

No abstract

This article reviews the research on employment discrimination in organizations. It focuses on discrimination perceptions, charges, and lawsuits and discusses the consequences of discrimination. Among the conclusions are the following: (a) The proportion of claimants filing under different antidiscrimination statutes differs by race; (b) the area needs theories that can explain wide variance in perceptions of events; (c) the consequences of discrimination are best viewed from individual, group, and organizational levels; and (d) if the results of instruments are used in legal settings, social scientists should pay careful attention to reliability and validity, as well as standards of legally admissible evidence.

This research examines predictors of actual discrimination claiming among terminated workers by investigating a number of variables suggested by organizational justice and social information processing theories. This study investigated initial decisions to claim in a sample of 439 terminated workers who were surveyed at several unemployment offices. Logistic regression was used to examine how the decision to claim for discrimination was affected by procedural and distributive justice, social guidance, minority status, gender, age, tenure, and education. All of the variables except education and gender were found to be significant. Thus, the results support variables from each of the theories. Social guidance was found to have a major influence on discrimination‐claiming. A counter‐intuitive finding for minority status was found such that Whites were more likely to claim than minorities. Theoretical and practical implications are discussed.

In this article, we propose and test an integrative theory of leader–member exchange (LMX) that extends our understanding of the mechanisms affecting LMX and important organizational outcomes. We argue that LMX enhances job performance and organizational citizenship behaviors (OCBs) through 2 sets of processes. As a result of a social exchange process, high LMX managers encourage reciprocal obligations. These obligations are manifested as subordinate commitment to their supervisors. This commitment, in turn, prompts more OCBs and higher job performance. Through a second process, high LMX supervisors enhance their subordinates’ self‐efficacy and means efficacy, thereby improving job performance. Results of a field study support our predictions. Theoretical and practical implications and directions for future research are discussed.

This research utilizes referent cognitions theory (RCT, Folger, 1993) to investigate the filing of discrimination legal-claims by terminated workers. Specifically, three questions are investigated: (1) whether procedural, distributive, and interactional justice interact to predict discrimination legal-claiming; (2) whether state anger (a reaction to a situation) partially mediates the relationship between the three-way interaction of distributive, procedural, and interactional justice, and legal-claiming; and (3) whether trait anger (a dispositional trait) moderates the relationship between this three-way justice interaction and legal-claiming. Five hundred eighty-three terminated employees were surveyed at unemployment insurance offices on the east coast. The results support predictions that a three-way justice interaction predicts legal-claiming, that state anger is a partial mediator of this relationship, and that trait anger moderates the relationship between the three-way justice interaction and legal-claiming. The implications for organizational justice and RCT are discussed. Further, there is discussion of managerial interventions to reduce legal-claiming.

No abstract