The authors investigated the relationship between organizational justice and organizational retaliation behavior-adverse reactions to perceived unfairness by disgruntled employees toward their employer-in a sample of 240 manufacturing employees. Distributive, procedural, and interactional justice interacted to predict organizational retaliation behavior. A relation between distributive justice and retaliation was found only when there was low interactional and procedural justice. The 2-way interaction of distributive and procedural justice was observed only at a low level of interactional justice, and the 2-way interaction of distributive and interactional justice was observed only at a low level of procedural justice.

This research explored individuals' reactions to perceived corporate social responsibility (CSR) using a multimotive framework. In 2 studies, the authors explored the boundary conditions of CSR effects among job applicants and internal employees. A scenario-based experiment (N = 81) showed that the effect of CSR perceptions on job applicants' job pursuit intentions was mitigated by applicants' first-party justice experiences, whereas it was amplified by their moral identity (Study 1). Survey data from 245 full-time employees (Study 2) further supported the interactive effects revealed in Study 1. Specifically, first-party justice perceptions attenuated the positive relationship between employees' CSR perceptions and their organizational citizenship behavior (OCB); and the relationship between CSR perceptions and OCB was more pronounced among employees high (versus low) in moral identity. Our findings bridge the CSR and organizational justice literatures, and reveal that the effects of individuals' CSR perceptions are more complicated than previously thought. The findings shed light on micro (employee)-level CSR phenomena and offer implications for both research and practice.We would like to acknowledge Monica Bielski-Boris, Robert Bruno, and Wonjoon Chung for their support of this research. We also thank David A. Waldman and two anonymous reviewers for a plethora of constructive feedback. Finally, we are indebted to Sean Cruse (United Nations Global Compact), Stephanie Klein (SHL), John Scott (APTMetrics), Sara Weiner (Kenexa, an IBM Company), and Walter Reichman (OrgVitality) for providing input on the practical significance of our work.

Research on the "dark side" of organizational behavior has determined that employee sabotage is most often a reaction by disgruntled employees to perceived mistreatment. To date, however, most studies on employee retaliation have focused on intra-organizational sources of (in)justice. Results from this field study of customer service representatives (N = 358) showed that interpersonal injustice from customers relates positively to customer-directed sabotage over and above intra-organizational sources of fairness. Moreover, the association between unjust treatment and sabotage was moderated by 2 dimensions of moral identity (symbolization and internalization) in the form of a 3-way interaction. The relationship between injustice and sabotage was more pronounced for employees high (vs. low) in symbolization, but this moderation effect was weaker among employees who were high (vs. low) in internalization. Last, employee sabotage was negatively related to job performance ratings.

Although organizational justice scholars often describe unfairness as an emotionally laden experience, the role of emotion is underresearched. In a study of individuals who experienced being laid off (N = 173), the authors found that outcome favorability interacts with both procedural and interactional justice to predict participants' emotions. The pattern of interaction differed for inward-focused (i.e., shame and guilt) and outward-focused (i.e., anger and hostility) negative emotions. Attributions of blame mediated the relationship between fairness perceptions and outward-focused negative emotion. Outward-focused emotion mediated the relationship between fairness perceptions and retaliation.

Workplace incivility research has focused on within-organizational sources of incivility, and less attention has been paid to outside-organizational sources such as customers. In a crosssectional field study, the authors found that service employees (N 307) who reported higher levels of uncivil treatment from customers engaged in higher levels of incivility toward customers. Specifically, the results show that customer incivility toward employees is related to employee incivility toward customers through job demands first and then emotional exhaustion. The authors discuss the implications of these results and highlight directions for future research.