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.
SummaryMany researchers have used the insider-outsider distinction when discussing employment relationships (e.g., Graen & Scandura, 1987;Pfeffer & Baron, 1988). However, there is no known empirical research directly assessing employees' perceptions of their status as organizational insiders. This article is intended as an initial step to theoretically and empirically explore the concept of perceived insider status (PIS). First, we build theoretical arguments describing how organizations may differentiate between insider and outsider employees, leading to differences in perceptions of insider status. We then hypothesize and show empirical evidence that contrasts, but relates, actual inclusion and perceived organizational support to PIS. We subsequently examine two types of discretionary employee behavior, altruism and production deviance, as potential consequences of PIS. Our results suggest that both actual inclusion, as well as perceived insider status, have implications for organizational functioning via discretionary employee behaviors.
SummaryOrganizational scholars have examined the relational ties between employees and organizations, often focusing on specific facets of the relationship. However, this approach has not generated an overall representation of the employee-organization relationship, nor has it facilitated the identification of interrelationships among the concepts. This paper seeks to address these two issues by developing an integrative framework labeled perceived organizational membership. Perceived organizational membership is proposed to be an aggregate multidimensional construct reflecting employees' perceptions of their relationship with their employing organization, and its three underlying dimensions (need fulfillment, mattering, and belonging) offer a framework for categorizing and understanding relational tie concepts, both separately and in combination with one another. Drawing from the community psychology literature (McMillan & Chavis, 1986) as well as Graham's (1991) early work on organizational citizenship, we identify perceived organizational membership's underlying motives and the mechanisms through which they influence the construct, demonstrate how specific relational tie subdimensions fit with the more general construct, and develop propositions regarding relationships among the dimensions and the specific relational tie subdimensions. Finally, we discuss the benefits of the framework, including its ability to allow researchers to better understand both specific relational tie concepts as well as the overall employee-organization relationship.
This study developed and tested a trickle-down model of organizational justice that hypothesized that employees' perceptions of fairness should affect their attitudes toward the organization, subsequently influencing their behaviors toward customers. In turn, customers should interpret these behaviors as signals of fair treatment, causing them to react positively to both the employee and the organization. The model was tested on a sample of 187 instructors and their students. The results revealed that instructors who perceived high distributive and procedural justice reported higher organizational commitment. In turn, their students reported higher levels of instructor effort, prosocial behaviors, and fairness, as well as more positive reactions to the instructor. Overall, the results imply that fair treatment of employees has important organizational consequences because of customers' attitudes and future intentions toward key service employees.
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