An integrative framework for explaining reactions to decisions: Interactive effects of outcomes and procedures.

Brockner, Joel; Wiesenfeld, Batia M.

doi:10.1037/0033-2909.120.2.189

Cited by 1,046 publications

(1,046 citation statements)

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“…Numerous studies (for an overview, see Brockner & Wiesenfeld, 1996) have demonstrated that reactions to unfavourably unfair outcomes are generally more negative following unfair procedures rather than fair procedures. Based on these findings, it could be argued that outgroup authorities procedures should have a stronger impact when social comparison information indicates an unfavourably unfair rather than a fair outcome.…”

Section: Discussionmentioning

confidence: 99%

On the psychology of procedural justice: reactions to procedures of ingroup vs. outgroup authorities

Ståhl

Prooijen

Vermunt

2004

Euro J Social Psych

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Theorizing on procedural justice has assumed that people's reactions to outgroup authorities are to a large extent based on instrumental concerns. Therefore, attention is primarily directed to outcomes rather than procedures in encounters with outgroup authorities. In the current article we propose that in order for people dealing with outgroup authorities to be strongly affected by procedural fairness, the available outcome information should be ambiguous. Furthermore, we argue that people confronted with an outgroup authority react particularly negatively to unfair procedures that give them negative outcome expectancies. These patterns are not expected in encounters with ingroup authorities. Two experiments support our line of reasoning. The discussion focuses on the implications of these findings for the integration of theoretical perspectives on procedural justice.

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Section: Discussionmentioning

confidence: 99%

On the psychology of procedural justice: reactions to procedures of ingroup vs. outgroup authorities

Ståhl

Prooijen

Vermunt

2004

Euro J Social Psych

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“…The job-strain model was developed in the context of industrialization in parallel to a widely applied work-motivation theory with some core aspects of work that are close to the job-control concept (ie, task variety, and autonomy) (59,60). The ERI model shares elements with the distributive justice model, another work motivation theory (10), and taps features of postmodern flexible worklife, such as temporary employment and job insecurity (61). The most recent developments in work motivation theories involve procedural and relational justice at work (11,13), which has been shown to be an important moderator of employee responses (62)(63)(64)(65).…”

Section: Directions Of Future Researchmentioning

confidence: 99%

“…While effort-reward imbalance defines disproportionate costs for an employee in terms of gains received (ie, a distributive injustice condition) the latest research on work stress has also focused on the two remaining aspects of justice (8)(9)(10). Procedural justice indicates whether decision-making procedures include input from affected parties, are consistently applied, suppress bias, are accurate, are correctable, and are ethical (11).…”

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confidence: 99%

Work stress in the etiology of coronary heart disease—a meta-analysis

Kivimäki¹,

Virtanen²,

Elovainio³

et al. 2006

Scand J Work Environ Health

779

561

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Kivimäki M, Virtanen M, Elovainio M, Kouvonen A, Väänänen A, Vahtera J. Work stress in the etiology of coronary heart disease-a meta-analysis. Scand J Work Environ Health 2006;32(6 special issue):431-442.Objectives This study focused on estimating the relative risk of coronary heart disease (CHD) in association with work stress, as indicated by the job-strain model, the effort-reward imbalance model, and the organizational injustice model. MethodsA systematic review and meta-analysis of prospective cohort studies were carried out. Studies were eligible if they had published a quantitative estimate of the association between work stress and incident CHD or cardiovascular mortality by January 2006.Results Fourteen prospective cohort studies were identified. For a total of 83 014 employees, the age-and gender-adjusted relative ratio of CHD for high versus low job strain was 1.43 [95% confidence interval (95% CI) 1.15-1.84], but the ratio decreased to 1.16 (95% CI 0.94-1.43) after adjustment for risk factors and potential mediators. The age-and gender-adjusted risk ratio for a combination of high efforts and low rewards was 1.58 (95% CI 0.84-2.97) for 11 528 employees, and no reduction in the risk ratio was seen after further adjustments. For organizational injustice, the age-and gender-adjusted, and multiple-adjusted relative risks were 1.62 (95% CI 1.24-2.13) and 1.47 (95% CI 1.12-1.95), respectively, for a population of 7246 men and women. There was little standardization in the assessment of work stress within all three stress models, and significant heterogeneity in the effects of stress was observed between studies. Few studies were available for female samples. ConclusionsObservational data suggest an average 50% excess risk for CHD among employees with work stress. Further research is needed to confirm that a reduction in work stress will lead to a reduction in CHD risk.Key terms cardiovascular disease; effort-reward imbalance; job strain; mortality; organizational justice; prospective cohort study; psychosocial factors; systematic review; working population. Activation of the stress system in the hypothalamus and the brain stem helps the body to overcome the influence of short-term physical stressors. However, prolonged overactivity of these systems may cause wear and tear and play a role in coronary heart disease (CHD), infection, and accelerated aging (1). The recognition that the physiological reactions to stress cannot only protect, but also damage the body has provided a basis for epidemiologic research on work stress.Three models for work stress and coronary heart disease Work-stress models aim at describing factors that are likely to elicit harmful stress at work in a large proportion of employees. These factors are conceptualized at a level of generalization that allows for their identification in a wide range of occupations. The stress model most often cited and most widely tested is the two-dimensional job-strain model (2-4) ( Work stress in the etiology of coronary heart disease strain model adds...

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“…Of key importance, the implementation plan also must consider the common barriers to change within an organization and intentionally address them. Some effective change strategies that should be consciously considered include (Brockner & Wiesenfeld, 1996): Organization. In particular, the apparent widespread accountability uncertainty for managing risks and information gaps in planning and decision making.…”

Section: Model Component 4 Implementationmentioning

confidence: 99%

Pursuing Enterprise Risk Management: A Local Road Map for Canadian Healthcare Leaders

Haney

Church

Cockerill

2013

Healthc Manage Forum

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An in-depth analysis of organizational risk management in health care, and in particular the concepts of Enterprise Risk Management (ERM), has identified a five part model that can be used by Canadian health care leaders as an evidence supported approach to successful organizational risk management. The Model for Organizational Risk Management has been developed as a basis for linking the components of an ERM framework into a Canadian health organization in order to overcome the barriers that commonly disrupt strategic risk management.The Model addresses how an ERM framework can fit within an existing health organization by building off of and enhancing existing processes and resources in order to ensure familiarity, acceptance, and sustainability of the risk management program. By approaching the Model in a stepwise fashion (based on individual organizational context) health care leaders are provided with a roadmap from which to advance their own organizational risk management program. J a m e s H a n e y 201 2 iii | P a g e AcknowledgementsThe author wishes to extend a sincere thanks to Dr. Rhonda Cockerill, Professor, University of Toronto (Thesis Advisor), Dr. John Church, Associate Professor, University of Alberta (Thesis Advisor), Dr. Sam Sheps, Professor, University of British Columbia, Dr. Gian Jhangri, Associate Professor, University of Alberta, and Mr. John Vogelzang & Mr. Ken Brown, executive mentors, for their ongoing mentorship and input into the methodology and review of this thesis. J a m e s H a n e y 201 2 iv | P a g e Appendix 8 Academic Mentors J a m e s H a n e y 201 2 1 | P a g e IntroductionIn the broader business community, organizational risk management programs have been shown to be a highly effective way for senior leadership teams to capture, assess, and manage risks across the breadth of an enterprise. By taking a coordinated approach to managing risks, organizations are able to detect risks earlier, devote time and expertise to understanding the nature of issues, and promote timely and informed strategic decisions in line with the overall values and mandate of the organization. Successful organizational risk management involves the combined skills and talents of not only the senior leadership team, but also (and more importantly) the pooled expertise and abilities of individuals throughout the organization within a defined enterprise-wide risk management framework. The enterprise risk management framework is the underlying methodology that serves as the shared approach to treating risk throughout the organization. When applied strategically, organizational risk management provides senior executives with the ability to: align risk appetite and strategy, enhance risk response decisions, reduce operational surprises and losses, identify and manage multiple and cross-enterprise risks, and improve deployment of resources (human and financial) (Brazeau, 2008). Overall, an enterprise-wide approach to managing risks expressly demonstrates a commitment to effective governance and ste...

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An integrative framework for explaining reactions to decisions: Interactive effects of outcomes and procedures.

Cited by 1,046 publications

References 78 publications

On the psychology of procedural justice: reactions to procedures of ingroup vs. outgroup authorities

On the psychology of procedural justice: reactions to procedures of ingroup vs. outgroup authorities

Work stress in the etiology of coronary heart disease—a meta-analysis

Pursuing Enterprise Risk Management: A Local Road Map for Canadian Healthcare Leaders

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