Examining retaliatory responses to justice violations and recovery attempts in teams.

Christian, Jessica Siegel; Christian, Michael S.; Garza, Adela S.; Ellis, Aleksander P. J.

doi:10.1037/a0029450

Cited by 34 publications

(26 citation statements)

References 120 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…This approach may raise concerns about the validity of these data because the students are not in fact hospital employees. However, we believe this approach is appropriate for our study because it has been used in several previous studies [29,30], the students were enrolled in programs (health policy and management or health behavior) that familiarize students with healthcare settings, and the results of our field test with actual employees (study four) support findings from study two and study three.…”

Section: Discussionmentioning

confidence: 99%

Organizational readiness for implementing change: a psychometric assessment of a new measure

et al. 2014

View full text Add to dashboard Cite

BackgroundOrganizational readiness for change in healthcare settings is an important factor in successful implementation of new policies, programs, and practices. However, research on the topic is hindered by the absence of a brief, reliable, and valid measure. Until such a measure is developed, we cannot advance scientific knowledge about readiness or provide evidence-based guidance to organizational leaders about how to increase readiness. This article presents results of a psychometric assessment of a new measure called Organizational Readiness for Implementing Change (ORIC), which we developed based on Weiner’s theory of organizational readiness for change.MethodsWe conducted four studies to assess the psychometric properties of ORIC. In study one, we assessed the content adequacy of the new measure using quantitative methods. In study two, we examined the measure’s factor structure and reliability in a laboratory simulation. In study three, we assessed the reliability and validity of an organization-level measure of readiness based on aggregated individual-level data from study two. In study four, we conducted a small field study utilizing the same analytic methods as in study three.ResultsContent adequacy assessment indicated that the items developed to measure change commitment and change efficacy reflected the theoretical content of these two facets of organizational readiness and distinguished the facets from hypothesized determinants of readiness. Exploratory and confirmatory factor analysis in the lab and field studies revealed two correlated factors, as expected, with good model fit and high item loadings. Reliability analysis in the lab and field studies showed high inter-item consistency for the resulting individual-level scales for change commitment and change efficacy. Inter-rater reliability and inter-rater agreement statistics supported the aggregation of individual level readiness perceptions to the organizational level of analysis.ConclusionsThis article provides evidence in support of the ORIC measure. We believe this measure will enable testing of theories about determinants and consequences of organizational readiness and, ultimately, assist healthcare leaders to reduce the number of health organization change efforts that do not achieve desired benefits. Although ORIC shows promise, further assessment is needed to test for convergent, discriminant, and predictive validity.

show abstract

Section: Discussionmentioning

confidence: 99%

Organizational readiness for implementing change: a psychometric assessment of a new measure

et al. 2014

View full text Add to dashboard Cite

show abstract

“…Two experimenters played roles simulating a work hierarchy (e.g., J. Christian, M. Christian, Garza, & Ellis, 2012;Jones & Skarlicki, 2005): a research assistant and a supervisor. The supervisor (a) gave feedback and (b) paid participants.…”

Section: Sample 1 Methodsmentioning

confidence: 99%

Mindfulness buffers retaliatory responses to injustice: A regulatory approach.

Long

Christian

2015

Journal of Applied Psychology

Self Cite

174

185

View full text Add to dashboard Cite

We investigate the role of mindfulness as a regulatory factor by examining whether it mitigates the relationship between justice and retaliation. Drawing on theories of self-regulation, we integrate work on justice with emerging frameworks that identify mindfulness as an important work-related regulatory variable (Glomb, Duffy, Bono, & Yang, 2011). Specifically, we identify the role of mindfulness as a buffer of the ruminative thoughts and negative emotions that link injustice to retaliation. We test mediated moderation hypotheses in 2 samples. In Sample 1, two behavioral measures of retaliation are assessed in an experiment that manipulated both injustice and mindfulness. In Sample 2, we generalize our model to the field, examining employee responses regarding experiences with workplace injustice and retaliation. Results of both studies converge to support the proposed mediated moderation model that mindfulness buffers the effect of injustice on rumination and negative emotions, thus reducing retaliation. Our findings contribute to the broader literatures on self-regulation, organizational justice, and retaliation.

show abstract

“…First, revenge can take different forms. Previous theorizing has identified two types of revenge, overt and covert (e.g., Christian et al 2012;Wang et al 2012). When overt confrontation is risky, one may exact revenge in a covert or indirect manner (e.g., spreading damaging gossip behind the perpetrator's back, pretending not to hear a perpetrator's request, etc.).…”

Section: Minor Revengementioning

confidence: 98%

Workplace Harassment Intensity and Revenge: Mediation and Moderation Effects

et al. 2016

View full text Add to dashboard Cite

This study examines the mediating role of rumination, state anger, and blame attribution, and the moderating role of trait forgiveness in the relationship between workplace harassment intensity and revenge among employed students at a medium-sized Midwestern U.S. university (N = 310) and full-time employees from various industries in Shanghai, China (N = 251). We tested the proposed model using techniques described by Hayes (Introduction to mediation, moderation, and conditional process analysis, The Guilford Press, New York, 2013). Results within both samples suggested that workplace harassment intensity is positively associated with both major and minor revenge. Results of multiple mediation tests showed that state anger and blame attribution mediated the relationships between workplace harassment intensity and both types of revenge behavior. Furthermore, trait forgiveness moderated the relationship between blame attribution and major revenge.

show abstract

Examining retaliatory responses to justice violations and recovery attempts in teams.

Cited by 34 publications

References 120 publications

Organizational readiness for implementing change: a psychometric assessment of a new measure

Organizational readiness for implementing change: a psychometric assessment of a new measure

Mindfulness buffers retaliatory responses to injustice: A regulatory approach.

Workplace Harassment Intensity and Revenge: Mediation and Moderation Effects

Contact Info

Product

Resources

About