Judging the fairness of voice-based participation across multiple and interrelated stages of decision making

Effects of (Mis)Alignment Between Supervisory and Organizational Justice

“…In most cases, interactive effects of justice coming from different sources are very pronounced. These findings of powerful interactive effects are consistent with the results of previous research examining interactive effects of multi-foci justice (e.g., Price et al, 2006;Rupp et al, 2007), and with the P-O fit literature, as well. Also, Stapel and Koomen (2001) argued that a variety of social judgment models assert that both the interpretation of a perceived target stimulus and the comparison of this stimulus to a relevant standard are important components of person impression formation processes.…”

“…There are barely a few recent studies that explicitly examined the possibility of those effects (Lavelle, Rupp, Manegold, & Thorton, in press). For example, Price, Lavelle, Henley, Cocchiara, and Buchanan (2006) found that it only took one source acting unfairly at any stage of a decision process to negatively influence following reactions. Rupp, Bashshur, and Liao (2007) presented evidence of an adverse effect of misalignment between supervisory and organizational justice climate on employees' reactions.…”

Perspectives on organizational justice: Concept clarification, social context integration, time and links with morality

“…Furthermore, the team level experience is likely to interact with different level experiences within an organisation, leading to a multi-level model of justice experiences and effects. First evidence for this was found in a study on multi-level decision-making processes, where voice could be allowed both at the team level and by organisational authorities (Price et al 2006). People's reactions and fairness judgments were most beneficial when people were allowed voice in their team and the team in turn was given voice by the organisational authorities.…”

Work Alienation as a Mediator of the Relationship between Organizational Injustice and Organizational Commitment: Implications for Healthcare Professionals

“…Process control which has also been called voice in justice literature, refers an employee's possibility to express his/her view during the decision-making process (Hegtvedt, Clay-Warner, & Johnson, 2003). Decision-making procedures allowing voice help employees to control and influence material outcomes (Ding & Lin, 2006;Price et al, 2006). Such control can produce more favorable outcomes (DeConinck & Bachmann, 2005).…”

“…The information used in a decision by management should fairly represent the views of all affected employees (Posthuma, Maertz, & Dworkin, 2007). Another explanation is offered in group-value model that voice increases feelings of inclusion, respect, and standing within a group (Price et al, 2006). An unfair procedure indicates that individual is a low status member within the group or the relationship between group member and the authority figure is negative (Cropanzano et al, 2001).…”