National diversity and team performance: the moderating role of interactional justice climate

Buengeler, Claudia; Hartog, Deanne N. Den

doi:10.1080/09585192.2014.991345

Cited by 37 publications

(24 citation statements)

References 99 publications

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“…Interactional justice is characterized by the two subcomponents of informational (i.e., providing adequate explanations for decisions and procedures and discussing them with honesty) and interpersonal (i.e., treating employees with respect while refraining from prejudicial or improper statements when interacting with them) justice (Colquitt, 2001). Nevertheless, interactional justice is also represented by a single overarching dimension (Ambrose et al, 2013;Buengeler and Den Hartog, 2015). The identification of high correlations between informational and interpersonal justice (Kass, 2008) and the fact that a second-order factor of interactional justice is more strongly to predictors and consequences than its first-order components (e.g., Rego and Pina e Cunha, 2010) both suggest that a global approach may be appropriate.…”

Section: Introductionmentioning

confidence: 99%

On the Value of Considering Specific Facets of Interactional Justice Perceptions

et al. 2020

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This research seeks to verify the value of considering specific perceptions of informational and interpersonal justice over and above employees' global perceptions of interactional justice. In Study 1 (Sample 1: n = 592; Sample 2: n = 384), we examined the underlying structure of workers' perceptions of interactional justice by contrasting first-order and bifactor representations of their ratings. To investigate the true added value of specific informational and interpersonal justice perceptions once global interactional justice perceptions are taken into account, we also considered the relations between these global and specific perceptions and various outcomes. Our findings revealed that workers' perceptions of interactional justice simultaneously reflected a global interactional justice factor and two specific facets (interpersonal and informational justice). In Study 2, we identified employees' latent justice profiles based on their global (interactional justice) and specific (interpersonal and informational justice) levels of interactional justice. Five different interactional justice profiles were identified: low interpersonal, high interpersonal/average informational, high informational, normative, and high interpersonal/low informational. Employees' perceptions of transformational leadership are a significant predictor of profile membership. Finally, the five profiles were significantly associated with anxiety and emotional exhaustion.

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Section: Introductionmentioning

confidence: 99%

On the Value of Considering Specific Facets of Interactional Justice Perceptions

et al. 2020

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“…Individuals who are dissimilar in agreeableness and conscientiousness may be particularly sensitive to these perceptions. Because just workgroups encourage norms of learning from and valuing dissimilar others (Buengeler & Den Hartog, 2015;Oberfield, 2016), employees in the numerical minority of their workgroup may feel more at ease and less threatened by their status when working in such environments (Maranto & Griffin, 2011). This is practically important, particularly when combined with the findings of Guillaume et al (2012), who noted that deep-level personality dissimilarity can also yield positive workplace effects once the negative effects are mitigated.…”

Section: Practical Implicationsmentioning

confidence: 99%

“…In one exception, Buengeler and Den Hartog (2015) examined the moderating effect of interactional justice climate on the relationship between nationality dissimilarity and group performance. They found that this relationship was positive only when workgroup members agreed that their supervisor demonstrated high levels of interactional justice towards them.…”

Section: Workgroup Justice Climate and Employee Dissimilarity On Emotmentioning

confidence: 99%

“…Specifically, individuals who differ in personality and are working in a workgroup where everyone's voice is acknowledged equally are likely to feel more comfortable than those working in an environment marked by inequality. Because people use fairness perceptions as an indicator of their status and self-worth within the group (Roberson & Stevens, 2006), strong workgroup justice climates signal that each member of the group is equally valued and that being different is seen as a source of learning (Buengeler & Den Hartog, 2015) rather than a trigger of exhaustion. We expected that being dissimilar in personality from one's peers would be less emotionally exhausting when he or she does not expect to be treated unfairly based on this unique factor (i.e., working in groups with a high justice climate).…”

Section: Workgroup Justice Climate and Employee Dissimilarity On Emotmentioning

confidence: 99%

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Helping Misfits to Commit: How Justice Climate Attenuates the Effects of Personality Dissimilarity on Organizational Commitment

et al. 2018

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In the present study, we examined whether greater personality dissimilarity would indirectly lead to lower organizational commitment as a result of heightened emotional exhaustion. We also proposed and tested the notion that the experience of being dissimilar to one's workgroup members in the traits of (a) agreeableness, (b) conscientiousness, or (c) emotional stability would have the strongest positive effect on emotional exhaustion in workgroups with low justice climates. The data from 8196 members of the U.S. Armed Services confirmed the predicted negative indirect effect for agreeableness dissimilarity, but showed that conscientiousness dissimilarity resulted in a positive indirect effect on commitment. Contrary to expectations, emotional stability dissimilarity did not demonstrate a significant relationship. Multilevel moderated mediation analyses revealed that the presence of a strong workgroup justice climate attenuated the significant mediated relationships. Finally, we report supplementary polynomial regression analyses and discuss their implications for workgroup composition and individual career development.

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“…One such contingency factor is a team’s composition, in terms of characteristics such as demographics, educational background, personality, attitudes, and values (e.g., Buengeler & Den Hartog, 2015 ; Van Knippenberg & Schippers, 2007 ). Optimizing team composition through team design is thus an important way to increase team effectiveness ( Humphrey, Hollenbeck, Meyer, & Ilgen, 2007 ).…”

Section: Third Wish: a Killer App For Optimizing Team Designmentioning

confidence: 99%

Killer Apps: Developing Novel Applications That Enhance Team Coordination, Communication, and Effectiveness

Buengeler

Klonek

Lehmann‐Willenbrock

et al. 2017

Small Group Research

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As part of the Lorentz workshop, “Interdisciplinary Insights into Group and Team Dynamics,” held in Leiden, Netherlands, this article describes how Geeks and Groupies (computer and social scientists) may benefit from interdisciplinary collaboration toward the development of killer apps in team contexts that are meaningful and challenging for both. First, we discuss interaction processes during team meetings as a research topic for both Groupies and Geeks. Second, we highlight teamwork in health care settings as an interdisciplinary research challenge. Third, we discuss how an automated solution for optimal team design could benefit team effectiveness and feed into team-based interventions. Fourth, we discuss team collaboration in massive open online courses as a challenge for both Geeks and Groupies. We argue for the necessary integration of social and computational research insights and approaches. In the hope of inspiring future interdisciplinary collaborations, we develop criteria for evaluating killer apps—including the four proposed here—and discuss future research challenges and opportunities that potentially derive from these developments.

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National diversity and team performance: the moderating role of interactional justice climate

Cited by 37 publications

References 99 publications

On the Value of Considering Specific Facets of Interactional Justice Perceptions

On the Value of Considering Specific Facets of Interactional Justice Perceptions

Helping Misfits to Commit: How Justice Climate Attenuates the Effects of Personality Dissimilarity on Organizational Commitment

Killer Apps: Developing Novel Applications That Enhance Team Coordination, Communication, and Effectiveness

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