Organizational Justice Measure

Spranger, Jennifer L.; Colarelli, Stephen M; Dimotakis, Nikolaos; Jacob, Annalyn C.; Arvey, Richard D.

doi:10.1037/t03634-000

Cited by 24 publications

(38 citation statements)

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“…An alpha level of 0.05 was used for all analyses. While the measure instrument developed by Colquitt was found to have a reliability ranging from 0.90 to 0.93 (Colquitt & Shaw, 2003), the reliability coefficients for the dimensions for this study produced an alpha of 0.757.…”

Section: Methodsmentioning

confidence: 97%

Organizational justice and commitment in interscholastic sports

Whisenant

2005

Sport, Education and Society

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Section: Methodsmentioning

confidence: 97%

Organizational justice and commitment in interscholastic sports

Whisenant

2005

Sport, Education and Society

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“…101 If the efforts above still fail to improve employees' perceptions of justice, managers could consider having professional suggestions from the third party to improve employees' perceptions of justice.…”

Section: Empirical Suggestionsmentioning

confidence: 98%

Perceptions of Justice in Extrinsic Reward Patterns

Chen

2011

Compensation & Benefits Review

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Effective extrinsic rewards foster a positive culture within organizations. The current study reviewed algorithmic/ experiential reward patterns and perceptions of justice in four businesses to gain insight into the perceptions of employees with regard to justice. Results indicate that perceptions of justice vary according to patterns in extrinsic rewards. This study also discovered that employees perceive fairness according to characteristics specific to the organization and industry. Managers must understand how employees perceive justice to determine the most effective means with which to implement extrinsic rewards, according to two distinct patterns. Suggestions for practical implementation and future research are also provided. Keywordsperceptions of justice, extrinsic rewards, direct/indirect rewards, reward patterns, algorithmic/experiential pattern can help managers to create a climate of fairness and improve the effectiveness of granting rewards. Following a review of the literature related to reward patterns, we then investigate this issue in four separate businesses. Finally, we provide suggestions and implications for practitioners and future research.

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“…Organizational justice is widely viewed as a multidimensional construct consisting of distinct subdimensions, including distributive, procedural, informational, and interpersonal justice (Cohen‐Charash & Spector, ; Colquitt, ). Although these subdimensions are distinct, researchers suggest that together they represent a latent overall justice construct (Colquitt & Shaw, ). Moreover, multifoci justice research (Lavelle et al., ; Rupp & Cropanzano, ) shows that justice perceptions can originate from various sources such as organizations, supervisors, or coworkers.…”

Section: Patient‐directed Organizational Justicementioning

confidence: 99%

“…Table contains the instructions and all of the items used. According to Colquitt and Shaw (), “modeling overall justice in this way is more appropriate for reactive field studies employing either a multiple event or an entity context” (p. 139). Given that this was a field study and our focal source of justice was the organization as an entity, we operationalized patient‐directed organizational justice as an “overall” latent construct with the four subdimensions representing lower order subfactors of a higher order construct.…”

Section: Studymentioning

confidence: 99%

“…Some researchers argue that informational justice is an independent subdimension, and others argue that it is part of interpersonal justice (Colquitt & Shaw, ). We note this possible distinction, but it does not bear on our arguments, as we included measures of both informational and interactional justice in our study as second‐order factors of overall justice (see Study 1).…”

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confidence: 99%

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Be Fair, Your Employees Are Watching: A Relational Response Model of External Third‐Party Justice

Dunford

Jackson

Boss

et al. 2014

Personnel Psychology

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There is growing theoretical recognition in the organizational justice literature that an organization's treatment of external parties (such as patients, community members, customers, and the general public) shapes its own employees' attitudes and behavior toward it. However, the emerging third-party justice literature has an inward focus, emphasizing perceptions of the treatment of other insiders (e.g., coworkers or team members). This inward focus overlooks meaningful "outward" employee concerns relating to how organizations treat external parties. We propose a relational response model to advance the third-party justice literature asserting that the organization's fair treatment of external parties sends important relational signals to employees that shape their social exchange perceptions toward their employer. Supporting this proposition, in two multisource studies in separate healthcare organizations we found that patient-directed justice had indirect effects on supervisory cooperative behavior ratings through organizational trust and organizational identification.For over 30 years, researchers in various disciplines have primarily taken a first-person perspective on the study of organizational justice, amassing an impressive body of evidence that individuals' perceptions of We thank Jason Colquitt, Cindy Zapata, and Steve Green for their feedback on earlier versions of this manuscript. We also thank Fred Morgeson and anonymous reviewers for helping us to refine our work.

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Organizational Justice Measure

Cited by 24 publications

References 0 publications

Organizational justice and commitment in interscholastic sports

Organizational justice and commitment in interscholastic sports

Perceptions of Justice in Extrinsic Reward Patterns

Be Fair, Your Employees Are Watching: A Relational Response Model of External Third‐Party Justice

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