Perception of Injustice as a Predictor of Support for Workplace Aggression

Kennedy, Daniel B.; Homant, Robert J.; Homant, Michael R.

doi:10.1023/b:jobu.0000016709.52870.2c

Cited by 46 publications

(33 citation statements)

References 19 publications

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“…While the Abrose et al study indicates that interactional justice is a better predictor of sabotage, another study found that although interpersonal justice was a more significant predictor of support for aggression than was distributive justice, procedural justice was a better predictor than interpersonal or distributive justice, (Kennedy, Homant, & Homant, 2004). There is much evidence of the role of injustice in predicting misbehavior at work, but recent research indicates that it is not necessarily the most significant factor.…”

Section: Employee Deviance As Inequity Reactionmentioning

confidence: 98%

From Bad to Worse: A Social Contagion Model of Organizational Misbehavior

Ferguson

2006

SSRN Journal

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Section: Employee Deviance As Inequity Reactionmentioning

confidence: 98%

From Bad to Worse: A Social Contagion Model of Organizational Misbehavior

Ferguson

2006

SSRN Journal

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“…Unfortunately, what one actually receives in terms of pay raises might not match one's expectations (Campbell et al 1998;Kennedy et al 2004). In particular, as it relates to organizational justice, if employees receive a pay raise or bonus, which is less than what they expected given a certain level of performance, they are likely to be dissatisfied, and possibly even angry (Kennedy et al 2004;Rynes et al 2004).…”

Section: Formalizationmentioning

confidence: 99%

“…In particular, as it relates to organizational justice, if employees receive a pay raise or bonus, which is less than what they expected given a certain level of performance, they are likely to be dissatisfied, and possibly even angry (Kennedy et al 2004;Rynes et al 2004). Occasionally, this might happen to many employees.…”

Section: Formalizationmentioning

confidence: 99%

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A Model of Organizational and Job Environment Influences on Workplace Violence

Howard

Wech

2011

Employ Respons Rights J

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A considerable amount of research on workplace violence has been conducted over the past two decades, resulting in a better understanding of its causes and consequences. Several models have been developed that consider the causes and consequences, as well as the organization's policies that influence workplace violence. The source of violence (internal vs. external), hierarchical position (supervisory vs. line positions), formalization in terms of policies, and the external environment factors that affect organizations have rarely been considered in combination with one another in models to date. The present paper develops a model addressing these gaps in the literature by incorporating these factors as influences on the likelihood of experiencing workplace violence.

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“…Likewise, the stress linked to work (Barling, 1996;Warshaw and Messite, 1996) as well as the perception of injustice (Folger and Baron, 1996;Baron et al, 1999;Glomb, 2002;Kennedy et al, 2004) have been shown to be organizational factors in relation to the manifestation of violence in the workplace.…”

Section: Causes Linked To the Organizationmentioning

confidence: 99%

Physical violence at the workplace: Consequences on health and measures of prevention

Steffgen¹

2008

European Review of Applied Psychology

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Based on definitions and theoretical models of physical violence at the workplace, this paper presents scientific knowledge and working hypotheses regarding both, the causes and effects of physical violence on health, and pertinent preventive measures of intervention to be taken by enterprises. Four groups of determinants of violence are presented and discussed: determinants relative to the structure and the culture of the enterprise; the aggressor; the victim; and the socio-cultural environment. The theoretical model by Baron and Neumann [Public Admin Q 21 (1998) ] is used to explain the complex origin of violent behavior at work based on these determinants. Moreover, the various and multiple consequences of a violent act are examined. In addition to the direct effects of such an act on the social, organizational and individual level, the indirect effects are also taken into consideration. In this analytical context, health problems are more particularly underlined, such as the psychological trauma suffered by victims of a violent act. Finally, two different areas of intervention will be distinguished: interventions on the physical environment and interventions on the level of company management or an organizational group which aims at changing the behavior of the members of the organization. Different scientific evaluations of action programs to reduce violent acts are presented. In conclusion, this paper calls for further research on physical violence in the workplace. © 2008 Elsevier Masson SAS. All rights reserved. RésuméEn se basant sur des définitions scientifiques et des modèles théoriques de la violence physique sur le lieu de travail, l'article présente les savoirs scientifiques et les hypothèses de référence quant aux causes, quant aux effets sur la santé et quant aux mesures d'intervention préventive pertinentes à prendre à l'égard de la violence physique dans les entreprises. Quatre groupes de déterminants sont présentés et discutés : déterminants relatifs à la structure et culture de l'entreprise, à l'agresseur, à la victime et à l'environnement socioculturel. Le modèle théorique de Baron et Neumann, J.H. [Public Admin Q 21 (1998) 446-64] sert de modèle de référence pour expliquer la genèse complexe des comportements violents sur le lieu de travail à partir de ces déterminants. Par ailleurs, les conséquences variées et multiples de l'acte violent sont examinées. Mis à part les effets directs -au niveau social, organisationnel et individuel -d'un tel acte, les effets indirects sont également à prendre en considération. Dans ce contexte d'analyse, les problèmes de santé sont plus particulièrement mis en exergue, comme, par example, le traumatisme psychique subi par les victimes d'un acte violent. Enfin, deux différents domaines d'intervention vont être distingués : les interventions sur l'environnement physique et les interventions auprès de la direction d'une entreprise ou d'une unité organisationnelle et qui ont pour objectif le changement du comportement des membres de l'organisation. Di...

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Perception of Injustice as a Predictor of Support for Workplace Aggression

Cited by 46 publications

References 19 publications

From Bad to Worse: A Social Contagion Model of Organizational Misbehavior

From Bad to Worse: A Social Contagion Model of Organizational Misbehavior

A Model of Organizational and Job Environment Influences on Workplace Violence

Physical violence at the workplace: Consequences on health and measures of prevention

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