Taking a Multifoci Approach to the Study of Justice, Social Exchange, and Citizenship Behavior: The Target Similarity Model†

Abstract

An emerging trend within the organizational justice, social exchange, and organizational citizenship behavior literatures is that employees maintain distinct perceptions about, and direct different attitudes and behaviors toward, multiple foci such as the organization, supervisors, and coworkers. However, these multifoci developments have progressed, for the most part, independently of one another. Thus, to gain a more complete conceptualization of the employee experience, this review brings these respective literatures together. Specifically, the authors (a) review and organize multifoci research and theory in justice, social exchange, and citizenship behavior, (b) develop a “target similarity” model to provide a theoretical framework for conceptualizing and integrating multifoci research, and (c) o fer suggestions for future multifoci research.

Job Resources to Promote Feelings of Pride in the Organization: The Role of Social Identification

“…Although several studies have argued in favor of a foci-specific antecedent identification outcome process, they have mainly addressed behavioral or attitudinal outcomes, such as organizational involvement (Edwards & Peccei, 2010) or organizational citizenship behavior (Lavelle, Rupp, & Brockner, 2007). Research on emotional outcomes at the group level in this three-step process is scarce, although intergroup emotions theory has addressed the latter part of this process by focusing on the direct link between social identification and group-based emotions (Mackie, Smith, & Ray, 2008).…”

“…For example, Lavelle, Rupp and Brockner (2007) argue that justice/trust emerging from three specific foci (the organizational, the supervisory and the co-worker) is related to various identification processes and that citizenship behavior is consequently related to these particular aspects. Although their data are cross-sectional, social identification is shown to potentially mediate the relationship between perceived organizational support and organizational involvement within a dual organizational identity context (Edwards & Peccei, 2010; see also, Restubog et al, 2008;Vora & Kostava, 2007).…”

“…Moreover, when investigating social identification in organizations, a more fruitful approach would be to consider social identification as a potential mediating factor rather than an outcome, as recent studies have done (Edwards & Peccei, 2010;Lavelle, Rupp, & Brockner, 2007). Finally, future research that measures identification with a variety of organizational foci and corresponding group-based emotions over time would allow for the examination of the temporal changes in both group identifications and group-based emotions.…”

A Question of Fit: Cultural and Individual Differences in Interpersonal Justice Perceptions

“…Jones (2009), in an experimental setting, found a negative relationship between interpersonal justice and counterproductive work behaviors directed at the supervisor, and that this relationship was mediated by desire for revenge against the supervisor. Theoretical explanations of these relationships are typically grounded in social exchange theory, in which the line manageremployee relationship is viewed as an ongoing reciprocal exchange (Lavelle et al, 2007). In brief, being treated with dignity and respect by one's line manager is likely to be reciprocated via increased trust and commitment towards the line manager.…”

“…In brief, being treated with dignity and respect by one's line manager is likely to be reciprocated via increased trust and commitment towards the line manager. Conversely, a lack of dignity, politeness and respect is likely to lead to more negative employee attitudes and behaviors (Lavelle et al, 2007).…”