The Distribution of Rewards and Resources in Groups and Organizations

Leventhal, Gerald S.

doi:10.1016/s0065-2601(08)60059-3

Cited by 725 publications

(705 citation statements)

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“…The literature on procedural justice emphasizes that not just the level of pay, but also the causes and processes for changing it can affect employees' reactions (Lind and Tyler 1988;Leventhal 1976). Theories of procedural justice emphasize that most people consider procedures more fair if, among other things, the decision-maker accords respectful treatment to those affected by the decision, has no vested interest in a decision that is harmful to them, and has limited choice in making a decision.…”

Section: Perceptions Of Fairness Of the Employment Contractmentioning

confidence: 99%

When Are Layoffs Acceptable? Evidence from a Quasi-Experiment

Charness¹,

Levine²

2000

Industrial and Labor Relations Review

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Section: Perceptions Of Fairness Of the Employment Contractmentioning

confidence: 99%

When Are Layoffs Acceptable? Evidence from a Quasi-Experiment

Charness¹,

Levine²

2000

Industrial and Labor Relations Review

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“…In the present study, Colquitt's four-component model of organisational justice was applied; distributive justice (Leventhal, 1976), is communicated as the subjective perception of how fairly outcomes such as rewards have been distributed; procedural justice is communicated as how fairly the organisational systems/procedures have been used to allocate these outcomes (Leventhal, 1980;Thibaut and Walker, 1975); interpersonal justice, concerns how sensitively and fairly the information has been communicated to the employees (Greenberg, 1993) and informational justice, is communicated as how explanatory the information given to employees was with regard to why a specific outcome happened (Greenberg, 1993).…”

Section: Introductionmentioning

confidence: 99%

Exploring predictors and consequences of embitterment in the workplace

Michailidis

Cropley

2016

Ergonomics

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Research on the feeling of embitterment at work is still in its infancy. The present study investigated the predictors and consequences of the feeling of embitterment at work. It was hypothesised that organisational injustice as well as over-controlling supervision would predict embitterment at work and that embitterment would be associated with work-related rumination. Three hundred and thirty-seven employees completed an online survey.Regression analysis revealed that procedural injustice and over-controlling supervision were significant predictors of embitterment and that embitterment contributed significantly to the prediction of increased affective rumination and reduction in detachment. Mediation analysis indicated that embitterment at work was a significant mechanism through which organisational injustice and over-controlling supervision exerted their effect on affective rumination, which is indicative of insufficient recovery from work. Findings suggest that breaches in organisational justice can generate feelings of embitterment at work, which in turn can interfere with employees' ability to adequately recover from work.Practitioner Summary: The purpose of this study was to investigate predictors and consequences of embitterment in the workplace, by using an online questionnaire. Findings suggest that perceived unfairness, because of structural and organizational aspects, predict feelings of embitterment and that feeling embittered at work can prevent employees from adequately recovering from work.

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“…Existe un cúmulo de teorías sociales que pretenden brindar una explicación ontológica del concepto de la justicia, por ejemplo la teoría de la equidad (Adams, 1966), equidad en el intercambio social (Homans, 1961), expectativas en el intercambio social (Blau, 1964), normas de distribución múltiple (Leventhal, 1976); equidad en los procedimientos de disputas (Thibaut & Walker, 1975) y la teoría del trato interpersonal (Bies & Moag, 1986). Estas teorías han permitido entender la justicia como una construcción social (Colquitt, Conlon, Weson, Porter & Ng, 2001).…”

Section: ¿Qué Es La Justicia Organizacional?unclassified

Justicia organizacional, engagement en el trabajo y comportamientos de ciudadanía organizacional: Una combinación ganadora

2014

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Se han realizado muchos estudios sobre la relación de la justicia organizacional y los comportamientos de ciudadanía organizacional. Sin embargo, todavía existen preguntas sobre los procesos psicológicos que explican esta relación. Este estudio pone a prueba el rol del mediador del engagement en el trabajo, como proceso psicológico que explica la relación entre la justicia organizacional y los comportamientos de ciudadanía organizacional. Una muestra de 144 empleados de múltiples sectores ocupacionales (servicios, ventas, entre otros) de Puerto Rico participó en el estudio. Los resultados de los modelos de ecuaciones estructurales con Partial Least Squares apoyan nuestra hipótesis: el engagement media en su totalidad la relación entre justicia y comportamientos de ciudadanía organizacional. Cuando las personas perciben que son tratadas en el trabajo de forma justa, se fomenta el engagement en el trabajo, lo que a su vez, predice de los comportamientos de ciudadanía organizacional.

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The Distribution of Rewards and Resources in Groups and Organizations

Cited by 725 publications

References 0 publications

When Are Layoffs Acceptable? Evidence from a Quasi-Experiment

When Are Layoffs Acceptable? Evidence from a Quasi-Experiment

Exploring predictors and consequences of embitterment in the workplace

Justicia organizacional, engagement en el trabajo y comportamientos de ciudadanía organizacional: Una combinación ganadora

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