The Management of Organizational Justice

Cropanzano, Russell; Bowen, David; Gilliland, Stephen W.

doi:10.5465/amp.2007.27895338

Cited by 834 publications

(921 citation statements)

References 56 publications

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“…Yet other organizations have a 'human focus' (Liebowitz and Suen 2000), in which employees, as the human element in organizations, are central to management attention patterns (Flamholtz et al 2002;Lester et al 2010). When managers pay more attention to employees, employees perceive management to be fair, just, and empathic (Cropanzano et al 2007;Kellett et al 2006), perceptions which lead to greater organizational identification and belonging (Bowen et al 2000). Organizational identification and belonging in turn motivate employees to not only behave altruistically toward their colleagues inside the organization (Cohen-Charash and Spector 2001; Grant et al 2008), but can also drive them to push for social behaviors directed outside the organization, including corporate philanthropy (Aguilera et al 2007;Frey and Meier 2004).…”

Section: An Attention-based Framework Of Corporate Philanthropymentioning

confidence: 99%

Corporate Philanthropic Responses to Emergent Human Needs: The Role of Organizational Attention Focus

Muller

Whiteman

2015

J Bus Ethics

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Research on corporate philanthropy typically focuses on organization-external pressures and aggregated donation behavior. Hence, our understanding of the organization-internal structures that determine whether a given organization will respond philanthropically to a specific human need remains underdeveloped. We explicate an attention-based framework in which specific dimensions of organization-level attention focus interact to predict philanthropic responses to an emergent human need. Exploring the response of Fortune Global 500 firms to the 2004 South Asian tsunami, we find that management attention focused on people inside the organization (employees) interacts with both attention for places (countries in the tsunami-stricken region) and attention for practices (corporate philanthropy in general) to predict the likelihood of charitable donations. Our research thus extends beyond the prevailing institutional perspective by highlighting the role of attention focus in corporate responsiveness to emergent societal issues.

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Section: An Attention-based Framework Of Corporate Philanthropymentioning

confidence: 99%

Corporate Philanthropic Responses to Emergent Human Needs: The Role of Organizational Attention Focus

Muller

Whiteman

2015

J Bus Ethics

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“…Reward allocations are important for directing behavior toward group goals, such as directing resources toward the group instead of based on effort or need (Feather, 2003). While some researchers have a typology of up to 17 different allocation norms, three have become a standard within the field: equity, equality and need (Reis, 1986;Cropanzano, Bowen, & Gilliland, 2007). Colquitt, Greenberg and Zapata-Phelan, (2005) describe equity reward allocation as a way of emphasizing individual merit and performance whereas the equality reward allocation is a way to increase group cohesion and the need reward allocation is a way to protect the disadvantaged or minority members of a group.…”

Section: Nepotism and Organizational Justicementioning

confidence: 99%

“…If an imbalance is perceived, Adams hypothesized that people would engage in one of a multitude of behaviors to rectify the situation. These behaviors can be positive (increased productivity) if the perceived outputs outweigh the perceived inputs (Cowherd & Levine, 1992;Cropanzano, Bowen, & Gilliland, 2007) or negative (workplace theft) if the perceived inputs outweigh the perceived outputs (Adams, 1965;Colquitt, Greenberg, & Zapata-Phelan, 2005). An important element of distributive justice is the need to understand the psychological process that occurs within individuals when they deem an outcome as unfair, equity theory offers one potential explanation for this process.…”

Section: Nepotism and Organizational Justicementioning

confidence: 99%

“…Colquitt, Greenberg and Zapata-Phelan, (2005) describe equity reward allocation as a way of emphasizing individual merit and performance whereas the equality reward allocation is a way to increase group cohesion and the need reward allocation is a way to protect the disadvantaged or minority members of a group. Which allocation norm is considered important depends on the strategic goal of the organization, society or researcher (Cropanzano, Bowen, & Gilliland, 2007).…”

Section: Nepotism and Organizational Justicementioning

confidence: 99%

“…Equity theory asserts that people will view a situation as unfair if there is a perceived imbalance between their outputs and their inputs. People weigh what they receive (output) relative to how much they contribute (input) (Cropanzano, Bowen, & Gilliland, 2007). In order for individuals to anchor their judgments they utilize a referent other's (including themselves at an earlier time) input/output ratio and compare it to their own (Colquitt, Greenberg, & Zapata-Phelan, 2005).…”

Section: Nepotism and Organizational Justicementioning

confidence: 99%

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Bringing Along the Family: Nepotism in the Workplace

Muhammad¹

2012

PsycEXTRA Dataset

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The current study advances an organizational justice theory to the concept of workplace nepotism. I examined if an individual's perception of nepotism can be influenced by their cultural self-construal and how the different components of organizational justice (distributive, procedural, interactional and informational) provide the psychological mechanism through which they base their judgments of fairness. A 2 (organizational selection: merit, nepotism) X 2 (competence: high, low), X 2 (in-group, out-group) experimental design was be utilized to test this theory.Participants read a randomized vignette, which varied the level of the six important factors. They then completed dependent variables (fairness evaluations and organizational reactions) about each scenario. This study represents the first empirical investigation of nepotism through the lens of individual's cultural self-construal and organizational justice. BRINGING ALONG THE FAMILY: NEPOTISM IN THE WORKPLACE

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Careers

Arnold

2015

Wiley Encyclopedia of Management

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Careers involve the sequence of a person's work experiences over time, and are not confined to high prestige occupations, nor to “climbing a ladder”. These experiences can be influenced by objective circumstances and individual perceptions and interpretations. Recent models of career emphasize the need for people to exert control over their own future, staying true to their own identity whilst also adjusting to labor market demands. This is not an easy combination. In an unpredictable world, a key task is to construct and reconstruct coherent narratives of their own career so that they can retain a sense of continuity and identity. This includes knowing what kind(s) of career success matter most to them. Organizational attempts to manage the careers of employees using techniques such as succession planning and mentoring schemes can have positive effects on the deployment of human capital, but need to be carefully meshed with the aspirations of individual employees.

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The Management of Organizational Justice

Cited by 834 publications

References 56 publications

Corporate Philanthropic Responses to Emergent Human Needs: The Role of Organizational Attention Focus

Corporate Philanthropic Responses to Emergent Human Needs: The Role of Organizational Attention Focus

Bringing Along the Family: Nepotism in the Workplace

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