The Mediating Role of Procedural Justice in Responses to Promotion Decisions

Abstract

This study used structural equations modeling to examine the mediating role of procedural justice in the relationships between promotion decisions and organizational commitment and between promotion decisions and intent to leave the organization. 156 managers and executives in Italian subsidiaries of two large multinational organizations in the chemical industry were surveyed about their career history within the organization and their reactions to promotion decisions over an 8-year period. The results showed that promotion decisions influenced feelings of organizational commitment through perceptions of procedural justice in promotion decision-making processes. The theoretical and practical implications of the study s findings are discussed.

Organisational Justice, Organisational Citizenship Behaviour, Job Satisfaction and Leader–Member Exchange

“…Employees' perceptions of procedural justice in promotion decisions are likely to result in positive perceptions of their organisation and higher levels of organisational commitment (Arvey and Sackett 1993 ;Beehr et al 1980 ;De Souza 2002 ;Halaby and Sobel 1979 ;Lemons and Jones 2001 ). These studies showed a direct relationship between procedural justice and organisational commitment (Bagdadli et al 2006 ;Folger and Konovsky 1989 ;Lemons and Jones 2001 ) and an inverse relationship with intent to leave (Carson et al 1994 ;Porter and Steers 1973 ;Price 1977 ;Stroh et al 1996 ). Pillai et al ( 2001 ) reveal that procedural justice principles may differ as a result of one's individualism versus collectivism orientation.…”

“…Fairness also infl uences decision acceptance. Organisational fairness in decision-making is likely to augment employees' acceptance and encourage positive reactions to organisational decisions (Bagdadli et al 2006 ). Organisational decisions may include decisions on compensation and b enefi ts (Folger and Konovsky 1989 ), layoffs and terminations (Brockner et al 1994 ), performance appraisals (Greenberg 1986 ;Taylor et al 1995 ) and employee selection processes (Gilliland 1993(Gilliland , 1994Singer 1993 ).…”

“…Most research on procedural justice tends to be associated with attitudes towards overall organisational outcomes, such as organisational commitment (Bagdadli et al 2006 ;Dailey and Kirk 1992 ;Folger and Konovsky 1989 ;Korsgaard et al 1995 ;Quarles 1994 ;Sweeney and McFarlin 1993 ), intent to leave (Carson et al 1994 ;Porter and Steers 1973 ;Price 1977 ;Stroh et al 1996 ), employees' identifi cation with their organisations (O'Reilly and Chatman 1986 ) and trust in management/supervisor (Folger and Konovsky 1989 ). Similarly, Lind and Tyler ( 1988 ) believe fair procedures really determine employee behaviour and commitment.…”

“…As far as the effect of procedural justice on promotion decisions is concerned, much of the research focused on the effects on organisational commitment (Fields et al 2000 ;Folger and Konovsky 1989 ;Konovsky and Cropanzano 1991 ;Schaubroeck et al 1994 ;Sweeney and McFarlin 1993 ) and intent to leave (Bagdadli et al 2006 ;Lemons and Jones 2001 ). Employees' perceptions of procedural justice in promotion decisions are likely to result in positive perceptions of their organisation and higher levels of organisational commitment (Arvey and Sackett 1993 ;Beehr et al 1980 ;De Souza 2002 ;Halaby and Sobel 1979 ;Lemons and Jones 2001 ).…”

"Aprendizaje Grupal": Antecedentes Personales Y Organizacionales

“…También existen trabajos en los que la justicia se considera variable mediadora entre antecedentes (personales y organizacionales) y diferentes resultados como las actitudes hacia el trabajo ( Elanain, 2009), la percepción de las compensaciones (Bagdadli, Roberson, & Paoletti, 2006;Chi & Han, 2008;Kwon, Kim, Kang, & Kim, 2008), la salud laboral (Wu, Neubert, & Xiang Yi, 2007), la satisfacción (Mossholder, Bennett, & Martin, 1998;Roberson, Moye, & Locke, 1999), el desempeño relacionado con la tarea (Renn, 1998), las conductas desviadas (El Akremi, Vandenberghe, & Camerman, 2010), y las conductas de ciudadanía (Bhal, 2006;Elanain, 2010;Foss et al, 2010;Karriker & Williams, 2009). Algunos trabajos muestran, concretamente, su rol mediador entre diferentes tipos de liderazgo y las conductas de ciudadanía (p. ej.…”