The Precursors and Products of Justice Climates: Group Leader Antecedents and Employee Attitudinal Consequences

Drawing on the organizational justice, organizational climate, leadership and personality, and social comparison theory literatures, we develop hypotheses about the effects of leader personality on the development of three types of justice climates (e.g., procedural, interpersonal, and informational), and the moderating effects of these climates on individual level justice- attitude relationships. Largely consistent with the theoretically-derived hypotheses, the results showed that leader (a) agreeableness was positively related to procedural, interpersonal and informational justice climates, (b) conscientiousness was positively related to a procedural justice climate, and (c) neuroticism was negatively related to all three types of justice climates. Further, consistent with social comparison theory, multilevel data analyses revealed that the relationship between individual justice perceptions and job attitudes (e.g., job satisfaction, commitment) was moderated by justice climate such that the relationships were stronger when justice climate was high

A Policy Capturing Approach to Individuals\u27 Decisions to be Absent

This study provided a within-subjects assessment of the factors associated with an individual\u27s decision to be absent, and examined whether there were differences between individuals in their decisions. A sample of maintenance and clerical employees at a large Midwest university responded to scenarios describing factors that might contribute to their decisions to be absent on a particular day. Illness explained more variance than any other factor in individuals\u27 absence decisions. Several other within-subject and between-subject influences were identified. The relative importance of the antecedents of absence decisions varied widely by individual, lending support to Johns and Nicholson\u27s (1982) argument that absence decisions are phenomenologically unique

ILR School Ph.D. Dissertations

Compiled by Susan LaCette.ILRSchoolPhD.pdf: 4022 downloads, before Oct. 1, 2020

Group Incentives and Pay Satisfaction: Understanding the Relationship Through an Identity Theory Perspective

The goal of this paper is to develop a conceptual model based on identity theory to specify the relationship between group incentives and pay satisfaction. Pay satisfaction, as currently measured, does not include items that directly assess group-based rewards, therefore, any changes in pay satisfaction associated with group incentive implementation would be the result of some spillover effect. Identity theory is employed to model this effect by delineating how group incentives tap salient work-related roles; the theory also has implications for various behavioral consequences. The research described in this paper tests two hypotheses derived from the conceptual model. These hypotheses are tested in two quasi-experimental field studies conducted in a high technology firm and a consumer products company that both implemented gain sharing programs. The findings indicate that gainsharing plans can be viewed as either a benefit or as part of individual pay based on the ability of the incentive plan to activate salient work roles

Job Satisfaction and Subjective Well-Being As Determinants of Job Adaptation

An important controversy in the literature on employee withdrawal/adaptation concerns whether job satisfaction predicts behaviors that are manifestations of this construct. Although the area has not lacked for empirical research, Hulin (1991) has argued that several unresolved issues have limited the generalizations we can make about the role of job satisfaction in influencing isolated work behaviors. Hulin (1991) hypothesized that there is a general construct underlying many adaptive behaviors, including job withdrawal. When this general construct is assessed through combination of individual behaviors, the ability of constructs such as job satisfaction to influence job adaptation was hypothesized to increase over the prediction of specific behaviors. In the present study, individual behaviors thought to represent the adaptation construct were obtained through three different sources of data. Job satisfaction, subjective well-being, and other variables were hypothesized to influence the adaptation construct within the framework of a causal model. Results indicated support for both the job adaptation construct and its relation to job satisfaction and subjective well-being

Customer Service Employees and Discretionary Service Behavior: A Psychological Contract Model

We present a theoretical framework for explicating contact employee behavior during customer service encounters, labeled discretionary service behavior (DSB). The model takes an organizational justice perspective, incorporating psychological contracts and fairness perceptions. We define DSB, examine potential antecedents, present research propositions related to the model, and discuss potential organizational outcomes

ILR Research in Progress 2011-12

The production of scholarly research continues to be one of the primary missions of the ILR School. During a typical academic year, ILR faculty members published or had accepted for publication over 25 books, edited volumes, and monographs, 170 articles and chapters in edited volumes, numerous book reviews. In addition, a large number of manuscripts were submitted for publication, presented at professional association meetings, or circulated in working paper form. Our faculty's research continues to find its way into the very best industrial relations, social science and statistics journals.Research_in_Progress_2011_12.pdf: 46 downloads, before Oct. 1, 2020

HR Practices and Customer Satisfaction: The Mediating Link of Commitment

This research examined organizational commitment as a mediator between HR practices and customer satisfaction of 35 job groups from 13 service firm business units. Both commitment level and consensus were predicted to influence customer satisfaction. Results found that commitment level mediated the relationship between HR practices and customer satisfaction