53 research outputs found
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High Involvement Management, High Performance Work Systems and Well-being
Studies on the impact of high-performance work systems on employees' well-being are emerging but the underlying theory remains weak. This paper attempts to develop theory of the effects on well-being of four dimensions of high-performance work systems: enriched jobs, high involvement management, employee voice, and motivational supports. Hypothesized associations are tested using multilevel models and data from Britain's Workplace Employment Relations Survey of 2004 (WERS2004). Results show that enriched jobs are positively associated with both measures of well-being: job satisfaction and anxiety–contentment. Voice is positively associated with job satisfaction, and motivational supports with neither measure. The results for high involvement management are not as predicted because it increases anxiety and is independent of job satisfaction
Behavioral (In)tolerance of Equality Violation in Social Dilemmas: When Trust Affects Contribution Decisions after Violations of Equality
Effects of Salient Communicative Strokes on Subordinate Employees in a Health Care Organization
Perspectives on Organizational Justice: Concept clarification, social context integration, time and links with morality
Organizational justice is concerned with people's fairness perceptions in organizations and has been a popular field of study in the social sciences for at least 25 years. This paper reviews the core concepts, models and questions of organizational justice research. Four research areas that are particularly critical for the future of the field will be highlighted: concept clarification, social context integration, time and links with morality. These areas have received increased attention lately, but there are still relatively few empirical studies and theoretical frameworks that grapple with these issues. Concept clarification is vital for improved consistency of the field and for internal validity of studies. Situating organizational justice in social contexts and in time will be crucial to improve external validity and the usability of organizational justice findings in organizations. Understanding the links between morality and justice at an individual level, and at the organizational and societal levels is necessary if justice researchers want to live up to the promise of their field for society. For each of these four areas, recent developments will be reviewed and avenues for future research discussed
Equity, equality, and need: Three principles of justice or one? An analysis of “equity as desert”
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