Organisational justice:new insights from behavioural ethics

Both organizational justice and behavioural ethics are concerned with questions of 'right and wrong' in the context of work organizations. Until recently they have developed largely independently of each other, choosing to focus on subtly different concerns, constructs and research questions. The last few years have, however, witnessed a significant growth in theoretical and empirical research integrating these closely related academic specialities. We review the organizational justice literature, illustrating the impact of behavioural ethics research on important fairness questions. We argue that organizational justice research is focused on four reoccurring issues: (i) why justice at work matters to individuals; (ii) how justice judgements are formed; (iii) the consequences of injustice; and (iv) the factors antecedent to justice perceptions. Current and future justice research has begun and will continue borrowing from the behavioural ethics literature in answering these questions

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

Фрагменти до біографії І. Мазепи

Мета цієї статті увести до наукового обігу три документи, які стосуються життя й діяльності І. Мазепи. Перший з них нами було виявлено у польських архівосховищах. Автором цього листа, адресованого, очевидно, королеві Яну III Собеському, був учасник посольства Речі Посполитої до Москви, яке очолював вармінський біскуп і коронний канцлер Августин Міхал Радзейовський. Лист важливий тим, що проливає світло на малознаний період біографії Івана Мазепи, коли той був генеральним осавулом на лівобічній Гетьманщині. Другий і третій документи мають меншу цінність. Один з них - це типова рукописна газета - “новина”, у якій повідомляється про польсько-російські переговори у Варшаві у 1695 р. у зв’язку з азово-дніпровськими походами, у котрих визначну роль відіграли українські війська на чолі з гетьманом Іваном Мазепою. Автором наступного документа був Лаврентій Крщонович, визначний церковний діяч, ігумен деяких православних монастирів Гетьманщини, зокрема Свято-Троїцького Іллінського у Чернігові

Willing and able: action-state orientation and the relation between procedural justice and employee cooperation

Existing justice theory explains why fair procedures motivate employees to adopt cooperative goals, but it fails to explain how employees strive towards these goals. We study self-regulatory abilities that underlie goal striving; abilities that should thus affect employees’ display of cooperative behavior in response to procedural justice. Building on action control theory, we argue that employees who display effective self-regulatory strategies (action oriented employees) display relatively strong cooperative behavioral responses to fair procedures. A multisource field study and a laboratory experiment support this prediction. A subsequent experiment addresses the process underlying this effect by explicitly showing that action orientation facilitates attainment of the cooperative goals that people adopt in response to fair procedures, thus facilitating the display of actual cooperative behavior. This goal striving approach better integrates research on the relationship between procedural justice and employee cooperation in the self-regulation and the work motivation literature. It also offers organizations a new perspective on making procedural justice effective in stimulating employee cooperation by suggesting factors that help employees reach their adopted goals

Work-Unit Absenteeism: Effects of Satisfaction, Commitment, Labor Market Conditions, and Time

Prior research is limited in explaining absenteeism at the unit level and over time. We developed and tested a model of unit-level absenteeism using five waves of data collected over six years from 115 work units in a large state agency. Unit-level job satisfaction, organizational commitment, and local unemployment were modeled as time-varying predictors of absenteeism. Shared satisfaction and commitment interacted in predicting absenteeism but were not related to the rate of change in absenteeism over time. Unit-level satisfaction and commitment were more strongly related to absenteeism when units were located in areas with plentiful job alternatives

Examining the Role of Narrative Performance Appraisal Comments on Performance

Despite their prevalence in performance appraisal systems and purported importance in theory, narrative performance appraisal comments have been rarely examined. This study aimed to contribute to the literature by developing and testing a theory of quality narrative feedback. The author argues that managerial feedback that is both directive (i.e., lengthy, specific, and includes goals) and motivational (i.e., positive and high in interactional justice) would be related to year-lagged performance. Negative and positive emotions are also proposed as mediators of this relationship. Performance appraisal comments were coded for a sample of 1,019 clinical nurses. The structural equations modeling results provided preliminary evidence that feedback favorability and interactional justice demonstrated significant direct and indirect (through positive and negative emotion) effects on year-lagged employee performance. © 2013 Copyright Taylor and Francis Group, LLC