Organizational justice research identified a broad set of possible emotional, attitudinal and behavioral consequences to justice perceptions. Empirical evidence of these relationships strongly emphasizes the importance of justice concerns for organizations. Mainly discussed are behavioral reactions to justice, categorized in organizational citizenship behavior, task performance and counterproductive work behavior. Several theoretical approaches offer deeper understanding into why these consequences may occur, and facilitate accurate predictions. In order to clarify what individuals perceive as just in organizations, scholars identified different dimensions of justice. Taken together, the field of organizational justice research offers valuable insights for practical application. These conceptualizations of consequences, underlying processes and the sources of justice perceptions can serve as a practical valuable guideline for organizations. Thus, it helps companies to identify reasons for beneficial and harming employee behavior and points out ways to foster employee’s organizational support.
Inhalt
Abstract
The Sources of Justice Perceptions
Distributive Justice
Procedural Justice
Interactional Justice
Fairness Theory
Distinction and Overall Justice
Theoretical Frameworks of Justice Perceptions
Control Model
Social Exchange Theory
Fairness Heuristic Theory
Relational Model
Moral Virtues Model
Integrating the Theories
The Consequences of Organizational Justice
Organizational Citizenship Behavior
Organizational Citizenship Behavior and the Group Engagement Model
Organizational Citizenship Behavior and Social Exchange Theory
Organizational Citizenship Behavior and Fairness Heuristic Theory
Task Performance
Task Performance and Equity Theory
Task Performance and Intrinsic Motivation
Counterproductive Work Behavior
Counterproductive Work Behavior and Equity Theory
Counterproductive Work Behavior and the State of Affect
Conclusion
References
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