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Deborah E. Rupp
Researcher at Purdue University
Publications - 115
Citations - 15156
Deborah E. Rupp is an academic researcher from Purdue University. The author has contributed to research in topics: Organizational justice & Corporate social responsibility. The author has an hindex of 44, co-authored 112 publications receiving 13083 citations. Previous affiliations of Deborah E. Rupp include Colorado State University & George Mason University.
Papers
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Putting the S back in corporate social responsibility: A multilevel theory of social change in organizations
TL;DR: In this article, a multilevel theoretical model is proposed to understand why business organizations are increasingly engaging in corporate social responsibility (CSR) initiatives and thereby exhibiting the potential to exert positive social change.
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The relationship of emotional exhaustion to work attitudes, job performance, and organizational citizenship behaviors.
TL;DR: The authors proposed that emotional exhaustion would predict job performance, 2 classes of organizational citizenship behavior, and turnover intentions and posited that the relationship between emotional exhaustion and effective work behaviors would be mediated by organizational commitment.
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Moral Virtues, Fairness Heuristics, Social Entities, and Other Denizens of Organizational Justice.
TL;DR: In this article, the authors discuss how workers formulate appraisals of justice, why they do so, and what precisely is being appraised, and provide a framework for reviewing the current state of our knowledge, proposing new research paradigms, and providing directions for future inquiry.
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Employee reactions to corporate social responsibility: an organizational justice framework
TL;DR: In this article, a theoretical model is presented whereby employees' perceptions of CSR impact their subsequent emotions, attitudes, and behaviors, mediated by instrumental, relational, and deontic motives/needs, as well as moderated by organizations' social accounts.
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The mediating effects of social exchange relationships in predicting workplace outcomes from multifoci organizational justice
TL;DR: In this paper, a social exchange model of multifoci justice was proposed to compare perceptions of justice emanating from a supervisor to those emanating from the organization as a whole, and found that the link between multifoci fairness and multifoci outcomes (e.g. performance and OCB) is mediated by the formation of multifoc social exchange relationships.