The field of organizationa l justice continues to be marked by several important research questions, including the size of relationships among justice dimensions, the relative importance of different justice criteria, and the unique effects of justice dimensions on key outcomes. To address such questions, the authors conducted a meta-analytic review of 183 justice studies. The results suggest that although different justice dimensions are moderately to highly related, they contribute incremental variance explained in fairness perceptions. The results also illustrate the overall and unique relationships among distributive, procedural, interpersonal, and informational justice and several organizational outcomes (e.g., job satisfaction, organizational commitment, evaluation of authority, organizational citizenship behavior, withdrawal, performance). These findings are reviewed in terms of their implications for future research on organizationa l justice.

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Justice at the millennium: a meta-analytic review of 25 years of organizational justice research

This article brings together three current themes in organizational behavior: (1) a renewed interest in assessing person-situation interactional constructs, (2) the quantitative assessment of organizational culture, and (3) the application of “Q-sort,” or template-matching, approaches to assessing person-situation interactions. Using longitudinal data from accountants and M.B.A. students and cross-sectional data from employees of government agencies and public accounting firms, we developed and validated an instrument for assessing person-organization fit, the Organizational Culture Profile (OCP). Results suggest that the dimensionality of individual preferences for organizational cultures and the existence of these cultures are interpretable. Further, person-organization fit predicts job satisfaction and organizational commitment a year after fit was measured and actual turnover after two years. This evidence attests to the importance of understanding the fit between individuals' preferences and organiza...

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People and organizational culture: a profile comparison approach to assessing person-organization fit

This article presents a comprehensive definition and conceptual model of person-organization fit that incorporates supplementary as well as complementary perspectives on fit. To increase the precision of the construct's definition, it is also distinguished from other forms of environmental compatibility, silch as person-group and person-vocation fit. Once defined, commensurate measurement as it relates to supplementary and complementary fit is discussed and recommendations are offered regarding the necessity of its use. A distinction is made between the direct measurement of perceived fit and the indirect measurement of actual person-organization fit, using both cross- and individual-level techniques, and the debate regarding differences scores is reviewed. These definitional and measurement issues frame a review of the existing literature, as well as provide the basis for specific research propositions and suggestions for managerial applications.

Person-organization fit: an integrative review of its conceptualizations, measurement, and implications

From analyzing 100 assessments of coping, the authors critiqued strategies and identified best practices for constructing category systems. From current systems, a list of 400 ways of coping was compiled. For constructing lower order categories, the authors concluded that confirmatory factor analysis should replace the 2 most common strategies (exploratory factor analysis and rational sorting). For higher order categories, they recommend that the 3 most common distinctions (problem- vs. emotion-focused, approach vs. avoidance, and cognitive vs. behavioral) no longer be used. Instead, the authors recommend hierarchical systems of action types (e.g., proximity seeking, accommodation). From analysis of 6 such systems, 13 potential core families of coping were identified. Future steps involve deciding how to organize these families, using their functional homogeneity and distinctiveness, and especially their links to adaptive processes.

http://psycnet.apa.org/journals/bul/129/2/216.pdf

Searching for the structure of coping: a review and critique of category systems for classifying ways of coping.

The job demands-resources (JD-R) model was used to examine the relationship between job characteristics, burnout, and (other-ratings of) performance (N = 146). We hypothesized that job demands (e.g., work pressure and emotional demands) would be the most important antecedents of the exhaustion component of burnout, which, in turn, would predict in-role performance (hypothesis 1). In contrast, job resources (e.g., autonomy and social support) were hypothesized to be the most important predictors of extra-role performance, through their relationship with the disengagement component of burnout (hypothesis 2). In addition, we predicted that job resources would buffer the relationship between job demands and exhaustion (hypothesis 3), and that exhaustion would be positively related to disengagement (hypothesis 4). The results of structural equation modeling analyses provided strong support for hypotheses 1, 2, and 4, but rejected hypothesis 3. These findings support the JD-R model's claim that job demands and job resources initiate two psychological processes, which eventually affect organizational outcomes. © 2004 Wiley Periodicals, Inc.

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Using the job demands-resources model to predict burnout and performance

For researchers studying how people cope with job stress, a major empirical concern is the development of coping measures. This article presents construct validity evidence for three measures of coping behavior related to job stress: control, escape, and symptom management. The psychometric properti

Coping with job stress: Measures and future directions for scale development.

Intense interest in stress had led to a proliferation of coping measures. To aid researchers in choosing or developing coping measures applicable to job stress, this paper provides a conceptual evaluation framework. The framework serves to evaluate the extent to which coping measures are comprehensive (focus and method of coping) and specific (coping behaviors versus coping effectiveness, coping style, or coping resources; and stress management applications). Both theoretical and organizational stress management perspectives are incorporated.

https://www.jstor.org/stable/pdfplus/2488399.pdf

Coping with job stress: A conceptual evaluation framework for coping measures.

Although the stress of involuntary job loss is well documented, the process through which people cope and ultimately adapt following this stressful event needs clarification. This article provides a crucial next step by introducing new theory to explain how people cope with job loss. The process model developed in this article incorporates constructs from coping theory, control theory, and self-efficacy. Future research strategies are suggested regarding coping effectiveness and reciprocal causality.

https://www.jstor.org/stable/pdfplus/258849.pdf

An integrative process model of coping with job loss

Despite the improving economy, consolidation and staff reductions characterize the human resource staffing policies of many firms. Furthermore, economic and demographic pressures indicate that involuntary job loss will be an increasingly common experience for managers and professionals in the coming decade. Based on a synthesis of empirical studies, this paper proposes a model showing factors which may generate career growth from job loss. Organizational strategies are recommended for creative management of this career transition and suggestions are provided to focus future research.

Janina C. Latack

Papers

Coping with job stress: Measures and future directions for scale development.

Coping with job stress: A conceptual evaluation framework for coping measures.

An integrative process model of coping with job loss

After the Ax Falls: Job Loss as a Career Transition

Explication of the construct of coping with involuntary job loss