Jerald Greenberg

Bio: Jerald Greenberg is an academic researcher from Max M. Fisher College of Business. The author has contributed to research in topics: Organizational justice & Justice (ethics). The author has an hindex of 62, co-authored 111 publications receiving 22755 citations. Previous affiliations of Jerald Greenberg include University of Florida & Ohio State University.

The College Sophomore as Guinea Pig: Setting the Record Straight

Abstract: The article presents a response to the 1986 article “‘The Science of the Sophomore’ Revisited: From Conjecture to Empiricism,” by M. E. Gordon, L.A. Slade, and N. Schmitt regarding using college students as subjects for organizational research. The author states that though the subject of the original paper is valid, it deserves further analysis, and offers two reasons why journal editors should consider studies that feature college student data. The author suggests that editors consider the relative usefulness of student and non-student samples and the interpretation of the between-subject differences.

Approaching Equity and Avoiding Inequity in Groups and Organizations

Abstract: Publisher Summary This chapter discusses the relations between distributive justice and status congruence. The equity theory predicts that, relative to equitably paid persons, persons who are overpaid will raise their performance, and that persons who are underpaid will lower their performance. This action is taken as a behavioral attempt to adjust performance so as to bring the ratio of one's rewards to performance into line with the ratios of others. However, an ostensibly contradictory finding has been obtained by researchers studying the phenomena of insufficient and over-sufficient justification. The equity theory allows that persons may cognitively distort their liking for a task to justify performing it under conditions in which alternative justification is lacking. Deci has also postulated that the type of response to inequity that will be observed depends upon individuals' beliefs about the extent to which they have a choice over, and responsibility for, their behavior. Citing the results of forced-compliance research, Deci argues that individuals have a greater need to justify their behavior if they feel personally responsible for having engaged in it.

Organizational behavior : the state of the science

Abstract: Contents: E.A. Fleishman, J.N. Cleveland, Series Foreword. Preface. Part I:Individual Processes. S.G. Barsade, A.P. Brief, S.E. Spataro, The Affective Revolution in Organizational Behavior: The Emergence of a Paradigm. J.C. Quick, C.L. Cooper, D.L. Nelson, J.D. Quick, J.H. Gavin, Stress, Health, and Well-Being at Work. D. Eden, Self-Fulfilling Prophecies in Organizations. Part II:Interpersonal Processes. B.R. Ragins, J.A. Gonzalez, Understanding Diversity in Organizations: Getting a Grip on a Slippery Construct. J.A. Colquitt, J. Greenberg, Organizational Justice: A Fair Assessment of the State of Literature. G.R. Ferris, F.R. Blass, C. Douglas, R.W. Kolodinsky, D.C. Treadway, Personal Reputation in Organizations. R.J. Bennett, S.L. Robinson, The Past, Present, and Future of Workplace Deviance Research. K.T. Dirks, J.M. Parks, Conflicting Stories: The State of the Science of Conflict. Part III:Cross-Level Themes. J.R. Edwards, Construct Validation in Organizational Behavior Research. H. Aguinis, C.A. Henle, The Search for Universals in Cross-Cultural Organizational Behavior. Part IV:Commentary. E.A. Locke, Good Definitions: The Epistemological Foundation of Scientific Progress.

Equity and Workplace Status: A Field Experiment

Abstract: There can be little doubt about the existence of certain trappings of success in organizations—physical symbols (cf . Good sell, 1977 ) reflecting the organizational status of job incumbents (Steele, 1973). Indeed, previous research has confirmed that certain indicators of status demarcation (cf. Konar & Sundstrom, 1985) , such as large offices (Langdon, 1966), carpeting (Joiner, 1976) , and proximity to windows (Halloran, 1978), are recognized as rewards symbolizing one's high standing in an organizational status hierarchy. Although these environmental rewards typically are associated with relatively highstatus individuals, thereby reinforcing the social order of organizations (Edelman, 1978), there are some occasions in which the status of th e jo b incumbent and th e physical symbols associated with that status are not matched (Wineman, 1982). Such instances may be recognized as cases of status inconsistency, (cf. Stryke r & Macke, 1978) and, as such, reactions to them may be explained by equity theory (e.g., Adams, 1965; Walster , Walster, & Berscheid, 1978).

Justice in social relations

Abstract: I Conflict, Power, and Justice.- 1 Cooperation, Conflict, and Justice.- Cooperation-Competition: Initial Studies of Distributive Justice.- Conflict and Bargaining Studies: Conditions for Establishing a System of Justice.- Distributive Justice.- Experimental Studies of the Effects of Different Systems of Distributive Justice.- The Choice of Distribution System.- The Sense of Injustice.- Some Conclusions.- References.- 2 Justice and Power: An Exchange Analysis.- Power as a Determinant of Reward Distributions.- Power as a Determinant of Reactions to Injustice.- An Exchange Analysis and Some Preliminary Evidence.- Perceptions of Fairness in Exchange Networks.- The Perceived Origins of Inequality and Reactions to Injustice.- Concluding Comments: From Interpersonal to Intergroup Relations.- References.- 3 Justice Considerations in Interpersonal Conflict.- A Glance at the Literature.- Interpersonal Conflict: Definition, Delimitation, and Analytic Approach.- Interpersonal Justice.- Justice Considerations in Interpersonal Conflict: Conditions of Occurrence and Effects.- At the Intra-Individual Level: Justice Thoughts.- At the Interindividual Level: Justice Statements.- Justice Conflict.- Types and Psychological Concomitants of Justice Conflict.- The Justice Dispute.- Significance of Justice Conflict for the Outcome of the Primary Conflict.- Conclusions.- The Role of Different Justice Motivations.- Concluding Remarks.- References.- 4 Power and Justice in Intergroup Relations.- Justice and Power.- Private Problems and Public Issues.- The Effects of Power.- Endorsement, Authorization, and Legitimation.- Revolutionary Mobilization.- The Symbols of Justice.- Conclusion.- References.- II Theoretical Perspectives on Justice.- 5 Justice Ideology and Social Legitimation: A Revised Agenda for Psychological Inquiry.- Overview.- Personhood and Justice.- The Personhood Ideal.- Justice.- Enlarging Personhood.- Toward an Objective Base for Justice.- Bases of Legitimation.- Critique.- Caretaking and Receiving.- Vulnerability to Ideology.- Psychology and the Reproduction of Injustice.- Conclusion.- References.- 6 The Experience of Injustice: Toward a Better Understanding of its Phenomenology.- Retrospective Reports on Experiences of Injustice.- Procedure.- Results.- Discussion.- Role-Playing Investigation 1.- Role-Playing Investigation 2.- Categories of Cognitions and Feelings.- Objectivity of Coding.- Results.- Discussion.- Conclusion.- References.- 7 Thinking about Justice and Dealing with One's Own Privileges: A Study of Existential Guilt.- The Concept of Existential Guilt.- Coping with One's Own Privileges: An Empirical Study.- Sample.- Research Instruments.- Cognitive Analysis of Inequality and Existential Guilt.- Distributive Justice and Existential Guilt.- The Role of Perceived Control.- Felt Responsibility for and Attitude toward the Disadvantaged.- Belief in a Just World and Existential Guilt.- The Moderating Role of Centrality of Justice.- A Predictive Model for Existential Guilt.- Discriminating Existential Guilt from Empathie Distress.- Criterion Group Validity of Existential Guilt.- Concluding Remarks.- References.- 8 Rethinking Equity Theory: A Referent Cognitions Model.- Levels of Referent Outcomes.- Effects of Referent and Likelihood Cognitions.- Levels of Justification.- Distributive and Procedural Effects.- Context Effects.- Summary and Conclusion.- References.- III Norms and Justice.- 9 Social Context and Perceived Justice.- Justice in Interpersonal Relations: Equity or Equality.- Equity versus Equality and Response to Reward Allocation.- Gender Differences Revisited: Response to Equity and Equality.- The Other Way Around.- Just World, Expectations, and Scripts.- Summary.- References.- 10 Levels of Interest in the Study of Interpersonal Justice.- Levels of Interpersonal Justice Phenomena.- Specific Domains.- The Justice Motive.- Justice Principles as Different Forms of Social Interdependence.- Determination of Value and Perception of Inputs.- Postscript.- References.- 11 The Need Principle of Distributive Justice.- Traditional Theoretical Perspectives.- Consideration of Needs in Allocation Situations: Conclusions from Experiments.- Need Satisfaction as the Basis of Distributive Justice.- Prototypes of Relationships and Transaction Principles.- Empirical Findings.- Conclusion.- References.- 12 Group Categorization and Distributive Justice Decisions.- Reward Distribution Behavior as Reasoned Action.- Target Characteristics as Mediators of Norm Salience: A Role-Theory Analysis.- Group Categorization as a Mediator of the Influence of the Norm of Equity on Reward Distributions to Workers.- Supervisors' Pay Allocations when Outgroup Norms are Unknown.- Supervisors' Pay Allocations when Beliefs Exist about Workers' Relevant Norms.- Implications of Reasoned-Action-Role-Theory Approach for Past and Future Work.- References.- 13 Children's Use of Justice Principles in Allocation Situations: Focus on the Need Principle.- Cognitive Developmental Models of Distributive Justice.- Investigations into Concrete Allocation Behavior.- Studies of Distributive Justice.- Differentiation between Just and Unjust Aims.- Preschool Children's Preferences for Justice Principles.- Primary School Children's Preferences for Justice Principles.- Encouraging the Consideration of Need.- Summary and Concluding Remarks.- Distinguishing Just from Unjust.- Preference for Equality.- Instability in the Preference for Equality.- Children's Social Knowledge.- The Need Principle.- References.- IV Applications of Justice Research.- 14 Two Rotten Apples Spoil the Justice Barrel.- Methods.- Subjects.- Procedures.- Results.- Preliminary Analyses.- Testing the Hypotheses.- Additional Analyses.- Discussion.- References.- 15 Justice as Fair and Equal Treatment before the Law: The Role of Individual Versus Group Decision Making.- Implicit Psychological Assumptions in the Law.- Equality before the Law as a Minimum Standard.- Equality before the Law as a General Desideratum.- Procedures to Ensure Equality before the Law in Legal Decision Making.- Individual versus Group Decision Making in the Legal Process.- Examples from a Comparative Legal Analysis.- Decision Making by Jurors, Juries, and Judges: Social Psychological Evidence.- Sentencing Councils and their Effects on Equal Treatment before the Law.- Method.- Results.- Discussion.- Conclusions.- References.- 16 The Psychology of Leadership Evaluation.- Factors Influencing Leadership Evaluations.- Research.- The Evaluation of Legal Authority.- The Evaluation of Political Authority.- Other Research.- Implications.- The Meaning of Procedural Justice.- When Is Procedural Justice Important?.- References.- 17 When Expectations and Justice Do Not Coincide: Blue-Collar Visions of a Just World.- Questioning the Contentment of the Disadvantaged.- Equity and Exchange.- Relative Deprivation.- Self-Blame and the Disadvantaged.- Hypotheses.- Method.- Subject Sample.- Locus of Control.- Political Ideology.- Videotape.- Expected, Satisfying, and Perfectly Just Pay-Plan Designs.- Results.- Political Profile.- Visions of a Perfectly Just World.- Discussion.- Limited Visions of Perfect Justice: Why?.- Cognitive Limits of Imagination.- The Generation of Radically Different Just World Views.- References.- 18 The Distributive Justice of Organizational Performance Evaluations.- Distributive Justice in the Context of Performance Appraisal.- Channels of Influence in Appraisal Systems.- Performance Appraisal and Organizational Justice.- A Taxonomy of Organizational Performance Evaluations as Outcomes.- The Input-Defining Function of Organizational Performance Evaluations.- Performance Evaluations as Ultimate and Penultimate Outcomes: Research Evidence.- Using Performance Evaluations to Qualify Reactions to Monetary Outcomes.- Using Performance Evaluations to Qualify Reactions to Job Titles as Outcomes.- Implications.- Implications for Conceptualizations of Distributive Justice.- Implications for Organizational Theory and Practice.- References.- Author Index.

The Stakeholder Theory of the Corporation: Concepts, Evidence, and Implications

Abstract: ?The stakeholder theory has been advanced and justified in the management literature on the basis of its descriptive accuracy, instrumental power, and normative validity. These three aspects of the theory, although interrelated, are quite distinct; they involve different types of evidence and argument and have different implications. In this article, we examine these three aspects of the theory and critique and integrate important contributions to the literature related to each. We conclude that the three aspects of stakeholder theory are mutually supportive and that the normative base of the theory-which includes the modern theory of property rights-is fundamental. If the unity of the corporate body is real, then there is reality and not simply legal fiction in the proposition that the managers of the unit are fiduciaries for it and not merely for its individual members, that they are . . . trustees for an institution [with multiple constituents] rather than attorneys for the stockholders.

Fostering implementation of health services research findings into practice: a consolidated framework for advancing implementation science

Abstract: Many interventions found to be effective in health services research studies fail to translate into meaningful patient care outcomes across multiple contexts. Health services researchers recognize the need to evaluate not only summative outcomes but also formative outcomes to assess the extent to which implementation is effective in a specific setting, prolongs sustainability, and promotes dissemination into other settings. Many implementation theories have been published to help promote effective implementation. However, they overlap considerably in the constructs included in individual theories, and a comparison of theories reveals that each is missing important constructs included in other theories. In addition, terminology and definitions are not consistent across theories. We describe the Consolidated Framework For Implementation Research (CFIR) that offers an overarching typology to promote implementation theory development and verification about what works where and why across multiple contexts. We used a snowball sampling approach to identify published theories that were evaluated to identify constructs based on strength of conceptual or empirical support for influence on implementation, consistency in definitions, alignment with our own findings, and potential for measurement. We combined constructs across published theories that had different labels but were redundant or overlapping in definition, and we parsed apart constructs that conflated underlying concepts. The CFIR is composed of five major domains: intervention characteristics, outer setting, inner setting, characteristics of the individuals involved, and the process of implementation. Eight constructs were identified related to the intervention (e.g., evidence strength and quality), four constructs were identified related to outer setting (e.g., patient needs and resources), 12 constructs were identified related to inner setting (e.g., culture, leadership engagement), five constructs were identified related to individual characteristics, and eight constructs were identified related to process (e.g., plan, evaluate, and reflect). We present explicit definitions for each construct. The CFIR provides a pragmatic structure for approaching complex, interacting, multi-level, and transient states of constructs in the real world by embracing, consolidating, and unifying key constructs from published implementation theories. It can be used to guide formative evaluations and build the implementation knowledge base across multiple studies and settings.

Perceived organizational support: A review of the literature.

Abstract: The authors reviewed more than 70 studies concerning employees' general belief that their work organization values their contribution and cares about their well-being (perceived organizational support; POS). A meta-analysis indicated that 3 major categories of beneficial treatment received by employees (i.e., fairness, supervisor support, and organizational rewards and favorable job conditions) were associated with POS. POS, in turn, was related to outcomes favorable to employees (e.g., job satisfaction, positive mood) and the organization (e.g., affective commitment, performance, and lessened withdrawal behavior). These relationships depended on processes assumed by organizational support theory: employees' belief that the organization's actions were discretionary, feeling of obligation to aid the organization, fulfillment of socioemotional needs, and performance-reward expectancies.

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

Abstract: 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.