The Role of Justice in Organizations: A Meta-Analysis

The purpose of this research was to develop broad, theoretically derived measure(s) of deviant behavior in the workplace Two scales were developed: a 12-item scale of organizational deviance (deviant behaviors directly harmful to the organization) and a 7-item scale of interpersonal deviance (deviant behaviors directly harmful to other individuals within the organization) These scales were found to have internal reliabilities of 81 and 78, respectively Confirmatory factor analysis verified that a 2-factor structure had acceptable fit Preliminary evidence of construct validity is also provided The implications of this instrument for future empirical research on workplace deviance are discussed

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Development of a measure of workplace deviance.

The authors investigated the relationship between organizational justice and organizational retaliation behavior—adverse reactions to perceived unfairness by disgruntled employees toward their employer—in a sample of 240 manufacturing employees. Distributive, procedural, and interactional justice interacted to predict organizational retaliation behavior. A relation between distributive justice and retaliation was found only when there was low interactional and procedural justice. The 2-way interaction of distributive and procedural justice was observed only at a low level of interactional justice, and the 2-way interaction of distributive and interactional justice was observed only at a low level of procedural justice.

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Retaliation in the workplace: the roles of distributive, procedural, and interactional justice

To investigate the role of affect and cognitions in predicting organizational citizenship behavior (OCB) and workplace deviance behavior (WDB), data were collected from 149 registered nurses and their coworkers. Job affect was associated more strongly than were job cognitions with OCB directed at individuals, whereas job cognitions correlated more strongly than did job affect with OCB directed at the organization. With respect to WDB, job cognitions played a more important role in prediction when job affect was represented by 2 general mood variables (positive and negative affect). When discrete emotions were used to represent job affect, however, job affect played as important a role as job cognition variables, strongly suggesting the importance of considering discrete emotions in job affect research.

Organizational citizenship behavior and workplace deviance: the role of affect and cognitions

Work engagement: an emerging concept in occupational health psychology.

Although much has been written about“workaholism,” rigorous research andtheoretical development on the topic is in its infancy.We integrate literature from multiple disciplines andoffer a definition of workaholic behavior. We identify three types ofworkaholic behavior patterns: compulsive-dependent,perfectionist, and achievement-oriented workaholism. Apreliminary model is proposed; it identifies potential linkages between each type of workaholismpattern and important outcomes such as performance, joband life satisfaction, and turnover. Specificpropositions for future research are articulated. Weconclude that, depending on the type of workaholicbehavior pattern, workaholism can be good or bad, andits consequences may be experienced or evaluateddifferently by individuals, organizations, and societyat large. Researchers and managers should avoidmaking judgments about the positive or negative effectsof workaholism until more carefully controlled researchhas been published.

An Exploration of the Meaning and Consequences of Workaholism

We argue that positive employee relations effectively serves as an intangible and enduring asset, and may, therefore, be a source of sustained competitive advantage at the firm level We survey a number of measures of firm-level performance and conceptualize how each measure is likely to be affected by highly positive firm-level employee relations We then empirically investigate whether positive employee relations is related to firm performance, focusing on publicly traded firms included in the “100 Best Companies to Work for in America” The relative performance of these “Best Companies” is examined via comparisons to both companies in the broad market and a group of matched firms Our analyses suggest that companies on the 100 Best list enjoy not only stable and highly positive workforce attitudes, but also performance advantages over the broad market, and in some cases, over the matched group

Are the 100 best better? an empirical investigation of the relationship between being a “great place to work” and firm performance

Structured interviews with 996 recently fired or laid-off workers provided data for analyses of the situational and psychological antecedents of both thinking about filing a wrongful-termination cl...

The Winding Road from Employee to Complainant: Situational and Psychological Determinants of Wrongful-Termination Claims

Why do workers bite the hands that feed them? Employee theft as a social exchange process.

Little research has been done on characteristics of successful self-managed work group members, despite the fact that almost every major U.S. corporation is considering implementing such teams. This study examined the relationship between the Big Five personality dimensions and self-efficacy for participating in self-managed work groups. A questionnaire was administered to 126 workers in a manufacturing organization that is planning the implementation of self-managed work groups. Results indicated that Neuroticism, Extraversion, Agreeableness, and Conscientiousness were significantly related to self-efficacy for participating in self-managed work groups. Due to the relationship between self-efficacy and performance, one implication of these findings is that organizations should consider personality when deciding whether or not to implement self-managed work groups or who should be selected to work in this type of structure. Future research should include measures of individual and group performance and withdrawal behaviors to extend these findings.

Kimberly S. Scott

Papers

An Exploration of the Meaning and Consequences of Workaholism

Are the 100 best better? an empirical investigation of the relationship between being a “great place to work” and firm performance

The Winding Road from Employee to Complainant: Situational and Psychological Determinants of Wrongful-Termination Claims

Why do workers bite the hands that feed them? Employee theft as a social exchange process.

The relationship between self‐efficacy for participating in self‐managed work groups and the big five personality dimensions