Making the case for procedural justice: employees thrive and work hard

View/ Open
File version
Accepted Manuscript (AM)
Author(s)
Kim, Minseo
Beehr, Terry A
Griffith University Author(s)
Year published
2020
Metadata
Show full item recordAbstract
Purpose: Procedural justice consists of employees' fairness judgments about decision-making processes used to allocate organizational rewards and has been linked to positive work outcomes. The study drew from social exchange and reciprocity theories to examine a model proposing psychological empowerment and organization-based self-esteem (OBSE) as two psychological processes explaining the relationship of procedural justice with employees' work effort and thriving. Design/methodology/approach: Three-waves of data with one-month time lags were obtained from 346 full-time US employees. Structural equation modeling tested the ...
View more >Purpose: Procedural justice consists of employees' fairness judgments about decision-making processes used to allocate organizational rewards and has been linked to positive work outcomes. The study drew from social exchange and reciprocity theories to examine a model proposing psychological empowerment and organization-based self-esteem (OBSE) as two psychological processes explaining the relationship of procedural justice with employees' work effort and thriving. Design/methodology/approach: Three-waves of data with one-month time lags were obtained from 346 full-time US employees. Structural equation modeling tested the hypotheses. Findings: Results supported the model. Procedural justice at Time 1 was positively related to psychological empowerment and OBSE at Time 2, which both led to employees' work effort and thriving at Time 3. Originality/value: The study provided a theoretical explanation for procedural justice resulting in better work effort and thriving: Psychological empowerment and OBSE may provide a bridge for the effects of procedural justice on employees’ work effort and thriving.
View less >
View more >Purpose: Procedural justice consists of employees' fairness judgments about decision-making processes used to allocate organizational rewards and has been linked to positive work outcomes. The study drew from social exchange and reciprocity theories to examine a model proposing psychological empowerment and organization-based self-esteem (OBSE) as two psychological processes explaining the relationship of procedural justice with employees' work effort and thriving. Design/methodology/approach: Three-waves of data with one-month time lags were obtained from 346 full-time US employees. Structural equation modeling tested the hypotheses. Findings: Results supported the model. Procedural justice at Time 1 was positively related to psychological empowerment and OBSE at Time 2, which both led to employees' work effort and thriving at Time 3. Originality/value: The study provided a theoretical explanation for procedural justice resulting in better work effort and thriving: Psychological empowerment and OBSE may provide a bridge for the effects of procedural justice on employees’ work effort and thriving.
View less >
Journal Title
Journal of Managerial Psychology
Copyright Statement
© 2020 Emerald. This is the author-manuscript version of this paper. Reproduced in accordance with the copyright policy of the publisher. Please refer to the journal's website for access to the definitive, published version.
Note
This publication has been entered into Griffith Research Online as an Advanced Online Version.
Subject
Human resources and industrial relations
Psychology