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

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    Kim374037Accepted.pdf (451.7Kb)
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    Accepted Manuscript (AM)
    Author(s)
    Kim, Minseo
    Beehr, Terry A
    Griffith University Author(s)
    Kim, Minseo
    Year published
    2020
    Metadata
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    Abstract
    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 ...
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    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.
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    Journal Title
    Journal of Managerial Psychology
    DOI
    https://doi.org/10.1108/jmp-03-2019-0154
    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
    Publication URI
    http://hdl.handle.net/10072/392079
    Collection
    • Journal articles

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