What Has Been Learned From Organizational Justice Research?

1997 ◽  
Vol 42 (8) ◽  
pp. 738-738
Author(s):  
Robert L. Dipboye
2017 ◽  
pp. 1-12
Author(s):  
Carolina Moliner ◽  
Vicente Martínez-Tur ◽  
Russell Cropanzano

2019 ◽  
Vol 73 (12) ◽  
pp. 1632-1663 ◽  
Author(s):  
Marion Fortin ◽  
Russell Cropanzano ◽  
Natàlia Cugueró-Escofet ◽  
Thierry Nadisic ◽  
Hunter Van Wagoner

The ultimate goal of organizational justice research is to help create fairer workplaces. This goal may have been slowed by an inattention to the criteria that workers themselves use to ascertain what they believe is fair. Referred to as ‘justice rules’, these were originally determined by theoretical considerations and organized in four dimensions (distributive, procedural, interpersonal and informational justice). There have been few attempts to investigate how far these classical norms represent fairness experiences and concerns in modern workplaces, especially in the context of working with peers. In a person-centric study, we investigate which rules people use when judging the fairness of interactions with supervisors and peers. This allows us to identify 14 new justice rules that are not taken into account by traditional measures. When subjected to factor analysis in follow-up studies, the enlarged set of rules suggests a more parsimonious structure for organizational justice, with only three dimensions apiece for supervisor and peer justice. We term these factors relationship, task, and distributive justice. Furthermore, we find that the resulting model of justice rules is a good predictor of attitudes in relation to supervisors and peers and can provide additional insights into how to understand and manage justice.


1990 ◽  
Vol 16 (2) ◽  
pp. 399-432 ◽  
Author(s):  
Jerald Greenberg

The present article chronicles the history of the field of organizational justice, identifies current themes, and recommends new directions for the future. A historical overview of the field focuses on research and theory in the distributive justice tradition (e.g., equity theory) as well as the burgeoning topic of procedural justice. This forms the foundation for the discussion offive popular themes in contemporary organizational justice research: (a) attempts to distinguish procedural justice and distributive justice empirically, (b) the development of new conceptual advances, (c) consideration of the interpersonal determinants of procedural justice judgments, (d) new directions in tests of equity theory, and (e) applications of justice-based explanations to many different organizational phenomena. In closing, a plea is made for future work that improves procedural justice research methodologically (with respect to scope, setting, and scaling), and that attempts to integrate and unify disparate concepts in the distributive and procedural justice traditions.


2001 ◽  
Vol 86 (3) ◽  
pp. 425-445 ◽  
Author(s):  
Jason A. Colquitt ◽  
Donald E. Conlon ◽  
Michael J. Wesson ◽  
Christopher O. L. H. Porter ◽  
K. Yee Ng

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