Examining an Organisational Justice Model of Perceived Discrimination in the New Zealand Workforce

<p>The current study proposes a model to examine the impact of organisational justice on perceived discrimination and work attitudes/behaviour. The model also examines the influence of ethnicity and support for diversity on these relationships. Two studies were conducted using separate samples which collected data from 1,554 employees in 2010 and 2012. Study 1 used an overall measure of perceived racial discrimination whilst study 2 used a 4-part general measure of discrimination. Regression analysis from both studies showed that interpersonal justice is active in predicting perceptions of discrimination, and these perceptions are associated with negative outcomes for work attitudes and behaviour. Support for diversity largely mitigated the negative effects of discrimination on work behaviour. A lack of predicted results for work attitudes may indicate that processes resulting from discrimination differ according to work attitudes and behaviour. Conclusions and avenues for future research are discussed</p>

Examining an Organisational Justice Model of Perceived Discrimination in the New Zealand Workforce

<p>The current study proposes a model to examine the impact of organisational justice on perceived discrimination and work attitudes/behaviour. The model also examines the influence of ethnicity and support for diversity on these relationships. Two studies were conducted using separate samples which collected data from 1,554 employees in 2010 and 2012. Study 1 used an overall measure of perceived racial discrimination whilst study 2 used a 4-part general measure of discrimination. Regression analysis from both studies showed that interpersonal justice is active in predicting perceptions of discrimination, and these perceptions are associated with negative outcomes for work attitudes and behaviour. Support for diversity largely mitigated the negative effects of discrimination on work behaviour. A lack of predicted results for work attitudes may indicate that processes resulting from discrimination differ according to work attitudes and behaviour. Conclusions and avenues for future research are discussed</p>

Just and Inclusive Team Climates Affect Mentoring Satisfaction: The Roles of Negative Mentoring and Race

As more work is being conducted in teams, mentees have increased opportunities to develop non-traditional mentoring relationships. We investigate how and when three aspects of team climate (procedural justice, interpersonal justice, and inclusion) influence mentoring satisfaction among mentees with an informal secondary mentor. Using survey data from 116 researchers on environmental science teams, we test whether (a) just and inclusive team climates are related to mentoring satisfaction through positive and negative mentoring experiences and (b) race moderates the relationships between just and inclusive team climates and mentoring satisfaction. We found that negative mentoring experiences mediated the relationships between just and inclusive team climates and mentoring satisfaction. Further, just and inclusive team climates were positively related to mentoring satisfaction, especially for people of color. These results suggest that positive team climates support informal mentoring in teams by reducing negative mentoring experiences and creating a welcoming environment for individuals from marginalized groups.

When Managers Become Robin Hoods: A Mixed Method Investigation

When subordinates have suffered an unfairness, managers sometimes try to compensate them by allocating something extra that belongs to the organization. These reactions, which we label as managerial Robin Hood behaviors, are undertaken without the consent of senior leadership. In four studies, we present and test a theory of managerial Robin Hoodism. In study 1, we found that managers themselves reported engaging in Robin Hoodism for various reasons, including a moral concern with restoring justice. Study 2 results suggested that managerial Robin Hoodism is more likely to occur when the justice violations involve distributive and interpersonal justice rather than procedural justice violations. In studies 3 and 4, when moral identity (trait or primed) was low, both distributive and interpersonal justice violations showed similar relationships to managerial Robin Hoodism. However, when moral identity was high, interpersonal justice violations showed a strong relationship to managerial Robin Hoodism regardless of the level of distributive justice.

Student perceptions of interpersonal justice, engagement, agency and anger: a longitudinal study for reciprocal effects

Based on the premise that classroom interactions unfold through a complex series of circular influences between teacher and students, the aim of this longitudinal study was to test a reciprocal effects model connecting students’ perceptions of interpersonal justice, on the one hand, and student engagement, agency and anger, on the other. Self-report measures of interpersonal justice, student engagement, agency and anger were collected from 454 Year Nine students from Northern Italy in a 3-wave longitudinal research design. Structural equation modelling with latent variables indicated that interpersonal justice in wave 1 had a negative effect on both student agency and anger in wave 2, while interpersonal justice in wave 2 only negatively predicted student anger in wave 3. With respect to the reciprocal effects, student engagement in wave 2 was found to positively predict interpersonal justice in wave 3, while a negative effect close to statistical significance was observed from student agency in wave 2 to interpersonal justice in wave 3. These results are discussed in terms of their implications for teacher practice, as they emphasize that (a) the two main facets of student participation, namely engagement and agency, are differently interconnected with the learning environment, and (b) the perception of being treated fairly is important to the point that its deficiency triggers a persistent feeling of anger in students.

An Examination of the Link between Leader Motivating Language and Follower Interactional Justice

The study examines the relationship between leaders’ use of motivating language and their workers’ perceived interactional justice, that is, interpersonal and informational justice. The study also examines the influence of workers’ levels of power distance and uncertainty avoidance orientations on these relationships. We test the proposed model by conducting structural equation modeling using data from a sample of 505 participants. The findings show a positive relationship between leaders’ use of motivating language and their workers’ perceived interpersonal and informational justice. Furthermore, the study confirms our hypotheses that workers’ power distance orientation negatively moderates the relationship between leaders’ use of motivating language and workers’ perceived interpersonal justice and that workers’ uncertainty avoidance orientation negatively moderates the relationship between leaders’ use of motivating language and workers’ perceived informational justice.

Mitigating Burnout Through Organizational Justice: Customer Support Workers’ Experiences of Customer Injustice and Emotional Labor

Employee burnout is a critical organizational concern that can be prevalent among customer support workers whose day-to-day tasks inherently include emotional labor. This study examines emotional labor and burnout among call center workers in customer service industries, specifically focusing on the influences of injustices from customers and supervisors. The findings demonstrate that: (a) customer injustice was associated with an increase in emotional labor, which in turn exacerbated customer support workers’ disengagement and exhaustion; (b) interpersonal justice perceived in the interactions with supervisors was negatively associated with disengagement; and (c) procedural justice perceived in supervisors’ decision-making processes was also negatively associated with disengagement. The findings indicate the mitigating role of interpersonal and procedural justice in reducing burnout among customer support workers.