Open Access Open Access  Restricted Access Subscription Access
Open Access Open Access Open Access  Restricted Access Restricted Access Subscription Access

Vicarious Justice Shapes Observers’ Climate Perceptions:Moderating Role of Collectivism


Affiliations
1 Department of Humanities and Social Sciences, IIT Bombay, India
     

   Subscribe/Renew Journal


Reactions to social accounts of justice have remained largely unexamined in the Indian context, though group harmony and loyalty are important aspects of the work place in collectivist cultures. Hence, others’ experiences would be given importance and more likely integrated while forming justice judgments about organizations and authority figures. To fill this gap this study examines the effects of vicarious justice on perceptions of procedural justice climate and employee engagement, with collectivist values as a moderator. A field experiment was conducted on 67 respondents. The findings showed that vicarious justice influences climate perceptions for high collectivists only and procedural justice climate mediated the relationship between vicarious justice and employee engagement.
Subscription Login to verify subscription
User
Notifications
Font Size


  • Bakshi, A., Kumar, K. & Rani, E. (2009), “Organizational Justice Perceptions as Predictor of Job Satisfaction and Organization Commitment” International Journal of Business Management, 4(9): 145-54.
  • Barley, S. R. (1991), “Contextualizing Conflict: Notes on the Anthropology of Disputes and Negotiations”, in M. Bazerman, R. Lewicki & B. H. Sheppard (Eds), Research on Negotiation in Organizations (Vol. 3), Greenwich CT: JAI Press.
  • Bhal, K. T. & Ansari, M. A. (2007), “Leadermember Exchange-subordinate Outcomes Relationship: Role of Voice and Justice”, Leadership and Organizational Development Journal, 28: 20-35.
  • Biswas, S., Varma, A. & Ramaswami, A. (2013), “Linking Distributive and Procedural Justice to Employee Engagement through Social Exchange: A Field Study in India”, The International Journal of Human Resource Management, 24(8): 1570-87.
  • Brockner, J. Grover, S., Reed, T., DeWitt, R. & O’Malley, M. (1987), “Survivors’ Reac tions to Layoffs: We Get by with a Little Help for Our Friends”, Administrative Science Quarterly, 32: 526-41.
  • Cawley, B. D., Keeping, L. M. & Levy, P. E. (1998), “Participation in the Performance Appraisal Process and Employee Reactions: A Meta-analytic Review of Field Investigations”, Journal of Applied Psychology, 83: 615-33.
  • Coaley, K. (2010), An Introduction to Psychological Assessment and Psychometrics, London, England: SAGE.
  • Cohen, A. &Avrahami, A. (2006), “The Relationship between Individualism, Collectivism, the Perception of Justice, Demographic Characteristics and Organizational Citizenship Behavior”, The Service Industries Journal, 26: 889-901.
  • Colquitt, J. A., Noe, R. A. & Jackson, C. L. (2002), “Justice in Teams: Antecedents and Consequences of Procedural Justice Climate”, Personnel Psychology, 55: 83-109.
  • Den, Hartog, D. N. & Belschak, F. D. (2012), “When Does Transformational Leadership Enhance Employee Proactive Behavior? The Role of Autonomy and Role Breadth Self-efficacy”, Journal of Applied Psychology, 97(1): 194-202.
  • Earley, P. C. (1989), “Social Loafing and Collectivism: a Comparison of the United States and the People’s Republic of China”, Administrative Science Quarterly 34: 565-81.
  • Greenberg, J. & Colquitt, J. A. (2005), The Handbook of Organizational Justice. Mahwah, NJ: Erlbaum.
  • Hayes, A.F. (2013), Introduction to Mediation, Moderation and Conditional Process Analysis, New York: Guilford Press.
  • James, L. R., Joyce, W. F. & Slocum, J. W. (1988), ”Comment: Organizations Do Not Cognize”, Academy of Management Review, 13(1): 129-32.
  • Kahn, W.A. (1990), “Psychological Conditions of Personal Engagement and Disengagement at Work”, Academy of Management Journal, 33: 692-724.
  • Kelliher C, Hope-Hailey V, Farndale E (2013), “Employee Engagement in Multinational Organizations”, in Truss C, K. Alfes, Delbridge R, Shantz A, Soane EC (Eds.), Employee Engagement in Theory and Practice, London: Routledge.
  • Krishnan, L. (1992), “Justice Research: The Indian Perspective”, Psychology and Developing Societies, 4(1): 39-71.
  • Kumar, M. & Singh, S. (2011), “Leader-member Exchange and Perceived Organizational JusticeAn Empirical Investigation”, Indian Journal of Industrial Relations, 47(2): 277-89.
  • Latham, G. P., Almost, J., Mann, S. & Moore, C. (2005), “New Developments in Performance Management”, Organizational Dynamics, 34: 77"87.
  • Lawson, K. J., Noblet, A. J. & Rodwell, J. J. (2009), “Promoting Employee Wellbeing: The Relevance of Work Characteristics and Organizational justice”, Health Promotion International, 24(3): 223-33.
  • Leung, K., Smith, P., Wang, Z. & Sun, H. (1996), “Job Satisfaction in Joint Venture Hotels in China: An Organizational Justice Analysis”, Journal of International Business Studies, 27: 947–62.
  • Lind, E. A. (2001), “Fairness Heuristic Theory: Justice Judgments as Pivotal Cognitions in Organizational Relations”, in: J. Greenberg & R. Cropanzano (Eds.), Advances in Organizational Justice, Stanford, California: Stanford University Press.
  • Maslach, C. & Leiter, M. P. (2008), “Early Predictors of Job Burnout and Engagement”, Journal of Applied Psychology, 93: 498-512
  • Naumann, S. E. & Bennett, N. (2000), “A Case for Procedural Justice Climate: Development and Test of a Multilevel Model”, Academy of Management Journal, 43: 881– 89.
  • Okimoto, T. G. (2009), “The Moderating and Mediating Role of Group Identification in Observers’ Reactions to Intra-group disrespect”, European Journal of Social Psychology, 39: 69-81, doi:10.1002/ejsp.474
  • Rothmann, S. (2013), “Employee Engagement in a Cultural Context”, in Truss C, K. Alfes, Delbridge R, Shantz A, Soane EC (Eds.), Employee Engagement in Theory and Practice, London: Routledge
  • Singh, P., Pandey, J., Tiwari, S., Pandey, K. &Maurya, P. (2009), “Perceived Justice of Available Opportunities and Self-esteem and Social Exclusion: A Study of Three Religious Groups in India”, Psychological Studies, 54: 124-32.
  • Sinha, D. (1998), “Changing Perspectives in Social Psychology in India: A Journey Towards Indigenization”, Asian Journal of Social Psychology, 1: 17-31.
  • Saks, A.M. (2006), “Antecedents and Consequences of Employee Engagement”, Journal of Managerial Psychology, 21 (6): 600-19.
  • Schaufeli, W.B., Bakker, A.B. & Salanova, M. (2006), “The Measurement of Work Engagement with a Brief Questionnaire: a Cross-national Study”, Educational and Psychological Measurement, 66: 701-16.
  • Schaufeli, W. B., & Bakker, A. B. (2003), “Utrecht Work Engagement Scale (UWES): Test Manual. Unpublished Manuscript”, Department of Psychology, Utrecht University, The Netherlands.
  • Skarlicki, D.P. &Kulik, C. (2005), “Third Party Reactions to Employee Mistreatment: A Justice Perspective”, in B. Staw & R. Kramer (eds.), Research in Organizational Behavior Greenwich CT: JAI Press.
  • Spencer, S. & Rupp, D.E. (2009), “Angry, Guilty, and Conflicted: Injustice toward Coworker Heightens Emotional Labor through Cognitive and Emotional Mechanisms”, Journal of Applied Psychology, 94(2): 429-44.
  • Trevino, L.K. & Ball, G.A. (1992), “The Social Implications of Punishing Unethical Behavior: Observers’ Cognitive and Affective Reactions”, Journal of Management, 18(4): 751-68, doi: 10.1177/01492063920 18004 09
  • Triandis, H.C. (1996), “The Psychological Measurement of Cultural Syndromes”, American Psychologist, 51: 407–15
  • Van den Bos, K. & Lind, A. E. (2001), “The Psychology of Own versus Others’ Oriented Treatment: Self-oriented and Other-oriented Effects on Perceptions of Procedural justice”, Personality and Social Psychology Bulletin, 27: 1324-33, doi: 10.1177/01461672012710008
  • Yoon, J. K. (1996), “Fairness Issues and Job Satisfaction among Korean Employees: The Significance of Status and Procedural Justice in Work Orientation”, Social Justice Research, 9: 121- 43.

Abstract Views: 229

PDF Views: 0




  • Vicarious Justice Shapes Observers’ Climate Perceptions:Moderating Role of Collectivism

Abstract Views: 229  |  PDF Views: 0

Authors

Pooja Purang
Department of Humanities and Social Sciences, IIT Bombay, India

Abstract


Reactions to social accounts of justice have remained largely unexamined in the Indian context, though group harmony and loyalty are important aspects of the work place in collectivist cultures. Hence, others’ experiences would be given importance and more likely integrated while forming justice judgments about organizations and authority figures. To fill this gap this study examines the effects of vicarious justice on perceptions of procedural justice climate and employee engagement, with collectivist values as a moderator. A field experiment was conducted on 67 respondents. The findings showed that vicarious justice influences climate perceptions for high collectivists only and procedural justice climate mediated the relationship between vicarious justice and employee engagement.

References