Refine your search
Collections
Co-Authors
A B C D E F G H I J K L M N O P Q R S T U V W X Y Z All
Purang, Pooja
- Effect of Age on Fairness Perceptions: A Study of Two Indian Banks
Abstract Views :231 |
PDF Views:0
Authors
Affiliations
1 Development Dimensions International, Mumbai, IN
2 Department of Humanities & Social Sciences, Indian Institute of Technology, Bombay, IN
1 Development Dimensions International, Mumbai, IN
2 Department of Humanities & Social Sciences, Indian Institute of Technology, Bombay, IN
Source
Indian Journal of Industrial Relations: Economics & Social Dev., Vol 48, No 1 (2012), Pagination: 150-159Abstract
Age, gender, tenure, and race are some of the demographics that influence employee perceptions and behavior in an organization. Employees of diverse groups differ in terms of their needs, values, and expectations. They bring different perspectives in to the work-environment. They also differ in their perceptions of fairness. Organizational differences in terms of structure, practices, and policies also play a critical role in shaping peoples perception of fairness. It is becoming a challenge for organizations to address these differences in a manner that leads to minimal conflict among different groups. The present study examined the effect of demographic variable, age on the perception of fairness of performance appraisal system using regression analysis.References
- Adams, J. S. (1963), Toward an Understanding of Inequity, Journal of Abnormal and Social Psychology, 67: 422-36
- Adams, J.S. (1965), Inequity in Social Exchange , in L. Berkowitz (Ed.), Advances in Experimental Social Psychology, Vol. 2, New York: Academic Press.
- Alexander, S. & Ruderman, M. (1987), The Role of Procedural and Distributive Justice in Organizational Behavior, Social Justice Research, 1: 17798
- Ashford S. (1986), Feedback-seeking in Individual Adaptation: A Resource Perspective , Academy of Management Journal, 29: 46587.
- Bies, R. J. & Moag, J. S. (1986), Interactional Justice: Communication Criteria of Fairness , Research on Negotiation in Organizations, 1: 43-55.
- Clark, A.E. & Oswald, A. J. & Warr, P. B. (1994), Is Job Satisfaction U-Shaped in Age? Journal of Occupational and Organizational Psychology, 69: 57-81.
- Cohen-Charash, Y. & Spector, P.E. (2001), The Role of Justice in Organizations: A Meta- Analysis, Organizational Behavior and Human Decision Processes, 86 (2): 278-321.
- Collins D. (2004), Workplace Diversity: A Generational View, Radiologic Technology, 76 (1).
- Colquitt, J.A., Scott, B.A., Judge, T.A. & Shaw, J.C. (2006), Justice and Personality: Using Integrative Theories to Derive Moderators of Justice Effects. Organizational Behavior and Human Decision Processes, 100: 110-27
- Cron, W. L. & Slocum, J.W. Jr (1986), The Influence of Career Stages on Salespersons Job Attitudes, Work Perceptions, and Performance , Journal of Marketing Research, 23: 119-29.
- Festinger, L. (1954), A Theory of Social Comparisons , Human Relations, 7: 293-99.
- Folger, R, Konovsky, M. A. & Cropanzano, R. (1992), A Due Process Metaphor for Performance Appraisal, in Staw, B. M. & Cummings, L.L. (Eds.), Research in Organizational Behavior, (vol.14). Greenwich, CT: JAI Press.
- Gould, S. & Hawkins, B. (1978), Organizational Career Stage as a Moderator of the Satisfaction- Performance Relationship, Academy of Management Journal, 21: 434-50
- Greenberg, J. (1986), Determinants of Perceived Fairness in Performance Evaluation, Journal of Applied Psychology, 71: 340-42
- Greenberg, J. (1993), The Social Side of Fairness: Interpersonal and Informational Classes of Organizational Justice, in R. Cropanzano (Ed.), Justice In The Workplace: Approaching Fairness In Human Resource Management, Hillsdale, NJ: Lawrence Erlbaum Associates.
- Greenhaus J, G Callanan & V. Godshalk( 2000), Career Management (3rd ed.). Fort Worth, TX: Dryden Press.
- Handyside, J.D. (1961), Satisfactions & Aspirations , Occupational Psychology, 35: 213-43. Katz, D. & Kahn, R.L. (1978), The Social Psychology of Organizations, Wiley, New York.
- Kalleberg, A. L. & Loscocco, K. A. (1983), Aging, Values, and Rewards: Explaining Age Differences in Job Satisfaction, American Sociological Review, 48:78-90.
- Kulik, C. Lind, A. Ambrose, M. & MacCoun, R. (1996), Understanding Gender Differences in Distributive and Procedural Justice, Social Justice Research, 9: 351-69
- Leventhal, G. S. (1980), What Should Be Done With Equity Theory? in Gergen, K. J., Greenberg, M.S. & Willis, R. H. (Eds.), Social Exchange: Advances In Theory And Research. NY: Plenum.
- Levinson, D., Darrow, C. Klein, E., Levinson, M. & McKee, B. (1978), Seasons of a Mans Life, Knopf: New York.
- Lind, E. A. & Tyler, T. R. (1988), The Social Psychology of Procedural Justice, New York: Plenum Press.
- Moorman, R. H., Niehoff, B.P. & Organ, D. W. (1993), Treating Employees Fairly and Organizational Citizenship Behavior: Sorting the Effects of Job Satisfaction, Organizational Commitment and Procedural Justice , Employee Responsibilities and Rights Journal, 6(3): 209-25.
- Ornstein, S., Cron, W.L. & Slocum, J.W. (1989), Life Stage versus Career Stage: A Comparative Test of the Theories of Levinson and Super, Journal of Organizational Behavior, 10 (2), 117.
- Ornstein, S. & Isabella, L. (1990), Age vs. Stage Models of Career Attitudes of Women: A Partial Replication and Extension, Journal of Vocational Behavior, 36: 1-19.
- Rabinowitz, S. & Hall, D. T. (1981), Changing Correlates of Job Involvement in Three Career Stages, Journal of Vocational Behavior, 18: 138-44.
- Rawls, J. (1971), A Theory of Justice, Cambridge, MA: Harvard University Press.
- Rhodes, S. (1983), Age-related Differences in Work Attitudes and Behavior; A Review and Conceptual Analysis, Psychological Bulletin, 93: 328-67
- Rush, J. C., Peacock, A.C. & Milkovich, G.T. (1980), Career Stages: A Partial Test of Levinsons Model of Life/Career Stages, Journal of Vocational Behavior, 16, 347- 59.
- Shrivastava, A. (2009), Perception of Fairness of Performance Appraisal System: A Study of a Public Sector and a Private Sector Bank, Unpublished Dissertation, IIT, Bombay. Slocum, J.W., Cron, W.L., Hanson, R., & Rawlings, S. (1985), Business Strategy and the Management of Plateaued Employees , Academy of Management Journal, 28 (1):133-54.
- Skarlicki, D. P. & Folger, R. (1997), Retaliation in the Workplace: The Roles of Distributive, Procedural and Interactional Justice, Journal of Applied Psychology, 82: 434-43.
- Snel, J. & Cremer, R. (1994), Work and Aging: a European Perspective. London: Taylor and Francis.
- Stumpf, S. A. & Rabinowitz, S. (1981), Career Stage as a Moderator of Performance Relationships with Facets of Job Satisfaction and Role Perceptions, Journal of Vocational Behavior, 18: 202-18.
- Super, D. (1957), The Psychology of Careers, New York: Harper Collins College Publishers.
- Thibaut, J. & Walker, L. (1975), Procedural Justice: A Psychological Analysis, Hillsdale, JN: Erlbaum. Thurston, P. W. Jr. (2001), Clarifying the Structure of Justice Using Fairness Perceptions of Performance Appraisal Practices, Unpublished Doctoral Dissertation, Albany, NY.
- Walsh M. B. (2003), Perceived Fairness of and Satisfaction with Employee Performance Appraisal, Unpublished Doctoral Dissertation, Louisiana State University
- Wright, J.D. & Hamilton, R.F. (1978), Work Satisfaction and Age: Some Evidence for the Job Change Hypothesis, Social Forces, 56: 1140-58
- Performance Appraisal Fairness & Its Outcomes: A Study of Indian Banks
Abstract Views :175 |
PDF Views:0
Authors
Affiliations
1 IIT Bombay, Powai, Mumbai, IN
1 IIT Bombay, Powai, Mumbai, IN
Source
Indian Journal of Industrial Relations: Economics & Social Dev., Vol 51, No 4 (2016), Pagination: 660-674Abstract
This study examines fairness perceptions of performance appraisals in the fast changing Indian banking sector. The mediating role of performance appraisal satisfaction on the relationship between justice perceptions and job satisfaction has been investigated using a cross-sectional study with 340 respondents. The findings highlight that satisfaction with the appraisal process is guided by perceptions of fairness and this further impacts the job satisfaction. The findings emphasize the importance of employee perceptions and consequent reactions that shape employee outcomes versus the intent and design of HR systems. For ensuring success of the HR systems organizations need to incorporate regular assessments of employee perceptions and reactions as despite best efforts employee perceptions can vary from management intent.- Perceptions of Territoriality in Open Office Environment:Impact on Situated Learning
Abstract Views :147 |
PDF Views:0
Authors
Affiliations
1 Department of Humanities and Social Sciences, IIT Bombay, Mumbai 400076, IN
1 Department of Humanities and Social Sciences, IIT Bombay, Mumbai 400076, IN
Source
Indian Journal of Industrial Relations: Economics & Social Dev., Vol 52, No 2 (2016), Pagination: 264-278Abstract
This study analyzed the effect of territoriality on situated learning in open-plan offices. A cross-sectional study was conducted on 112 professionals from IT and consultancy companies. Results of hierarchical linear regression with bootstrapping indicated that territorial behavior was a significant predictor of situated learning in open office environments. Findings of the study add to the existing literature on facilitators of situated learning by identifying that feelings of control and belonging that territorial behavior invokes allow for greater interaction thereby increasing knowledge sharing and promoting learning that occurs in everyday activities on the job. The results of the study also provide inputs to practitioners, guiding them in the creation of environments that support situated learning.- Vicarious Justice Shapes Observers’ Climate Perceptions:Moderating Role of Collectivism
Abstract Views :167 |
PDF Views:0
Authors
Affiliations
1 Department of Humanities and Social Sciences, IIT Bombay, IN
1 Department of Humanities and Social Sciences, IIT Bombay, IN
Source
Indian Journal of Industrial Relations: Economics & Social Dev., Vol 54, No 2 (2018), Pagination: 309-320Abstract
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
- 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.
- Influence of Vicarious Justice on Work Behavior: Role of Affect & Retributive Intent
Abstract Views :157 |
PDF Views:0
Authors
Affiliations
1 Professor of Psychology, Department of Humanities and Social Sciences, IIT Bombay, Powai, Mumbai 400076, IN
1 Professor of Psychology, Department of Humanities and Social Sciences, IIT Bombay, Powai, Mumbai 400076, IN
Source
Indian Journal of Industrial Relations: Economics & Social Dev., Vol 55, No 3 (2020), Pagination: 373-392Abstract
This paper examined effects of vicarious interpersonal/ procedural justice on behavior intent namely counterproductive work behavior (CWB) and in-role behavior with affective reactions and revenge motives examined as mediators. Two experimental studies were conducted on two different groups of students (N=199 and 179) using role playing vignettes. The findings show vicarious justice influences CWB but not in-role behavior with affect and revenge motives as mediators in serial. This research highlights the role of respectful treatment for all in curbing workplace deviance, as uninvolved observers can have retaliatory intentions. This study contributes to justice research by extending previous research to vicarious justice. It also empirically tests affect (both positive and negative) and revenge motives as mediators which have been overlooked by previous studies.Keywords
No Keywords.- Overall Justice Perceptions & Voice Behavior- A Social Exchange Perspective
Abstract Views :120 |
PDF Views:0
Authors
Shreya Shah
1,
Pooja Purang
2
Affiliations
1 Research Scholar, IN
2 Professor of Psychology in the Department of Humanities and Social Sciences IIT Bombay, IN
1 Research Scholar, IN
2 Professor of Psychology in the Department of Humanities and Social Sciences IIT Bombay, IN
Source
Indian Journal of Industrial Relations: Economics & Social Dev., Vol 56, No 2 (2020), Pagination: 279-291Abstract
Employees’ ideas and suggestions are a crucial resource for organizations. Employees are often unable to offer their suggestions for various reasons. This study examines the relationship of overall justice perceptions (OJP) on promotive as well as prohibitive voice behavior t hrough t he soc i al ex change lens. This enables us to examine voice behavior as a reciprocal action to OJP. A survey was conducted with 106 employees from various organizations. The findings of the survey show OJP is positively related to prohibitive voice behavior, but not to promotive voice behavior. This indicates t hat when employees perceive organizations to be fair, they tend to express concerns regarding the organization’s development but are less likely to give constructive suggestions to make processes easier.References
- Ambrose, M.L., Wo, D.X.H & Griffith, M.D. (2015), “Overall Justice: Past, Present and Future”, in Cropanzano, R. and Amrose, M.L (eds), The Oxford Handbook of Justice in the Workplace, Oxford University Press, New York.
- Ambrose, M.L. &Schminke, M. (2009), “The Role of Overall Justice Judgments in Organizational Justice Research: A Test of Mediation”,Journal of Applied Psychology, 94: 491-500. http://dx.doi.org/10.1037/ a0013203
- Bies, R. & Shapiro, D. (1988), “Voice and Justification: Their Influence on Procedural Fairness Judgments”,The Academy of Management Journal, 31(3): 676-85.
- Blau, P. M. (1964), Exchange and Power in Social Life, New York, Wiley.
- Chamberlin, M., Newton, D. &LePine, J. (2017), “A Meta-analysis of Voice and its Promotive and Prohibitive Forms: Identification of Key Associations, Distinctions, and Future Research Directions”,Personnel Psychology, 70: 11-71.
- Chou, S.Y. & Barron, K. (2016), “Employee voice Behavior Revisited: Its Forms and Antecedents”, Management Research Review, 39 (12) :1720-37,https://doi.org/10.1108/ MRR-09-2015-0199
- Cheung, Ho Kwan & Li, S. (2014), How We Should Speak: Comparing Effects of Promotive and Prohibitive Voices, Unpublished article, The Pennsylvania State University.
- Colquitt, J. A., Conlon, D. E., Wesson, M. J., Porter, C. O. L. H., & Ng, K. Y. (2001), “Justice at The Millennium: A Meta-analytic Review of 25 Years of Organizational Justice Research,”Journal of Applied Psychology, 86(3): 425-45.
- Conner, M. & Armitage, C.J. (1998), “Extending the Theory of Planned Behavior: A Review and Avenues for Further Research”,Journal of Applied Social Psychology, 28: 1429-64, doi:10.1111/j.1559-1816.1998.tb01685.x
- Detert, J.R. & Edmondson, A.C. (2011), “Implicit Voice Theories: Taken-for-Granted Rules of Self-Censorship at Work”,Academy of Management Journal, 54: 461-88. http:/ /dx.doi.org/10.5465/AMJ.2011.61967925
- Dyne, L. V., Ang, S. and Botero, I. C. (2003), “Conceptualizing Employee Silence and Employee Voice as Multidimensional Constructs”, Journal of Management Studies, 40: 1359-92.doi:10.1111/1467-6486.00 384
- Dyne, L.V., Cummings, L. L.& McLean Parks, J. (1995), “Extra-role Behaviors: in Pursuit of Construct and Definitional Clarity”, Research in Organizational Behavior, 17: 21585.
- Folger, R. (1977). “Distributive and Procedural justice: Combined impact of voice and improvement on Experienced Inequity”. Journal of Personality and Social Psychology, 35(2): 108-19.http://dx.doi.org/10.1037/ 0022-3514.35.2.108
- Greenberg, J. (2001), “Studying Organizational Justice Cross culturally: Fundamental Challenges”, International Journal of Conflict Management, 12(4): 365-75.
- Hassan, A. (2002), “Organizational Justice as a Determinant of Organizational Commitment and Intention to Leave”,Asian Academy of Management Journal, 7 (2): 55-66.
- Hsiung, H.H. (2012) “Authentic Leadership and Employee Voice Behavior: A Multi-Level Psychological Process”, Journal of Business Ethics, 107: 349-61.
- Johnson, R. & Lord, R. (2010), “Implicit Effects of Justice on Self-Identity”,The Journal of Applied Psychology, 95: 681-95
- Liang, J., Farh, C.I.C. &Farh, J.L. (2012), “Psychological Antecedents of Promotive and Prohibitive Voice: A Two-Wave Examination”, Academy Management Journal, 55: 71-92.
- Lind, E. A. (1994), “Procedural Justice and Culture: Evidence for Ubiquitous Process Concerns”,Zeitschrift fur Rechtssoziologie, 15: 24-36.
- Lind, E.A. (1995a), “Justice and Authority in Organizations”,in. R. Cropanzano and K.M. Kacmar (Eds.), Politics, Justice and Support: Managing the Social Climate of Work Organizations. West port , CT, Qurorum.
- Lind E. A. (1995b), Social Conflict and Social Justice: Some Lessons from the Social Psychology of Justice. Leiden, the Netherlands: Leiden University Press.
- Lind, E. A. (2001), “Fairness Heuristic Theory: Justice Judgments as Pivotal Cognitions in Organizational Relations”,in J. Greenberg & R. Cropanzano (Eds.), Advances in Organization Justice, Stanford University Press.
- Makens, M. (2016), Employee Voice: The Roles of Organizational Identification, Informational Justice and Power Distance, PhD Dissertation, Universidade Catolica Portuguesa.
- Moorman, R. H. (1991), “Relationship Between Organizational Justice and Organizational Citizenship Behaviors: Do Fairness Perceptions Influence Employee Citizenship?” Journal of Applied Psychology, 76(6): 84555, http://dx.doi.org/10.1037/00219010.76.6.845
- Morrison, E.W. & Milliken, F.J. (2000), “Organizational Silence: A Barrier to Change and Development in a Pluralistic World”, Academy of Management Review, 25: 706-25.
- Morrison, E.W. (2011), “Employee Voice Behavior: Integration and Directions for Future Research”, The Academy of Management Annals,5: 373-412.https://doi.org/10.1080/19416520.2011.574506
- Purang, P. (2011), “Organizational Justice and Affective Commitment: The Mediating Role of Perceived Organizational Support”,Asian Academy of Management Journal, 16: 141-56.
- Seifert, D., Sweeney, J., Joireman, J. & Throton, J (2010), “The Influence of Organizational Justice on Accountant Whistleblowing”, Accounting, Organization and Society, 35: 707-17.
- Takeuchi, R., Chen, Z. & Cheung, S. Y. (2012), “Applying Uncertainty Management Theory to Employee Voice Behavior: An Integrative Investigation”,Personnel Psychology, 65(2): 283-323.
- Tyler, T. R. (1989), “The Psychology of Procedural Justice: A Test of the Group-value Model”,Journal of Personality and Social Psychology, 57(5): 830-38
- Van Dyne, L.V., Ang, S.& Botero, I.C. (2003), “Conceptualizing Employee Silence and Employee Voice as Multidimensional Constructs”,Journal of Management Studies, 40: 1359-92.
- Zhu, D. H. (2013), “Group Polarization on Corporate Boards: Theory and Evidence on Board Decisions about Acquisition Premiums”, Strategic Management Journal, 34:800-22. https://doi.org/10.1002/smj.2039