Procedural justice in promotion decisions: using perceptions of fairness to build employee commitment

By M. Lemons, Coy A. Jones. 2001

169 citations recorded by the source corpus.

Subfields: Gender Studies, Information Systems and Management, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/1a611508f83ab2fd989e3d16bf005484ec255451

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Gender Studies

1. Ronald J. Karren
2. K. Parboteeah
3. R. E. Till
4. S. Sudin

In Information Systems and Management

1. Ronald J. Karren
2. K. Parboteeah
3. R. E. Till
4. S. Sudin

In Organizational Behavior and Human Resource Management

1. Ronald J. Karren
2. Wonshul Shim
3. K. Parboteeah
4. R. E. Till
5. Yongsun Paik
6. S. Sudin
7. Bettina Lis

Citations in the corpus

• Organizational justice perceptions and pay level satisfaction (2011, background): “Empirical research has demonstrated that procedural justice is an antecedent to various outcomes such as commitment (Folger and Konovsky, 1989; Lemons and Jones, 2001; Mansour-Cole and Scott, 1998), extra role behavior (Cloutier and Vilhuber, 2008) and pay satisfaction (e.”
• The relationship between perceived compensation, organizational commitment and job satisfaction: the case of Mexican workers in the Korean Maquiladoras (2007, background): “Specifically, our research question addresses whether HCW indeed perceive a compensation gap, as it has important implications for HCW’s awareness of justice and fairness (Lemons and Jones, 2001).”
• FAIRNESS OF AND SATISFACTION WITH PERFORMANCE APPRAISAL PROCESS (2011, background): “Thus, procedural justice refers to the perceived fairness or equity of the procedures used in making decisions regarding the distribution of rewards, such as promotion (Lemons and Jones, 2001).”
• The Impact of Organizational Justice on Employee's Job Satisfaction: The Malaysian Companies Perspectives (2010, background): “…organization by establishing two-way communication to allow their employees the opportunity to participate and voice their preferences and opinions during the decision making process (Wong and Teoh, 2009, Wong, 2006; 2007; Potter, 2006; Muhammad, 2004; Cole and Flint, 2005; Lemons and Jones, 2001).”