Understanding Procedural Justice and Its Impact on Business Organizations

By M. Konovsky. 2000

934 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/1e8593689ed1bbff77d81cac42b10be7d9acfa57

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In Information Systems and Management

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Citations in the corpus

Process‐orientation versus outcome‐orientation during organizational change: the role of organizational identification (2006, background): “…when they are under the impression that change processes and enacted procedures are fair and just (Armenakis & Bedeian, 1999; Brockner, Wiesenfeld, & Martin, 1995; Daly & Geyer, 1994; Folger & Skarlicki, 1999; Kernan & Hanges, 2002; Kickul et al., 2002; Konovsky, 2000; Spreitzer & Mishra, 2002).”
Procedural Justice and Employee Engagement: Roles of Organizational Identification and Moral Identity Centrality (2013, methodology): “High procedural justice represents a strong situation because fair procedures enhance people’s trust and confidence in the other party (the acting authority) within a social exchange relationship (or psychological contract) so that their self-interests can be assured or reciprocated (Blau 1964; Kono”
High-Performance Work Systems and Organizational Performance: The Mediating Role of Internal Social Structure (2005, background): “Participation in decision-making processes offers the opportunity for voice and is positively related to perceptions of procedural justice (Konovsky, 2000).”
Do Fairness and Equity Matter? (2009, background): “More important, low feelings of equity result in noncooperative actions to the achievement of the organizational goals (Konovsky, 2000).”
Investigating Factors that Influence Employees' Turnover Intention: A Review of Existing Empirical Works (2015, background): “A review of existing studies indicates the existence of multiple facets of organizational justice; namely, distributive, procedural and interactional justice (Cropanzano, Byrne, Bobocel, & Rupp, 2001; Konovsky, 2000; Greenberg, 1990).”
Fairness in human resource management, social exchange relationships, and citizenship behavior: testing linkages of the target similarity model among nurses in the United States (2009, background): “Research conducted in a variety of human resource management contexts including performance appraisal, compensation, human resource strategy, and layoffs demonstrates the importance of fairness to employees (McMahan, Bell and Virick 1998 ; Konovsky 2000 ).”
Organizational Justice and Behavioral Ethics: Promises and Prospects (2009, background): “, in press), the fi rst two models are older and have received considerable attention from scholars over a number of years (for examples, see Cropanzano & Greenberg, 1997; Greenberg, 1990; Konovsky, 2000; Lind & Tyler, 1988; Tyler & Smith, 1998).”
Authentic Leadership Perception, Trust in the Leader, and Followers’ Emotions in Organizational Change Processes (2016, background): “control-and-command has been related to negative feelings of uncertainty, anxiety, vulnerability, and general discomfort, because followers, when faced with such leadership behaviors, perceive such high levels of risk that the leader can exploit the power dependence asymmetry in ways that are harmfu”
Leadership and fairness: The state of the art (2006, background): “Whether this is because fairness is believed to serve self-interested motives (Thibaut & Walker, 1975), because fairness reflects social evaluations (Koper, van Knippenberg, Bouhuijs, Vermunt, & Wilke, 1993; Lind & Tyler, 1988), or because fairness is a value in and of itself (Turillo, Folger, Lavel”
Unpacking Employee Responses to Organizational Exchange Mechanisms: The Role of Social and Economic Exchange Perceptions† (2009, methodology): “Kotter and Heskett (1992) showed that an adaptive culture is associated with strong financial performance by a firm.”
Leadership, self, and identity: A review and research agenda (2004, background): “This suggests that efforts to integrate the literature on social and organizational justice (e.g., Konovsky, 2000; Tyler & Lind, 1992) with research on leadership effectiveness may work fruitfully from a self-concept perspective (De Cremer, 2003a; Tyler, 2003; van Knippenberg & Hogg, 2003a).”