Everybody Talks About Organizational Justice, But Nobody Does Anything About It

By Jerald Greenberg. Industrial and Organizational Psychology, 2009

108 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/20f169035acb63aba2ef38f4bdc17912f03577a7

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In Information Systems and Management

In Organizational Behavior and Human Resource Management

Citations in the corpus

When does procedural fairness promote organizational citizenship behavior? Integrating empowering leadership types in relational justice models (2012, background): “Scholars and practitioners increasingly recognize the relevance of procedural fairness as a determinant of effective organizational leadership (e.g., Bies, 2005; Colquitt & Greenberg, 2003; De Cremer & Tyler, 2010; Greenberg, 2009; Van Knippenberg, De Cremer, & Van Knippenberg, 2007).”
A Review and Synthesis of Situational Strength in the Organizational Sciences (2010, background): “Thus, although we do not disagree with a recent call for more interventions aimed at promoting organizational justice (Greenberg, 2009), we caution that the specific aspects of justice sought to be manipulated should be chosen with care to avoid undesired changes in levels of situational strength as”
Organizational Injustice as an Occupational Health Risk (2010, background): “The few such studies that have been reported have revealed consistently positive results with respect to various organizational and individual outcomes (for a review, see Greenberg, 2009a ).”
Servant leadership and commitment to change, the mediating role of justice and optimism (2012, background): “Despite that it is generally acknowledged that managerial communication and enacting procedures in a fair way is central to creating commitment in general, and within change processes in particular, it is often not acted on by those in leadership positions (Greenberg, 2009).”
Employee Justice Across Cultures (2013, background): “Finally, the majority of these studies focus on the perceptions, attitudes, and behaviors of employees but do not consider how managers might adapt practices aimed at fostering justice depending on the cultural context (Greenberg, 2009).”