How Can Training Be Used to Foster Organizational Justice

By D. Skarlicki, Gary P. Latham. 2005

93 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/27c8bc34922d2ce85b6cb54ce6183a5eff15f81c

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Citations in the corpus

Performance Appraisal Procedural Justice: The Role of a Manager’s Implicit Person Theory (2011, background): “For performance appraisals to be seen as procedurally just, performance requirements need to have been clarified and employees provided with coaching to address performance deficiencies (Skarlicki & Latham, 2005).”
Justice, Trust, and Trustworthiness: A Longitudinal Analysis Integrating Three Theoretical Perspectives (2011, background): “Fortunately for managers, studies have shown that supervisors can be trained to adhere to justice principles (Skarlicki & Latham, 2005).”
The relative impact of complementary leader behaviors: Which matter most? (2012, background): “Given this phenomenon, organizations can enhance the Consideration of managers by applying basic interventions designed to improve one's ability to treat others politely, with care, dignity, and respect (e.g., Greenberg, 2006; Skarlicki & Latham, 2005).”
Justice at the millennium, a decade later: a meta-analytic test of social exchange and affect-based perspectives. (2013, background): “From a training perspective, new supervisors could be given training in justice principles, which has been shown to be an effective way of increasing fairness perceptions (Skarlicki & Latham, 2005).”
Is Consistently Unfair Better than Sporadically Fair? An Investigation of Justice Variability and Stress (2017, background): “Many studies conclude by pointing to the promise of justice training, given that past researchhas shown that supervisors can be trained to adhere to justice rules (Skarlicki & Latham, 2005).”
Predictors of Abusive Supervision: Supervisor Perceptions of Deep-Level Dissimilarity, Relationship Conflict, and Subordinate Performance (2011, background): “Justice training involves coaching supervisors to use techniques that reduce psychological distance with employees, promote the perception that employees have “voice,” and equitably apply decision-making criteria (Greenberg, 2006; Skarlicki & Latham, 2005).”
The role of justice and social exchange relationships in workplace deviance: Test of a mediated model (2010, background): “First, supervisors could be encouraged and trained to apply justice rules, explain their decisions to employees, and treat them with dignity and respect (Skarlicki and Latham, 2005).”
Accounting for the influence of overall justice on job performance: : integrating self-determination and social exchange theories (2014, background): “As these practices are enacted by supervisors, their implementation should be complemented with the training of supervisors to be sensitive to employee justice concerns (Colquitt et al., 2012; Skarlicki and Latham, 2005).”
Everybody Talks About Organizational Justice, But Nobody Does Anything About It (2009, background): “…such efforts we have seen among organizational justice researchers have been before–after investigations assessing the impact of training employees on some aspect of organizational justice to assess its impact on some aspect of organizational behavior (for a review, see Skarlicki & Latham, 2005).”