Relationships among Supervisors' and Subordinates' Procedural Justice Perceptions and Organizational Citizenship Behaviors

By Bennett J. Tepper, E. C. Taylor. 2003

444 citations recorded by the source corpus.

Subfields: Gender Studies, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/296af9c20aa160fb6f5f5e7d7c5cb96344836b18

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In Gender Studies

In Organizational Behavior and Human Resource Management

Citations in the corpus

Organizational citizenship behavior in school: How does it relate to participation in decision making? (2005, background): “For example, researchers have suggested that there is a relationship between OCB and satisfaction (Bateman and Organ, 1983), commitment (O’Reilly and Chatman, 1986), perceptions of fairness (Folger, 1993; Martin and Bies, 1991; Moorman et al., 1993; Tepper and Taylor, 2003), perceptions of pay equit”
Leadership Styles and Organizational Citizenship Behavior: The Mediating Effect of Subordinates' Competence and Downward Influence Tactics (2012, background): “…is a relationship between OCB and a host of outcomes, such as satisfaction (Bateman & Organ, 1983); commitment (O'Reilly & Chatman, 1986); perceptions of fairness (Folger, 1993; Martin & Bies, 1991; Moorman, Rohit & Zaltman, 1993; Tepper & Taylor, 2003) and perceptions of pay equity (Organ, 1988).”
Supervisor Prosocial Motivation, Employee Thriving, and Helping Behavior: A Trickle-Down Model of Psychological Safety (2018, background): “Indeed, recent findings have supported trickle-down effects in such areas as organizational justice (Ambrose et al., 2013; Masterson, 2001; Tepper & Taylor, 2003), perceived organizational support (Shanock & Eisenberger, 2006), and abusive supervision (Aryee, Chen, Sun, & Debrah, 2007).”
The role of HRM practices, procedural justice, organizational support and trust in organizational commitment and in-role and extra-role performance (2010, background): “…with our earlier argument that fair procedures enhance the feeling of being treated as a full member of the organization, this sentiment should predispose individuals to perform activities and assume roles that exceed their normal tasks (De Cremer and Knippenberg 2002; Tepper and Taylor 2003).”
Leader-member exchange and affective organizational commitment: the contribution of supervisor's organizational embodiment. (2010, background): “In addition to increasing supervisor’s organizational identification, favorable human resource policies should increase supervisor’s desire to reciprocate through more effective supervision of employees (Shanock & Eisenberger, 2006; Tepper & Taylor, 2003).”
Participative Decision Making in Schools: A Mediating-Moderating Analytical Framework for Understanding School and Teacher Outcomes (2010, background): “First, recent literature (e.g., Podsakoff, MacKenzie, Paine, & Bacharach, 2000; Tepper & Taylor, 2003) suggests that teachers perform OCBs more frequently when they perceive as fair the means by which their schools and their representatives make allocation decisions (i.e., procedural justice).”
The interaction effect of relational norms and agent cooperativeness on opportunism in buyer–supplier relationships (2010, unknown): “This change in R 2 was also statistically signiﬁcant at p 0.05 and comparable to those in previous research involving interaction effects (e.g., Tepper and Taylor, 2003).”
Determinants of employee turnover intention: Understanding the roles of organizational justice, supervisory justice, authoritarian organizational culture and organization-employee relationship quality (2017, background): “A study conducted by Tepper and Taylor (2003) addressed the relationship between supervisors’ procedural justice perception and subordinates’ procedural justice perception, but both perceptions of procedural justice measured the fairness of procedures in the organization, not the fairness of…”
When Employees Do Bad Things for Good Reasons: Examining Unethical Pro-Organizational Behaviors (2011, background): “…organizational support, Eisenberger et al. 2001, Lynch et al. 1999, Moorman et al. 1998; leader–member exchange, Masterson et al. 2000, Settoon et al. 1996, Wayne et al. 1997; organizational justice, Cohen-Charash and Spector 2001, Kamdar et al. 2006, Tekleab et al. 2005, Tepper and Taylor 2003).”
Trickle-Down, Trickle-Out, Trickle-Up, Trickle-In, and Trickle-Around Effects: An Integrative Perspective on Indirect Social Influence Phenomena (2018, background): “…Supervisors Employees Displaced aggression Trickledown effects 334 supervisorsubordinate dyads -.13* Crosssectional Subordinates' negative affectivity Abusive supervision Tepper & Taylor (2003) Procedural justice Entity Supervisors Employees Social exchange Trickledown effects 373 national guard…”
Keeping Your Headcount When All About You Are Losing Theirs: Downsizing, Voluntary Turnover Rates, and The Moderating Role of HR Practices (2008, unknown): “…(1980) procedural justice rule of correctability (i.e., correcting past wrongs via grievance or appeals), which is consistent with our items, and is frequently the basis for procedural justice measures in the management literature (e.g., Tepper & Taylor, 2003; Thau, Aquino, & Wittek, 2007).”
`That is my job' (2007, background): “Tepper and Taylor (2003) similarly showed that supervisors who defined their role as including mentoring were more likely to engage in this behaviour.”
Leadership and Organizational Citizenship Behavior: OCB-Specific Meanings as Mediators (2011, unknown): “The current and previous studies on OCB from the employees’ perspective (e.g., Morrison 1994; Tepper and Taylor 2003; Zellars et al. 2002) highlight the importance of OCB-specific meanings and their association with actual citizenship behavior.”