Relationship between organizational justice and employee work outcomes: a cross‐national study

By Simon S. K. Lam, J. Schaubroeck, S. Aryee. 2002

419 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/382dbb71c1e5f07e8ce346514ccb1b0f4e7080ae

How researchers see this paper

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

In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Testing the direct and indirect relationship between organizational justice and work outcomes in a non‐Western context of the UAE (2010, methodology): “Findings in Western literature showed that both distributive and procedural justice have been found to be consistently related to employee work attitudes and behaviors (e.g. Alexander and Ruderman, 1987; Folger and Konovsky, 1989; Greenberg, 1990; Lam et al., 2002; Lind and Tyler, 1988; McFarlin and”
Psychological contract breach and counterproductive workplace behaviors: testing moderating effect of attribution style and power distance (2011, neutral): “However, employees with low PD will expect reciprocity from the organization and they are less willing to accept arbitrary treatment from their superiors or organizations (Lam, Schaubroeck and Aryee 2002 ).”
Cross-cultural organizational behavior. (2007, background): “Lam et al. (2002b) found that the influence of PJ (as well as DJ) on satisfaction, performance, and absenteeism was stronger for individuals who endorsed low, rather than high, PD values (see also Farh et al. 1997, Fischer & Smith 2006, Lee et al. 2000).”
Who Cares about Justice? The Moderating Effect of Values on the Link between Organisational Justice and Work Behaviour (2006, background): “previous studies (Begley et al., 2002; Brockner et al., 2001; Farh et al., 1997; Lam et al., 2002; Lind et al., 1997) that found values moderated the effects of justice on work variables.”
Employee Justice Across Cultures (2013, background): “Numerous empirical studies show that the relationship between justice perceptions and employees’ reactions (e.g., job satisfaction) is stronger among employees in low versus high power distance cultures (e.g., Lam et al., 2002; Tyler, Lind, & Huo, 2000).”