Deontic justice: the role of moral principles in workplace fairness

By Russell S. Cropanzano, Barry M. Goldman, Robert Folger. 2003

413 citations recorded by the source corpus.

Subfields: Accounting, Economics and Econometrics, Information Systems and Management

View Paper: https://www.semanticscholar.org/paper/422eda0a04c22aa8352d24e3cee64614d1ae7aa4

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Citations in the corpus

Management commitment to the ecological environment and employees: Implications for employee attitudes and citizenship behaviors (2015, methodology): “Following the deontic model of justice (e.g. Cropanzano et al., 2003), we propose that employees will react positively to management’s commitment to the environment.”
Academic Entrepreneurship: Time for a Rethink? (2015, neutral): “This could include all conceptualizations of justice, including distributive, procedural, interactional, and deontic justice (Cropanzano, Goldman, and Folger, 2003).”
How does corporate social responsibility benefit firms? Evidence from Australia (2010, background): “Building on justice perceptions, employees also have ethical frameworks which guide their decision making and responses ( Cropanzano et al. , 2003”
Elevation at work: The effects of leaders’ moral excellence (2010, positive): “Cropanzano, Byrne, Bobocel, and Rupp ( 2001 ), Cropanzano, Goldman, and Folger, ( 2003 ), and Folger ( 2001 ) proposed a deontic approach to justice arguing that perceptions of (un)fairness are grounded in basic ethical assumptions and give rise to strong emotional, automatic responses.”
Organizational justice: New insights from behavioural ethics (2013, background): “Empirical support for the importance of deontic or moral motives for organizational justice is growing (for a review, see Cropanzano et al., 2003), with these studies often showing that individuals seek fairness at work even when they are personally disadvantaged by just decisions (e.g. Greenberg,…”
Team‐based reward allocation structures and the helping behaviors of outcome‐interdependent team members (2009, neutral): “individuals’ moral development (Cropanzano et al., 2003).”
Ethical leadership and knowledge hiding: an intervening and interactional analysis (2020, background): “…internalization of fairness and justice inspire them to regulate their behaviors to build high quality interpersonal and instigate them to sacrifice their selfinterest to ensure moral and justice practice at the workplace (Cropanzano et al., 2003; Sasaki & Hayashi, 2014; Sekiguchi & Hayashi, 2014).”