The Role of Justice in Organizations: A Meta-Analysis

By Yochi Cohen-Charash, Paul E. Spector. 2001

3,799 citations recorded by the source corpus.

Subfields: Gender Studies, Organizational Behavior and Human Resource Management, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/4b0a48d24be9b68fe768dea45fdf834b1e6a8288

How researchers see this paper

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

In Gender Studies

In Organizational Behavior and Human Resource Management

In Sociology and Political Science

Citations in the corpus

Empowering behaviour and leader fairness and integrity: Studying perceptions of ethical leader behaviour from a levels-of-analysis perspective (2009, background): “Also, justice research shows that procedural fairness is positively linked to trust (eg, Cohen-Charash & Spector, 2001 ).”
The Moderating Effects of Justice on the Relationship Between Organizational Politics and Workplace Attitudes (2007, methodology): “Similarly, distributive and procedural justice have been linked with job and pay satisfaction (Cohen-Charash and Spector 2001), organizational commitment (Konovsky and Cropanzano 1991; Tepper 2001), and reduced intentions to turnover (Masterson et al.”
The Moderating Effects of Equity Sensitivity on The Relationship Between Organizational Justice and Organizational Citizenship Behaviors (2005, result): “Research results from studies throughout the 1990s and early 2000s have confirmed the robust relationship between perceptions of fairness and OCB performance ( Cohen-Charash & Spector, 2001; Moorman, 1991; Organ & Moorman, 1993; Organ & Ryan, 1995; Podsakoff et al., 2000).”
Employee Attitudes and Behavioral Intentions: A Test of the Main and Moderating Effects of Individualism-Collectivism Orientations (2002, background): “As Cohen-Charash and Spector (2001) noted, cultural orientations could be a potential moderator between the various justice perceptions and employee attitudes.”
Procedural Justice and Employee Engagement: Roles of Organizational Identification and Moral Identity Centrality (2013, background): “Procedural justice is a major justice-related factor motivating employee cooperative behavior and enhancing job-related performance (Aryee et al. 2004; Brebels et al. 2011a, b; Cohen-Charash and Spector 2001; Wu and Chaturvedi 2009).”
At What Level (and in Whom) We Trust (2012, background): “As with the leader referent, distributive, procedural, and interactional justice has been linked to trust in organizations (Cohen-Charash & Spector, 2001; Khazanchi & Masterson, 2011; Li & Cropanzano, 2009).”
Understanding Tokenism: Antecedents and Consequences of a Psychological Climate of Gender Inequity (2010, positive): “…suggests that employees who perceive injustice in their organizations will be less satisfied with their jobs and less attached (i.e., affectively committed; Meyer, Allen, & Smith, 1993) to their organizations than those who do not perceive injustice (Brief, 1998; Cohen-Charash & Spector, 2001).”
Interactional justice and counterproductive work behaviors: The mediating role of negative emotions (2012, background): “…researchers have examined CWB from a cognitive and motivational perspective (Bies & Tripp, 1996) and suggested that CWB are the result of low perceived justice within the organization (see the meta-analyses published by Cohen-Charash & Spector, 2001; Colquitt, Conlon, Wesson, Porter, & Yee, 2001).”
The Relative Importance of Correlates of Organizational Citizenship Behavior and Counterproductive Work Behavior Using Multiple Sources of Data (2007, methodology): “Another meta-analysis found a mean uncorrected correlation of –.28 between CWB and justice (Cohen-Charash & Spector, 2001).”
Fairness in human resource management, social exchange relationships, and citizenship behavior: testing linkages of the target similarity model among nurses in the United States (2009, background): “For example, perceptions of fairness have been positively associated with favorable employee attitudes and behaviors including trust in management, organizational commitment, organizational support, and citizenship behavior (eg, Cohen-Charash and Spector 2001 ; Colquitt, Conlon, Wesson, Porter and ”