A Model of Organizational Justice and Workplace Aggression

By I. Jawahar. 2002

138 citations recorded by the source corpus.

Subfields: Information Systems and Management, Organizational Behavior and Human Resource Management, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/591682a78976fbb132835d9ef10f5d14d7d93273

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In Information Systems and Management

In Organizational Behavior and Human Resource Management

In Sociology and Political Science

Citations in the corpus

Doing It Purposely? Mediation of Moral Disengagement in the Relationship Between Illegitimate Tasks and Counterproductive Work Behavior (2021, background): “When the source of injustice holds a relatively higher status (e.g., organizations), however, individuals are expected to choose less aggressive tactics of retribution in order to avoid retaliation (Beugré, 2005; Jawahar, 2002).”
Threats of Workplace Violence and the Buffering Effect of Social Support (2007, background): “Studies on the impact of threats of workplace violence on organizational and individual outcomes have predominantly examined the effects of different types of (threats of) workplace violence at the individual level (Jawahar, 2002; Neuman & Baron, 1998; Schat & Kelloway, 2000, 2003; Stephens & Long, ”
“Bad Behavior” in Organizations: A Review and Typology for Future Research (2005, methodology): “This approach to aggression has also been used by Glomb and Liao (2003); Dietz, Robinson, Folger, Baron, and Schultz (2003); Jawahar (2002); and Kennedy, Homant, and Homant (2004).”
Understanding internal, external, and relational attributions for abusive supervision (2014, background): “Eberly, M.B., Holley, E.C., Johnson, M.D., & Mitchell, T.R. (2011).”
Faculty Experiences with Bullying in Higher Education (2010, background): “Both conflict (Holton, 1998) and aggression (Jawahar, 2002) research note that the longer and more interactive the relationship, the greater the opportunity for conflict and potential for aggression.”
A Multilevel View of Intragroup Conflict (2008, background): “Moreover, because those low in agreeableness are likely to react more strongly to negative stimuli (Jawahar, 2002), agreeableness should moderate the effect of conflict-provoking situations as procedural injustice (Skarlicki, Folger, & Tesluk, 1999) and victimization (Jockin, Arvey, & McGue, 2001).”
Employees’ overall perception of HRM effectiveness (2005, background): “Some studies take the former view (Jawahar, 2002), whereas others rely on the latter (Greenberg, 1990; Moorman, 1991; Skarlicki & Folger, 1997).”
Interactional justice and counterproductive work behaviors: The mediating role of negative emotions (2012, background): “Numerous studies have been conducted to test the validity of this approach, to the extent that perception of low interactional justice stands out as one of the central factors in explaining CWB (e.g., Bies & Tripp, 1996; Jawahar, 2002; Skarlicki & Folger, 1997).”