Using Social Exchange Theory to Distinguish Procedural from Interactional Justice

By Russell S. Cropanzano, Cynthia A. Prehar, Peter Y. Chen. 2002

955 citations recorded by the source corpus.

Subfields: Gender Studies, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/60cd266c0cc58af910c9d357951da0bb185324fb

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In Gender Studies

In Organizational Behavior and Human Resource Management

Citations in the corpus

Individual and organizational determinants of turnover intent (2013, background): “, 2000); when employees perceive organizational procedures as fair they form more positive attitudes toward the organization (Cropanzano et al., 2002; Masterson et al., 2000; Randall et al., 1999).”
Interactional justice, leader–member exchange, and employee performance: Examining the moderating role of justice differentiation (2017, background): “Past research has established a direct impact of interactional justice on LMX (Cropanzano et al. 2002; Erdogan & Liden 2006; Masterson et al. 2000), emphasizing the importance of fair treatment in the development and maintenance of high-quality relationships between leaders and followers.”
Organizational justice and employee satisfaction in performance appraisal (2011, result): “This result confirms previous research ( Cropanzano and Prehar, 1999”
PROCEDURAL JUSTICE, INTERACTIONAL JUSTICE, AND TASK PERFORMANCE: THE MEDIATING ROLE OF INTRINSIC MOTIVATION (2009, background): “Similarly, flow is described as having two components—elation and excitement—that are also found in conceptualizations of positive affect (Csikszentmihalyi, 1990, 1997). Empirical research also illustrates that positive affect is a core element of intrinsic motivation. For instance, Reeve et al. (19”
Organizational Politics and Job Outcomes: The Moderating Effect of Trust and Social Support (2010, background): “Similarly, Cropanzano, Prehar, and Chen (2002) pointed to social exchange theory as a possible explanation for justice and fairness in organizations, thereby indicating the usefulness of social exchange variables (i.e., trust, social support, social reciprocity, helping behavior) in understanding…”
Relationships between counterproductive work behavior, perceived justice and climate, occupational status, and leader-member exchange (2014, background): “…of resources), and interactional justice (fairness of organizational inter-personal relations and accessibility of equal opportunities) (e.g., Cropanzano et al., 2002; Folger & Corpanzano, 1998; Kernan & Hanges, 2002; Miller & Lee, 2001; Moorman, 1991; Niehoff & Moorman, 1993; Robbins, 1993;…”