Increasing Interpersonal and Informational Justice When Communicating Negative News: The Role of the Manager’s Empathic Concern and Moral Development

By D. Patient, D. Skarlicki. 2010

148 citations recorded by the source corpus.

Subfields: Information Systems and Management, Literature and Literary Theory, Social Psychology

View Paper: https://www.semanticscholar.org/paper/681b01862c30466965ee1e5a4bb3b74115dbd52e

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In Information Systems and Management

In Literature and Literary Theory

In Social Psychology

Citations in the corpus

WHY DO MANAGERS ACT FAIRLY IN THE FIRST PLACE? A DAILY INVESTIGATION OF "HOT" AND "COLD" MOTIVES AND DISCRETION (2014, background): “…and Goldstein (2007) found that neurotic managers were less likely to adhere to interpersonal justice and agreeable managers were more likely to adhere to informational justice, while Patient and Skarlicki (2010) reported that both of these forms of justice are adhered to more by empathic managers.”
Workplace Dignity: Communicating Inherent, Earned, and Remediated Dignity (2015, unknown): “Finally, because of its moral and ethical undercurrents, it is related to research on organizational justice, especially interpersonal justice (Patient and Skarlicki, 2010).”
Unraveling respect in organization studies (2014, unknown): “According to the present model, controlling for appraisal respect will explain greater variance, because people who experience appraisal respect are more immune to recognition respect violations (Greenberg, 2006; Patient and Skarlicki, 2010).”
MINDFULNESS AT WORK (2011, background): “…of sexual harassment and antisocial behavior; Douglas & Martinko, 2001; O’Leary-Kelly, Bowes-Sperry, Bates, & Lean, 2009), informational justice (Patient & Skarlicki, 2010), organizational citizenship behaviors (Kamdar et al., 2006; Kidder, 2002), and positive leadership behaviors (Kellett,…”
Organizational justice: New insights from behavioural ethics (2013, background): “In related research, Patient and Skarlicki (2010) studied the delivering of justice by managers.”
To Err Is Human(-oid): How Do Consumers React to Robot Service Failure and Recovery? (2020, background): “Thus, high empathy in an apology can express warmth toward the victim and an understanding of the situation (Fehr, Gelfand, and Nag 2010; Schmitt et al. 2004) and should bolster interpersonal fairness perceptions (Colquitt et al. 2018; Patient and Skarlicki 2010).”
Organizational Neuroscience: Taking Organizational Theory Inside the Neural Black Box (2011, background): “Therefore, the triggering of empathy suggests that we take a personal interest against the unfair treatment of others (Patient & Skarlicki, 2005, 2010).”