Distributive and procedural justice as predictors of employee outcomes in Hong Kong

By Dail Fields, M. Pang, Catherine C. H. Chiu. 2000

229 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/a316065c47bd75af779072b2ef1a4566636ef9f8

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In Gender Studies

In Organizational Behavior and Human Resource Management

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Citations in the corpus

Testing the direct and indirect relationship between organizational justice and work outcomes in a non‐Western context of the UAE (2010, unknown): “In the non-Western literature, Fileds et al. (2000)”
The mediating role of organizational justice on the relationship between administrative performance appraisal practices and organizational commitment (2014, background): “…1991;McFarlin and Sweeney 1992; Sweeney and McFarlin 1993; Lowe and Vondanovich 1995; Randall and Mueller 1995; Martin and Bennett 1996; Fields et al. 2000; Konovsky 2000; Masterson et al. 2000; Colquitt et al. 2001; Aryee et al. 2002; Kernan and Hanges 2002; Simons and Roberson 2003;…”
Perceptions of Discrimination and Justice (2005, background): “Fields et al. (2000) proposed that distributive and procedural justice will predict work outcomes in Hong Kong in the same way as in the U.S. (i.e., procedural justice will have a stronger relationship than distributive justice with work outcomes for women).”
High commitment performance management: the roles of justice and trust (2011, background): “Based on previous research, we would expect to see the strongest relationship to be observed between procedural justice and employee commitment (cf. Folger and Konovsky, 1989; McFarlin and Sweeney, 1992).”
Voice Matters: Buffering the Impact of a Negative Climate for Women in Science (2007, background): “Similarly, Fields, Pang, and Chiu (2000) found that procedural justice, including the extent to which employees have input, moderated the relationship between perceptions that workplace outcomes are fair and job satisfaction among Hong Kong workers.”
Linking employees' justice perceptions to organizational commitment and intention to leave: The mediating role of perceived organizational support (2006, background): “The study of Fields et al. (2000) revealed that distributive justice had a significant effect on Hong Kong employees’ intent to stay.”
An investigation of the role of justice in turnover intentions, job satisfaction, and organizational citizenship behavior in hospitality industry. (2010, background): “Organizational justice has been shown to be related to employee outcomes such as job satisfaction (Fields et al., 2000).”
A Test of the Relationships among Perceptions of Justice, Job Satisfaction, Affective Commitment and Organizational Citizenship Behavior (2005, background): “Fields et al. (2000) reported that both distributive and procedural justice have effect on job satisfaction and evaluation of supervision.”
How does distributive justice affect work attitudes? The moderating effects of autonomy (2009, background): “Overall, distributive justice studies suggest that in response to low distributive justice employees are more likely to quit their job in order to end the inequity (Hom, Griffeth and Sellaro 1984 ; Hendrix, Robbins, Miller and Summers 1998 ; Fields, Pang and Chiu 2000 ).”
Cross-cultural organizational behavior. (2007, background): “PJ and DJ also interact to affect outcomes differently across cultures (Fields et al. 2000).”
Employee Attitudes and Behavioral Intentions: A Test of the Main and Moderating Effects of Individualism-Collectivism Orientations (2002, background): “Employee retention has been a major concern for several organizations employing highly skilled employees and has been the subject of extensive research (e.g. Fields et al., 2000; Milkovich & Newman, 2000).”
Understanding Students' Classroom Justice Experiences and Responses (2010, background): “Also like organizational justice, confirmatory factor analyses of measures (e.g., Cohen-Charash & Spector, 2001; McFarlin & Sweeney, 1992) and empirical results showing that the different classroom justice dimensions are related in different ways to various outcomes, demonstrate that classroom…”
Mixed Signals: The Unintended Effects of Diversity Initiatives (2019, background): “Workers who feel that their environments are procedurally fair are more content, have higher job satisfaction, and higher organizational commitment (McFarlin & Sweeney, 1992; Moorman, Niehoff, & Organ, 1993).”