The mediating role of overall fairness and the moderating role of trust certainty in justice–criteria relationships: the formation and use of fairness heuristics in the workplace

By David A Jones, Martin L. Martens. 2008

167 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/a48a7d413287f30237c5d30afd729e480355a6fc

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In Organizational Behavior and Human Resource Management

In Sociology and Political Science

Citations in the corpus

Organizational justice: New insights from behavioural ethics (2013, background): “Violations of these schemas serve as a signal that something has gone wrong (Jones and Martens, 2009; Van den Bos et al., 1997, 2001).”
Echoes of Silence: Employee Silence as a Mediator Between Overall Justice and Employee Outcomes (2012, background): “…of justice, overall perceptions can provide the most complete and accurate depiction of how individuals make and use justice judgments and it is these overall perceptions that ultimately drive behavior (Ambrose and Schminke 2009; Jones and Martens 2009; Lind 2001a, b; Tornblom and Vermunt 1999).”
Accounting for the influence of overall justice on job performance: : integrating self-determination and social exchange theories (2014, background): “Although much research has reported justice to relate to trust (Aryee et al., 2002; Colquitt et al., 2012; Khazanchi and Masterson, 2011), it has focused primarily on the justice dimensions and not overall justice ( Jones and Martens, 2009).”
How perceptions of fairness can change (2013, background): “A perception of an entity’s fairness represents a trait-like and global evaluation that is often informed by a series of judgments of justice events involving that entity that are experienced over time (Ambrose & Schminke, 2009; Holtz & Harold, 2009; Jones & Martens, 2009).”
Affective commitment and job satisfaction among non-family employees: Investigating the roles of justice perceptions and psychological ownership (2011, background): “Existing research has linked these two justice dimensions with affective commitment (e.g., Begley, Lee, & Hui, 2006; Jones & Martens, 2009; Masterson et al., 2000), job satisfaction (e.g., Jones & Martens, 2009; Lam, Schaubroeck, & Aryee, 2002; Masterson et al., 2000), trust in the organization…”
Consistency Matters! How and When Does Corporate Social Responsibility Affect Employees’ Organizational Identification? (2016, background): “mational, and/or interactional justice), employees’ concerns about self-interest are overriding (Colquitt and Zipay, 2015), which does not accurately capture how employees generally assess and react to justice experiences at work (Ambrose and Schminke, 2009; Choi, 2008; Jones and Martens, 2009).”
Approach or Avoid? Exploring Overall Justice and the Differential Effects of Positive and Negative Emotions (2014, background): “…can interact to predict outcomes (for extensive reviews, see Brockner, 2010; Brockner & Wiesenfeld, 1996), previous research has suggested that additive models are more appropriate than multiplicative models when examining overall justice (e.g., Holtz & Harold, 2009; Jones & Martens, 2009).”
Organizational Justice and Individuals' Withdrawal: Unlocking the Influence of Emotional Exhaustion (2010, background): “Our results are part of a growing body of evidence demonstrating the importance of adopting a four-dimensional conceptualization of organizational justice (e.g. Jones and Martens, 2009; Judge and Colquitt, 2004).”