Fairness heuristic theory : Assessing the information to which people are reacting has a pivotal role in understanding organizational justice

By K. van den Bos. 2001

100 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/a61787ee76687bcabe18d6bf8b6ac35d3f5bc608

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

Citations in the corpus

High procedural fairness heightens the effect of outcome favorability on self-evaluations : An attributional analysis (2003, background): “Fairness heuristic theory (e.g., Van den Bos, 2001) suggests that when information about one source of fairness is lacking people will use the fairness information that is available to make inferences about the source that is lacking.”
Justice, Trust, and Trustworthiness: A Longitudinal Analysis Integrating Three Theoretical Perspectives (2011, methodology): “These include social exchange theory (Blau, 1964), the relational model (Lind & Tyler, 1988; Tyler & Lind, 1992), and fairness heuristic theory (Lind, 2001; Van den Bos, 2001).”
Shared and Configural Justice: A Social Network Model of Justice in Teams (2005, background): “Fairness heuristic theory can also provide guidance regarding the relative effects of different types of justice in teams, since the theory states that information that is most easily interpreted will guide the heuristic to the greatest extent (Lind, 2001; Van den Bos, 2001).”
Justice Expectations and Applicant Perceptions (2004, result): “Consider, for example, a recent study by van den Bos et al. (1998). In this study, the authors found that outcome evaluations exhibited strong effects of procedural fairness when outcomes were better or worse than expected, but not when individuals received outcomes that were equal to, better than, ”
Justice and personality: Using integrative theories to derive moderators of justice effects ☆ (2006, background): “For example, Van den Bos (2001b) asked participants to describe the emotions they typically feel when they are uncertain or not in control.”
A Cross-Cultural Examination of Subordinates' Perceptions of and Reactions to Abusive Supervision (2015, background): “Subordinates take into account norms about the acceptability of certain behaviors to understand their surroundings and, specifically, to determine whether their supervisor’s behavior toward them is fair (van den Bos, 2001).”
Applying Uncertainty Management Theory To Employee Voice Behavior: An Integrative Investigation (2012, background): “However, subordinates may worry about being exploited if they cede total power and control to the authority figure (Lind, 2001; Van den Bos, 2001).”