A Multi-Level Analysis of Organizational Justice Climate, Structure, and Employee Mental Health†

By Chester S. Spell, Todd J. Arnold. 2007

195 citations recorded by the source corpus.

Subfields: Information Systems and Management, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/b65db0eee3be163fc09b6b048b72ff91139fa5ef

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In Information Systems and Management

In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Exploring the relationships between high involvement work system practices, work demands and emotional exhaustion: a multi-level study. (2018, methodology): “Work units were identified through a network of master students in HR studies as part of their thesis project, under close supervision of the authors (see Spell & Arnold, 2007 for a similar approach).”
Transformational leadership, psychological empowerment, and the moderating role of mechanistic–organic contexts (2014, methodology): “Although the key informant approach has been widely used in organizational research (e.g., Covin & Slevin, 1989; Oldham & Hackman, 1981; Spell & Arnold, 2007; Terziovski, 2010; Wally & Baum, 1994), several other studies have also viewed perceptions of mechanistic–organic organizational structure as…”
Subjective well-being at work: Disentangling source effects of stress and support on enthusiasm, contentment, and meaningfulness (2014, methodology): “Due to empirical replication of this two-factor SWB structureWarr's (1990) scales have enjoyedwidespread use in the academic literature as an indicator of well-being (e.g., Daniels, Boocock, Glover, Hartley, & Holland, 2009; Spell & Arnold, 2007).”
The emotional link: Leadership and the role of implicit and explicit emotional contagion processes across multiple organizational levels (2015, background): “Spell and Arnold (2007) showed that individual-level perceptions of organizational distributive justice shaped their perceptions of a justice climate”
Organizational Injustice as an Occupational Health Risk (2010, background): “It is noteworthy that Spell and Arnold (2007) also found the opposite effect—that is, lowest levels of depression were reported when collective levels of distributive justice and procedural justice were high.”
What Is Wrong With Treating Followers Differently? The Basis of Leader–Member Exchange Differentiation Matters (2018, background): “Indeed, empirical findings have shown that groups with a higher procedural justice climate had better group performance (Colquitt et al., 2002), more unit-level OCB (Ehrhart, 2004), and lower levels of anxiety and depression felt by group members (Spell & Arnold, 2007).”
Assembling Fragments Into a Lens: A Review, Critique, and Proposed Research Agenda for the Organizational Work Climate Literature (2009, background): “Higher levels of procedural justice climate were found to buffer the negative relationship between distributive justice climate and both depression and anxiety (Spell & Arnold, 2007).”
Smart Technology, Artificial Intelligence, Robotics, and Algorithms (STARA): Employees’ perceptions of our future workplace (2017, result): “This is consistent with another study that used the short measure within New Zealand (Brougham & Haar, 2013), and the full measure has been validated internationally (Spell & Arnold, 2007a, 2007b).”
The role of justice and social exchange relationships in workplace deviance: Test of a mediated model (2010, result): “Multiple studies have shown that data collected via this procedure are of comparable quality to data collected using more traditional procedures (Smith et al., 1997; Spell and Arnold, 2007).”