Moral Virtues, Fairness Heuristics, Social Entities, and Other Denizens of Organizational Justice.

By Russell S. Cropanzano, Zinta S. Byrne, D. Bobocel, D. Rupp. 2001

1,471 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/b7138fbd5cbe4e966c56996ef2fff9a0478c75c8

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In Applied Psychology

In Organizational Behavior and Human Resource Management

In Sociology and Political Science

Citations in the corpus

Fairness in human resource management, social exchange relationships, and citizenship behavior: testing linkages of the target similarity model among nurses in the United States (2009, background): “Alternatively, perceptions of unfairness have been associated with turnover, filings of lawsuits, and retaliatory or counterproductive work behaviors including taking extended breaks, spreading rumors, damaging property, and theft (Konovsky 2000 ; Cropanzano, Byrne, Bobocel and Rupp 2001 ).”
How Do I Assess If My Supervisor and Organization are Fair? Identifying The Rules Underlying Entity-Based Justice Perceptions (2008, background): “, Bies & Moag, 1986; Mikula, Petri, & Tänzer, 1990; Sheppard & Lewicki, 1987) and later quantitative refinements, researchers have identified four dimensions of justice (distributive, procedural, interpersonal, and informational), as well as underlying rules for each (e.g., Colquitt, 2001; Cropanzan”
Justice at the millennium, a decade later: a meta-analytic test of social exchange and affect-based perspectives. (2013, background): “On the other hand, appraisal theories emphasize the goal-relevance of events (Lazarus, 1991; Weiss & Cropanzano, 1996), and justice is believed to foster a number of fundamental goals, including goals about meaning, selfregard, control, and belonging (Cropanzano et al., 2001).”
Fostering meaningful work in organizations: A multi-level review and integration (2019, background): “, Glavas & Kelley, 2014) and b) it satisfies individuals' need for a meaningful existence, giving employees a sense that they are part of an effort to help improve the well-being of others (e.g., Bauman & Skitka, 2012; Cropanzano et al., 2001).”
Organizational justice: New insights from behavioural ethics (2013, background): “Conceptual models that attempt to answer this question have been referred to as ‘content theories’ because they attempt to identify underlying needs or goals that drive human concerns with fairness (Cropanzano et al., 2001).”
Organizational Justice, Trustworthiness, and Trust: A Multifoci Examination (2010, background): “Recent research in organizational justice suggests that justice perceptions can be formed about many targets within an organization (Cropanzano et al., 2001).”
Interpersonal Injustice and Workplace Deviance (2012, background): “Based on justice theories suggesting that injustice can lower self-esteem levels (Cropanzano et al., 2001; Lind & Tyler, 1988) and more recent theorizing regarding the role of self-esteem maintenance in predicting reactions to injustice (Bobocel & Zdaniuk, 2010), we modeled self-esteem as a mediatin”
Behavioral Integrity: How Leader Referents and Trust Matter to Workplace Outcomes (2012, background): “The perceived fairness of procedures established by senior management (Cropanzano et al. 2001; Cropanzano et al. 2002) is a good predictor of reactions to the organization and senior management (Cropanzano et al.”
Customer (In)Justice and Emotional Labor: The Role of Perspective Taking, Anger, and Emotional Regulation† (2008, result): “Our results therefore serve to extend the multifoci model of organizational justice (Cropanzano et al., 2001), making the case for customers a source of justice.”
Is coworker feedback more important than supervisor feedback for increasing innovative behavior? (2019, neutral): “…agent of the organization (Alcover et al., 2017), and is tasked with the responsibility of maintaining and fulfilling the psychological contract (Cropanzano et al., 2001), our study shows that there is value in considering how the actions (or inactions) of other individuals with whom employees…”