The difference a manager can make: organizational justice and knowledge worker commitment

By M. Thompson, Paul Heron. 2005

163 citations recorded by the source corpus.

Subfields: Communication, Information Systems and Management, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/c0e86effd990b6c3a3d59a73ffdce72ee2d1e2ba

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In Communication

In Information Systems and Management

In Organizational Behavior and Human Resource Management

Citations in the corpus

Comparing motivating work characteristics, job satisfaction, and turnover intention of knowledge workers and blue-collar workers, and testing a structural model of the variables' relationships in China and Japan (2011, background): “…and consequences of their characteristics (Straub and Karahanna 1998; Scarbrough 1999; Flood, Turner, Ramamoorthy and Pearson 2001; Davenport, Thomas and Cantrell 2002; Davenport 2005; Thompson and Heron 2005; Lord and Farrington 2006; Lee-Kelley, Blackman and Hurst 2007; Sajeva 2007; Huang 2008).”
Linking justice, trust and innovative work behaviour to work engagement (2014, background): “Studies suggest that compared to traditional workers, managers are motivated by intrinsic rewards (Kuvaas, 2006), perceived opportunity for growth and achievement on the job (Thompson and Heron, 2005), and relationships with co-workers and supervisors (May et al.”
Psychological contract breach and job attitudes: A meta-analysis of age as a moderator (2008, background): “…health care — — 527 .93 .54 .84 .31 .60 57 Ten Brink et al. (2002) S1: Dutch rural company 39 — 762 .95 .58 .77 .46 .85 S2: Dutch public sector employees 42 — 74 .84 .41 .86 .33 .83 58 Thompson and Heron (2005) UK, 6 high-technology firms 34.26 7.89 429 .86 .42 .82 59 Turnley and Feldman (2000)…”
The Psychological Contract: A Critical Review (2006, unknown): “2000), we can see how it might provide a sense of positive meaning to managers and employees (Thompson and Heron, 2005).”
Knowledge workers: what keeps them committed; what turns them away (2007, background): “However, studies on service workers, scientists, R&D workers and professional lawyers (Frenkel et al., 1999; Randle and Rainnie, 1997; Thompson and Heron, 2005; Wallace, 1995) suggest that work organization factors, such as co-worker support, are important influences on the commitment of knowledge w”
Diversity climate impact on employee of color outcomes: does justice matter? (2010, background): “In a study of knowledge workers, Thompson and Heron (2005) found that following a perceived contract breach, high levels of interactional and procedural justice combined to increase worker commitment to their organizations.”
The influence of human resource management on knowledge sharing and innovation in Spain: the mediating role of affective commitment (2011, background): “However, people usually have a natural reluctance to share what they know, therefore, organizations do not constitute harmonious settings in which knowledge creation and innovation processes take place smoothly (Scarbrough and Carter 2000 ; Morris 2001 ; Hislop 2003 ; Thompson and Heron 2005 ).”
THE IMPACT OF PSYCHOLOGICAL CONTRACT BREACH ON WORK‐RELATED OUTCOMES: A META‐ANALYSIS (2007, methodology): “Each raw breach score is multiplied by the respective perceived importance score and then summed or averaged to yield a weighted breach score (e.g., Thompson & Heron, 2005; Turnley & Feldman, 1999).”