The mediating effects of social exchange relationships in predicting workplace outcomes from multifoci organizational justice

By D. Rupp, Russell S. Cropanzano. 2002

788 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/c52e52ac1e69b9b1a23d47e20a170db8c3a51474

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In Management Information Systems

In Organizational Behavior and Human Resource Management

Citations in the corpus

Approach or Avoid? Exploring Overall Justice and the Differential Effects of Positive and Negative Emotions (2014, background): “…sources of fairness, (b) procedural and interactional justice can be assessed at both the supervisor and organizational levels, and (c) individuals typically reciprocate their treatment to the source of the (in)justice (e.g., Cropanzano et al., 2001; Lavelle et al., 2007; Rupp & Cropanzano, 2002).”
Organizational justice and extrarole customer service: The mediating role of well-being at work (2008, background): “For our purposes here, it is critical to note that, when workers believe they are unfairly treated, they are less likely to engage in helpful OCBs (eg, Masterson et al, 2000 ; Moorman, 1991 ; Rupp & Cropanzano, 2002 ).”
Justice, Trust, and Trustworthiness: A Longitudinal Analysis Integrating Three Theoretical Perspectives (2011, background): “…referenced procedural and distributive justice to organization and interpersonal and informational justice to supervisor, scholars now recognize that each of the justice dimensions can ema- nate from either organizational or supervisory sources (e.g., Blader & Tyler, 2003; Rupp & Cropanzano, 2002).”
Feeling lonely at work: investigating the consequences of unsatisfactory workplace relationships (2012, background): “Prior research suggests that employees are able to distinguish the foci of social exchanges within organizations (Masterson et al. 2000; Rupp and Cropanzano 2002; Karriker and Williams 2009).”
Unethical Pro-organizational Behavior and Positive Leader–Employee Relationships (2019, background): “Past research has established that fair treatment is an important contributor to social exchange relationships between organizations and employees—just treatment facilitates the development of an open-ended relationship in which both parties exhibit positive intentions and treatment toward the other”
Fairness at the Group Level: Justice Climate and Intraunit Justice Climate (2009, background): “For example, if one’s supervisor is fair, then one is apt to engage in OCB that benefits him or her, whereas if one’s organization is fair then OCB is used to benefit the firm as a whole (Cropanzano, Prehar, & Chen, 2002; Masterson et al., 2000; Rupp & Cropanzano, 2002).”
Employees’ Reactions to Peers’ Unfair Treatment by Supervisors: The Role of Ethical Leadership (2014, neutral): “Prior research supports this idea when suggesting that unfair treatment by a supervisor can result in retaliation against either the person him/herself, or the portion of the organization for which he or she is responsible (Ambrose et al. 2002; Rupp and Cropanzano 2002).”
Emotional Competence and Work Performance: The Mediating Effect of Proactivity and the Moderating Effect of Job Autonomy. (2009, methodology): “Employees reported supervisory social exchange using Rupp and Cropanzano’s (2002) 8-item scale on a 7-point Likert-type scale (where 11⁄4 Strongly disagree and 71⁄4 Strongly agree).”
To leave or not to leave: the effects of perceptions of organizational justice on employee turnover intention via employee-organization relationship and employee job engagement (2019, methodology): “Perceptions of procedural justice and interactional justice This study also adopted measurement items from the scale of perception of procedural justice by Rupp and Cropanzano (2002).”
Illuminating the ‘Face’ of Justice: A Meta‐Analytic Examination of Leadership and Organizational Justice (2018, background): “A significant stream of organizational justice research has also examined the role of the leader in employee assessments of (un)fair treatment (Colquitt et al., 2013; Rupp and Cropanzano, 2002; Rupp et al., 2014).”
Fairness Reduces the Negative Effects of Organizational Politics on Turnover Intentions, Citizenship Behavior and Job Performance (2005, methodology): “Validity evidence for these scales can be found in Rupp and Cropanzano (2002) and Kickul et al. (2002).”