Organizational Justice and Organizational Citizenship Behavior: A Mediated Multifoci Model †

By J. Karriker, Margaret L. Williams. 2009

331 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/dae08881478e146c1a6974e68fa7ab3d9f658b57

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In Organizational Behavior and Human Resource Management

Citations in the corpus

LMX, Context Perceptions, and Performance: An Uncertainty Management Perspective (2011, background): “Second, several recent studies have failed to demonstrate anticipated main effects of politics and fairness perceptions on performance (Karriker & Williams, 2009; Maslyn & Fedor, 1998; Miller, Rutherford, & Kolodinsky, 2008; Olkkonen & Lipponen, 2006).”
The relationships amongst leader-member exchange, perceived organizational support, affective commitment, and in-role performance: a social-exchange perspective (2014, background): “, 2007) and distributive justice (Karriker and Williams, 2009) positively affect organizational commitment.”
The role of justice and social exchange relationships in workplace deviance: Test of a mediated model (2010, background): “…fairness by the organization or its agents by increasing workplace deviance just as they have been found to engage in more OCB when fairness is perceived to be high (Fassina et al., 2008; Karriker and Williams, 2009; Masterson et al., 2000; Olkkonen and Lipponen, 2006; Rupp and Cropanzano, 2002).”
Justice at the millennium, a decade later: a meta-analytic test of social exchange and affect-based perspectives. (2013, background): “…studies included both supervisor- and organizationfocused justice and both supervisor- and organization-targeted social exchange quality or reciprocation, with hypotheses predicting significant focus-matching relationships (Horvath & Andrews, 2007; Karriker & Williams, 2009; H. Liao & Rupp, 2005).”
Justice, Fairness, and Employee Reactions (2015, background): “…empirical studies that have included multiple foci for justice and multiple targets for mediators and outcomes do not consistently yield stronger relationships in cases in which focus and target match (Horvath & Andrews 2007, Karriker & Williams 2009, Liao & Rupp 2005, Rupp & Cropanzano 2002).”
Understanding the link between communication satisfaction, perceived justice and organizational citizenship behavior (2017, background): “With a fair working environment, employees are more inclined to form close working relationships, become motivated and perform inways which benefit the individuals and organizations by reciprocation (Cropanzano & Mitchell, 2005; Karriker & Williams, 2009; Zapata-Phelan et al., 2009).”
Transformational leadership: Relationship to job stress and job burnout in five-star hotels (2015, background): “…Balthazard et al. (2012), Bass (1990), Cleal and Nielsen (2011), Hung and Li (2009), Iwuh (2010), Naveed et al. (2011), Patiar and Mia (2009), Williams and Karriker (2009) have shown that TL (a) is capable of eliciting extraordinary levels of motivation and performance beyond expectation;…”
Organizational Justice and Individuals' Withdrawal: Unlocking the Influence of Emotional Exhaustion (2010, background): “procedural and informational justice (Karriker and Williams, 2009).”
Feeling lonely at work: investigating the consequences of unsatisfactory workplace relationships (2012, background): “When lonely employees have low perceived organizational support and organizational commitment, they are less likely to engage in OMX (Karriker and Williams 2009).”
Relationships between counterproductive work behavior, perceived justice and climate, occupational status, and leader-member exchange (2014, background): “…Paine, & Bachrach, 2000; Rotundo & Sackett, 2002), overall high job motivation and satisfaction (Hubbell & ChoryAssad, 2005; Latham & Pinder, 2005), trust, commitment, and productivity (Karriker & Williams, 2009), and loyalty and readiness to accept organizational consequences (Joy & Witt, 1992).”