The Management of Organizational Justice

By Russell S. Cropanzano, D. Bowen, S. Gilliland. 2007

1,223 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/e0f4991057dcfbc06ff2e74543f43b5be83316be

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In Organizational Behavior and Human Resource Management

Citations in the corpus

Perceptions of and reactions to workplace bullying: A social exchange perspective (2010, background): “For example, justice literature and researchers of idiosyncratic deals have drawn attention to intra-unit justice, justice climate, and third-party observations (Cropanzano et al., 2007a; Lavelle et al., 2007; Rousseau, 2005).”
The role of justice and social exchange relationships in workplace deviance: Test of a mediated model (2010, background): “Our findings suggest organizations can also reduce deviance by implementing fair procedures during HR events (Cropanzano et al., 2007).”
Organizational Justice and Behavioral Ethics: Promises and Prospects (2009, background): “…rather, they were troubled by their undesirable outcomes, lack of control, impaired social status, or some combination of the three (for critical reviews, see Cropanzano et al., 2003; 2005; Cropanzano et al., 2007; Folger, 1994; 1998; 2001; Folger & Salvador, 2008; Lerner, 1975; 1982; 2003).”
The Influence of Organizational Justice and Job Satisfaction on Organizational Commitment in Portugal’s Hotel Industry (2015, background): “This study considers all three components of organizational commitment and all three organizational justice components (Cropanzano, Bowen, and Gilliland 2007), as well as the mediating influence of job satisfaction.”
Organizational Justice and Individuals' Withdrawal: Unlocking the Influence of Emotional Exhaustion (2010, background): “…may, in turn, diminish individuals’ trust in management and thus lower their self-esteem (Colquitt, 2001); further, informational injustice may evoke perceptions of ambiguity among targets because they lack sufficient information about how resources are being allocated (Cropanzano et al., 2007).”
Relationships between organizational justice, organizational trust and organizational commitment: a cross-cultural study of China, South Korea and Australia (2017, background): “Considering that fair procedures, relative to fair outcomes, are more likely to reflect an organization’s competence in dealing fairly with their staff (McFarlin & Sweeney, 1992), PJ might be more related to employees’ attitudes and beliefs toward the organization as a whole (Cropanzano et al., 2007”
Justice perceptions of performance appraisal practices (2010, background): “Folger et al. (1992) suggested the possibility that researchers and practitioners have not been able to substantially change employees’ affective reactions about performance appraisal systems because their efforts have been embedded in an overly rational conceptualization.”
The mediating role of organizational justice on the relationship between administrative performance appraisal practices and organizational commitment (2014, methodology): “Five items (a ¼ 0.87) were used to assess the PA practices related to performance standards based on prior research (Varma et al. 1996; Erdogan 2002; Holbrook 2002; DeNisi and Pritchard 2006; Cropanzano et al. 2007).”
The Virtuous Influence of Ethical Leadership Behavior: Evidence from the Field (2009, background): “…or procedural justice can also be influenced by organizational rules and practices (Colquitt, 2001; Malatesta and Byrne, 1997), supervisors or managers are the primary sources of interactional justice (Bies and Moag, 1986; Cohen-Charash and Spector, 2001; Cropanzano et al., 2007; Greenberg, 1993).”
Psychological Ownership: A Meta-Analysis and Comparison of Multiple Forms of Attachment in the Workplace (2020, background): “In addition, fair treatment signals to employees that they are respected and esteemed by the organization and unlikely to be mistreated (Cropanzana et al., 2007).”