PROCEDURAL JUSTICE, INTERACTIONAL JUSTICE, AND TASK PERFORMANCE: THE MEDIATING ROLE OF INTRINSIC MOTIVATION

By Cindy P. Zapata-Phelan, J. Colquitt, Brent A. Scott, Beth A. Livingston. 2009

306 citations recorded by the source corpus.

Subfields: Applied Psychology, Social Psychology, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/f0f8435d23e24f3538f5efae717f2fd1aacdbd90

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Citations in the corpus

Interactional justice, leader–member exchange, and employee performance: Examining the moderating role of justice differentiation (2017, result): “Although we followed prior justice work (e.g., De Cremer et al. 2005; Zapata-Phelan et al. 2009) to experimentally manipulate interactional justice and interactional justice differentiation in Study 1 and hence were able to establish causal inferences, it is still possible to theorize more complex r”
Motivation, pay satisfaction, and job satisfaction of front‐line employees (2011, background): “Future research is needed to examine perceptions of fairness and the implications for employee motivation, as few studies have examined these issues in any depth (Van Herpen et al., 2005; Zapata-Phelan et al., 2009).”
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).”
Organizational Justice and Individuals' Withdrawal: Unlocking the Influence of Emotional Exhaustion (2010, background): “…we still do not fully understand the mechanisms through which justice perceptions influence individuals’ attitudes, intentions, and behaviours, and Zapata-Phelan et al. (2009) lamented that, based on the current state of research, it is virtually impossible to understand why fair treatment can…”
Accounting for the influence of overall justice on job performance: : integrating self-determination and social exchange theories (2014, methodology): “Second, our finding that overall fairness relates to intrinsic motivation provides another avenue to improving levels of intrinsic motivation (Zapata-Phelan et al., 2009).”
Servant leadership and commitment to change, the mediating role of justice and optimism (2012, background): “Furthermore, it increases task performance, partly due to increased intrinsic motivation (Zapata-Phelan et al., 2008).”
Procedural Justice and Employee Engagement: Roles of Organizational Identification and Moral Identity Centrality (2013, methodology): “…cooperative behavior (Konovsky 2000; Tyler 2000) and employee-organization relationships, such as OID (Blader and Tyler 2009; Tyler 2000), proactive behavior (Crawshaw et al. 2012), task performance (Aryee et al. 2004; Zapata-Phelan et al. 2009), and team level behaviors (Cropanzano et al. 2011).”