Exchange fairness and employee performance: An examination of the relationship between organizational politics and procedural justice

By S. Aryee, Z. Chen, P. Budhwar. 2004

273 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/fa8930ec85617fcbebbb030103f8d313e32b697a

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In Organizational Behavior and Human Resource Management

In Strategy and Management

Citations in the corpus

The impact of organizational justice on work performance: Mediating effects of organizational commitment and leader‐member exchange (2010, background): “Contextual performance, describes a set of interpersonal and volitional behaviors that support the social and motivational context in which organizational work is accomplished ( Aryee et al. , 2004”
The Relationship Between Perceptions of Organizational Politics and Employee Attitudes, Strain, and Behavior: A Meta-Analytic Examination (2009, background): “Other theorists have suggested that perceptions of organizational politics are detrimental to the maintenance of healthy employee-organization exchange relationships (Aryee et al., 2004; Hall, Hochwarter, Ferris, & Bowen, 2004).”
Building Employee Commitment to Change Across Organizational Levels: The Influence of Hierarchical Distance and Direct Managers' Transformational Leadership (2012, background): “From a top-down perspective, this can have a negative effect on employees’ understanding of the basis of organizational decisions that affect them (Aryee et al. 2004), which is likely to negatively affect employees’ perception of TMC effectiveness.”
Psychological climate and individual performance in India: test of a mediated model (2007, background): “In this connection, in a study of the relationship between fairness and performance in the Indian context, Aryee et al. (2004)”
Ethical Leadership and Subordinate Outcomes: The Mediating Role of Organizational Politics and the Moderating Role of Political Skill (2013, background): “These impressions dilute the link between performance and rewards (Aryee et al. 2004).”
Exploring the linkages between formal ownership and psychological ownership for the organization: The mediating role of organizational justice (2008, unknown): “As such, individuals exhibiting high levels of procedural justice perceptions are liable to be proud of being members of their organizations (Olkkonen & Lipponen, 2006), develop conﬁdence in the safety of their investment of time and effort (Aryee et al. , 2004), and feel that it is their ‘home’.”
Ethical work climate, employee commitment and proactive customer service performance: Test of the mediating effects of organizational politics (2017, background): “From the perspective of organizational justice, reward system politics manifest as the opposite of procedural justice and are conceptually distinct (Aryee et al., 2004).”
Investigating the Effects of Moral Disengagement and Participation on Unethical Work Behavior (2011, background): “Voice has characteristically been considered a critical elements of procedurally fair decision-making systems and has shown a strong effect on employee job attitudes (Colquitt et al. 2001), affect (e.g., Barsky and Kaplan 2007), and contextual performance behaviors (e.g., Aryee et al. 2004 ).”
Perceptions of the organizational context and psychological contract breach: Assessing competing perspectives (2009, background): “, those of a self-serving nature) in the social arena (Aryee et al., 2004; Rosen et al., 2006).”