What's fair is fair, or is it? The effects of merit -related managerial behaviors and organizational policies on organizational justice perceptions.
Item
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Title
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What's fair is fair, or is it? The effects of merit -related managerial behaviors and organizational policies on organizational justice perceptions.
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Identifier
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AAI3213161
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identifier
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3213161
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Creator
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Lieberman, Eric A.
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Contributor
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Adviser: Karen S. Lyness
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Date
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2006
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Language
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English
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Publisher
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City University of New York.
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Subject
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Psychology, Industrial | Business Administration, Management
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Abstract
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The literature on employees' perceptions of how fairly they believe they are treated at work, or organizational justice, is voluminous, yet very few studies have attempted to identify the antecedents/predictors of justice perceptions. Furthermore, although issues of affirmative action and diversity management inherently involve fairness, there is a dearth of studies investigating these topics within an organizational justice context. The current study examined the role of merit-related managerial and organizational antecedents including actual gender-diversity representation statistics in predicting subordinates' perceptions of organizational justice and whether the effects vary by subordinate gender and trust in the organization.;I hypothesized that the antecedents would be positively associated with organizational justice with a stronger effect for women (i.e., moderated by gender). Female (N=384) and male (N=377) employees from a large financial services corporation were studied. Two of the three managerial antecedents (workgroup gender composition and female subordinate career development training) and one outcome (subordinate performance) were objective and obtained from archival records. The third managerial antecedent (manager's use of performance metrics), two organizational antecedents (organizational formalization and perceptions of a merit-based organizational culture), four scales of organizational justice, and several outcomes of organizational justice (turnover cognitions, organizational commitment, organizational citizenship behavior, career development perceptions) were obtained via survey.;No main effects were found for gender composition and career development, however, higher proportions of women in one's workgroup was positively associated with organizational justice for women and negatively associated with organizational justice for men. All of the remaining antecedents were significantly and positively related to organizational justice and most were not moderated by gender. The relationship of organizational formalization with procedural and distributive justice was more positive when employees trusted that the formal policies were applied consistently. The main effects of organizational justice on the outcomes were consistent with the previous literature, and organizational justice was a better predictor of men's turnover cognitions than women's.;The results suggest subordinates report higher perceptions of fairness when they perceive that their managers and organization consider merit and abide by explicit rules and procedures when making business decisions. This effect generally appears to hold across the genders although in some cases the effect is stronger for women. The findings' theoretical implications as well as practical suggestions for enhancing fairness perceptions in a diversity management context are discussed.
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Type
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dissertation
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Source
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PQT Legacy CUNY.xlsx
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degree
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Ph.D.
