当前位置：主页 > 管理论文 > 组织管理论文 >

organizational justice 1

发布时间：2016-10-29 13:14

本文关键词：组织公平感与情绪劳动策略关系的实证研究，，由笔耕文化传播整理发布。

当前位置：文档下载 > 所有分类 > 经管营销 > organizational justice 1

organizational justice

Organizational Behavior and Human Decision Processes 100 (2006) 202–215

organizational justice 1

Abstract

This research examined the diVerential antecedents and consequences of organizational identiWcation and work-unit identiWca-tion. SpeciWcally, we hypothesized that organization-focused procedural justice and distributive justice would be positively related toorganizational identiWcation, whereas supervisor-focused interactional justice would be positively related to work-unit identiWcation.A further hypothesis was that organizational identiWcation would relate to organization-focused outcomes (turnover intentions andextra-role behavior toward the organization), and work-unit identiWcation to work-unit-focused outcomes (extra-role behaviortoward the work unit). Our results from a sample of 160 employees of a research institution supported these hypotheses. In addition,we found some evidence that organizational identiWcation and work-unit identiWcation diVerentially mediated the relationshipsbetween organization-focused and supervisor-focused justice, and organization-focused and work-unit-focused outcomes. We dis-cuss our Wndings in terms of their implications for social-identity research on organizational identiWcation, and for research on orga-nizational justice.

Keywords:Multiple organizational identiWcations; Social identity; Organizational justice; Extra-role behavior; Turnover intentions

Introduction

Since the late 1990s, psychologists have expressedwidespread interest in organizational identiWcation,which is generally deWned as “the perception of onenesswith or belongingness to” the organization (Ashforth &Mael, 1989, p. 34; see Riketta, 2005, for a recent review).One reason for this interest is certainly the positiveeVects that organizational identiWcation has been shownto have on various work outcomes. It has been linkedwith lowered turnover intentions (Abrams, Ando, &Hinkle, 1998; Tyler & Blader, 2000), increased extra-rolebehavior (Dukerich, Golden, & Shortell, 2002; Tyler &Blader, 2000, 2001) and increased job satisfaction

Corresponding author. Fax: +358 9 24 13 496.

E-mail address: maria-elena.olkkonen@ttl.W (M.-E. Olkkonen).

(VanKnippenberg & van Schie, 2000), for instance.Recently, however, researchers have begun to note onesigniWcant limitation in the literature. While previousresearch has predominantly taken the organization as awhole as the focus of identiWcation, the workplace con-text also suggests multiple other foci such as the workgroup and the department (e.g., Ashforth & Johnson,2001; Christ, van Dick, Wagner, & Stellmacher, 2003;Van Dick & Wagner, 2002; Van Dick, Wagner, Stellm-acher, & Christ, 2004; Van Knippenberg & van Schie,2000). It thus appears that organizational identiWcationis, in fact, a multi-foci construct.

This notion of multiple organizational identiWcations,in turn, has led to the emergence of two new researchareas. The Wrst focuses on the consequences, and speciW-cally on whether diVerent identiWcations are diVeren-tially related to work outcomes. A few studies havealready addressed these issues with promising results

organizational justice 1

doi:10.1016/j.obhdp.2005.08.007

第1页下一页

Word文档免费下载：organizational justice 1 （下载1-14页，共14页）

我要评论