When do procedural fairness and outcome fairness interact to influence employees’ work attitudes and behaviors? The moderating effect of uncertainty.
Authors:
- Joel BrocknerJBJoel Brockner
- Ariel FishmanAFAriel Fishman
- Marius van DijkeMDMarius van Dijke
- Woody van OlffenWOWoody van Olffen
- David M. MayerDMDavid M. Mayer
- 1 January 2010
- journal article
- Published by American Psychological Association (APA) in Journal of Applied Psychology
- Vol. 95 (2) , 291-304
Abstract
Prior research has shown that procedural fairness interacts with outcome fairness to influence employees' work attitudes (e.g., organizational commitment) and behaviors (e.g., job performance, organizational citizenship behavior), such that employees' tendencies to respond more positively to higher procedural fairness are stronger when outcome fairness is relatively low. In the present studies, we posited that people's uncertainty about their standing as organizational members would have a moderating influence on this interactive relationship between procedural fairness and outcome fairness, in that the interactive relationship was expected to be more pronounced when uncertainty was high. Using different operationalizations of uncertainty of standing (i.e., length of tenure as a proxy, along with self-reports and coworkers' reports), we found support for this hypothesis in 4 field studies spanning 3 different countries.Keywords
Funding Information
- Nederlandse Organisatie voor Wetenschappelijk Onderzoek (016.005.019)