Includes bibliographical references (p. 25-26).
|Statement||Caroline L. Weber and Kimberley D. Sanders.|
|Series||QPIR -- 1993-5, Working paper series / School of Industrial Relations / Industrial Relations Centre, Queen"s University at Kingston, Queen"s papers in industrial relations -- 1993-5, Working paper series (Queen"s University. (Kingston, Ont.). Industrial Relations Centre)|
|Contributions||Sanders, Kimberley D., Queen"s University (Kingston, Ont.). Industrial Relations Centre.|
|The Physical Object|
|Pagination||26,  p. :|
|Number of Pages||26|
In a world where organizational change is part of the everyday life of the organization, research has shown that issues of organizational justice have a great impact on organizational outcomes (e. Van den Bos, K. (), “ Fairness heuristic theory: Assessing the information to which people are reacting has a pivotal role in understanding organizational justice,” in S. Gilliland, D. Steiner, and D. Skarlicki (eds.), Theoretical and Cultural Perspectives on Organizational Justice (Greenwich, CT: Information Age), 63 –Cited by: 3. The paper aims at examining the effect of organizational justice on managerial effectiveness. The study also examines the influence of distributive and procedural justice on job satisfaction. The results of data analysis showed that there is a positive and significant relationship between organizational justice and professional skepticism with moderating role of organizational.
This paper examined the direct effects of the different dimensions of organizational justice, employees’satisfaction and gender on perceived organizational commitment in the context of UAE. An initial overview of justice development as a concept and its application to the workplace is followed by an analysis of the causes and effects of justice within the context of change. Brookner, J. (). The effects of work layoffs on survivors: Research theory and practice. In D. Eskaw (Ed.), The role of organizational justice in. Forms of Organizational Justice and Their Effects. The idea that justice is a multifaceted concept follows from the variety of questions just raised, everything from how much you get paid to how well you are treated by your boss. Organizational justice takes the four different forms identified here. nizations. To the extent that justice signals our value to an employer, the more we care about the organization the more distressed we become when we are treated unfairly. Brockner, Tyler, and Coo-per-Schneider () assessed the commitment of a group of employees before a layoff occurred. After the downsizing those people who were ini-.
In this research, organizational justice was detailed to show and to observe its relationship with its counterproductive work behavior. The research takes total of one hundred and ninety eight () workers working in Anambra State Civil Service Awka. It served as the respondents in this study. Cochran, () sampling technique was employed to get the sample size and the research. This study explored the effects of layoffs on survivors. We assessed subjects' work performance as a function of whether a co-worker had been laid off and the circumstances of that layoff. Consistent with equity theory, subjects worked harder when they believed that a co-worker's dismissal was based on a random process rather than on the relative merits of their and their co-worker's prior. Research supports the conclusion that organizational commitment is affected more by procedural justice than by distributive justice, and this is especially true in collectivistic societies. The present research examines the effects of distributive justice on organizational commitment levels of Korean employees under layoff situations. It focuses on the moderating effects of two layoff. Background Organizational downsizing has become highly common during the global recession of the late s with severe repercussions on employment. We examine whether the severity of the downsizing process is associated with a greater likelihood of depressive symptoms among displaced workers, internally redeployed workers and lay-off survivors.