Advertisement

Justice Climate and Workgroup Outcomes: The Role of Coworker Fair Behavior and Workgroup Structure

  • Maureen L. Ambrose
  • Darryl B. RiceEmail author
  • David M. Mayer
Original Paper

Abstract

Research on justice climate demonstrates a consistent effect on workgroup outcomes such as job satisfaction, commitment, and performance. However, little research considers how justice climate affects these outcomes and when the relationship is stronger or weaker. In an effort to extend the literature on justice climate, we draw on research on other types of organizational climate to suggest justice climate influences the fair behavior of coworkers. Specifically, we propose fair coworker behavior mediates the relationship between justice climate and outcomes. Further, we examine the influence of workgroup structure on this mediated relationship. We examine these relationships in two studies and find support for the mediating effect of fair coworker behavior and the proposed moderated mediation model. Implications of these results for justice and climate research are considered.

Keywords

Overall justice climate Coworker fair behavior Workgroup structure Workgroup cooperation Workgroup OCB Workgroup deviance Workgroup performance 

Notes

Compliance with Ethical Standards

Conflict of interest

All authors declare that no conflict of interest exists.

Ethical Approval

All procedures performed in studies involving human participants were in accordance with the ethical standards of the institutional and/or national research committee and with the 1964 Helsinki declaration and its later amendments or comparable ethical standards.

Informed Consent

Informed consent was obtained from all individual participants included in the study.

References

  1. Ambrose, M. L., & Schminke, M. (2001). Are flexible organizations the death knell for the future of procedural justice? In R. Cropanzano (Ed.), Justice in the workplace II: From theory to practice (pp. 229–244). Hillsdale, NJ: Erlbaum.Google Scholar
  2. Ambrose, M. L., & Schminke, M. (2003). Organization structure as a moderator of the relationship between procedural justice, interactional justice, POS and supervisory trust. Journal of Applied Psychology,88, 295–305.  https://doi.org/10.1037/0021-9010.88.2.295.CrossRefGoogle Scholar
  3. Ambrose, M. L., & Schminke, M. (2007). Examining justice climate: Issues of fit, simplicity, and content. In F. Dansereau & F. J. Yammarino (Eds.), Research in multilevel issues (Vol. 6, pp. 397–413). New York: Elsevier.Google Scholar
  4. Ambrose, M. L., & Schminke, M. (2009). The role of overall justice judgments in organizational justice: A test of mediation. Journal of Applied Psychology,94, 491–500.  https://doi.org/10.1037/a0013203.CrossRefGoogle Scholar
  5. Ambrose, M. L., Schminke, M., & Mayer, D. (2013). Trickle-down effects of supervisor perceptions of interactional justice: A moderated mediation approach. Journal of Applied Psychology,98, 678–689.  https://doi.org/10.1037/a0032080.CrossRefGoogle Scholar
  6. Ambrose, M. L., Wo, X. H., & Griffith, M. D. (2015). Overall justice: Looking back and looking forward. In R. S. Cropanzano & M. L. Ambrose (Eds.), The Oxford University Press handbook on justice in the workplace (pp. 109–135). Oxford: Oxford University Press.Google Scholar
  7. Antonakis, J., Bendahan, S., Jacquart, P., & Lalive, R. (2010). On making causal claims: A review and recommendations. The Leadership Quarterly,21(6), 1086–1120.CrossRefGoogle Scholar
  8. Bal, P., de Lange, A. H., Ybema, J. F., Jansen, P. W., & van der Velde, M. G. (2011). Age and trust as moderators in the relation between procedural justice and turnover: A large-scale longitudinal study. Applied Psychology: An International Review,60, 66–86.  https://doi.org/10.1111/j.1464-0597.2010.00427.x.CrossRefGoogle Scholar
  9. Bandura, A. (1969). Social-learning theory of identificatory processes. In D. Goslin (Ed.), Handbook of socialization theory and research (pp. 213–262). Chicago, IL: Rand McNally & Company.Google Scholar
  10. Bandura, A. (1977). Social learning theory. Englewood Cliffs, NJ: Prentice Hall.Google Scholar
  11. Bandura, A. (1986). Social foundations of thought & action. Englewood Cliffs, NJ: Prentice Hall.Google Scholar
  12. Becker, T. E. (2005). Potential problems in the statistical control of variables in organizational research: A qualitative analysis with recommendations. Organizational Research Methods,8(3), 274–289.  https://doi.org/10.1177/1094428105278021.CrossRefGoogle Scholar
  13. Begley, T. M., Lee, C., & Hui, C. (2006). Organizational level as a moderator of the relationship between justice perceptions and work-related reactions. Journal of Organizational Behavior,27, 705–721.  https://doi.org/10.1002/job.388.CrossRefGoogle Scholar
  14. Bennett, R. J., & Robinson, S. L. (2000). Development of a measure of workplace deviance. Journal of Applied Psychology,85, 349–360.  https://doi.org/10.1037//0021-9010.85.3.349.CrossRefGoogle Scholar
  15. Bies, R. J., & Tripp, T. M. (1995). The use and abuse of power: Justice as social control. In R. Cropanzano & K. M. Kacmar (Eds.), Organizational politics, justice, and support (pp. 131–145). Westport, CT: London Quorum.Google Scholar
  16. Birkinshaw, J., Nobel, R., & Ridderstråle, J. (2002). Knowledge as a contingency variable: Do the characteristics of knowledge predict organization structure? Organization Science,13(3), 274–289.CrossRefGoogle Scholar
  17. Blader, S. L., & Tyler, T. R. (2009). Testing and extending the group engagement model: Linkages between social identity, procedural justice, economic outcomes, and extrarole behavior. Journal of Applied Psychology,94, 445–464.  https://doi.org/10.1037/a0013935.CrossRefGoogle Scholar
  18. Bliese, P. D. (2000). Within-group agreement, non-independence, and reliability: Implications for data aggregation and analysis. In K. J. Klein & S. W. J. Kozlowski (Eds.), Multilevel theory, research and methods in organizations (pp. 349–381). San Francisco: Jossey-Bass.Google Scholar
  19. Branscombe, N. R., Spears, R., Ellemer, N., & Doosje, B. (2002). Intragroup and intergroup evaluation effects on group behavior. Personality and Social Psychology Bulletin,28, 744–753.  https://doi.org/10.1177/0146167202289004.CrossRefGoogle Scholar
  20. Brockner, J., De Cremer, D., van den Bos, K., & Chen, Y. (2005). The influence of interdependent selfconstrual on procedural fairness effects. Organizational Behavior and Human Decision Processes,96, 155–167.  https://doi.org/10.1016/j.obhdp.2004.11.001.CrossRefGoogle Scholar
  21. Brown, M. E., Treviño, L. K., & Harrison, D. A. (2005). Ethical leadership: A social learning perspective for construct development and testing. Organizational Behavior and Human Decision Processes,97(2), 117–134.CrossRefGoogle Scholar
  22. Burns, T., & Stalker, G. M. (1961). The management of innovation. London: Tavistock.Google Scholar
  23. Caldwell, S., Liu, Y., Fedor, D. B., & Herold, D. M. (2009). Why are perceptions of change in the “eye of the beholder”?: The role of age, sex, and tenure in procedural justice judgments. Journal of Applied Behavioral Science,45(3), 437–459.  https://doi.org/10.1177/0021886309336068.CrossRefGoogle Scholar
  24. Cameron, A. C., & Trivedi, P. K. (2005). Microeconometrics: Methods and applications. New York: Cambridge University Press.CrossRefGoogle Scholar
  25. Carter, M. Z., Mossholder, K. W., & Harris, J. N. (2018). Congruence effects of contingent reward leadership intended and experienced on team effectiveness: The mediating role of distributive justice climate. Journal of Occupational and Organizational Psychology,91(3), 465–485.  https://doi.org/10.1111/joop.12210.CrossRefGoogle Scholar
  26. Chatman, J. A., & Flynn, F. J. (2001). The influence of demographic heterogeneity on the emergence and consequences of cooperative norms in work teams. Academy of Management Journal,44, 956–970.  https://doi.org/10.2307/3069440.CrossRefGoogle Scholar
  27. Chen, X. P., He, W., & Weng, L. C. (2018). What is wrong with treating followers differently? The basis of leader–member exchange differentiation matters. Journal of Management,44(3), 946–971.  https://doi.org/10.1177/0149206315598372.CrossRefGoogle Scholar
  28. Chen, X., Lam, S. S. K., Naumann, S. E., & Schaubroeck, J. (2005). Group citizenship behaviour: Conceptualization and preliminary tests of its antecedents and consequences. Management and Organization Review,1, 273–300.  https://doi.org/10.1111/j.1740-8784.2005.00012.x.CrossRefGoogle Scholar
  29. Chiaburu, D. S., & Harrison, D. A. (2008). Do peers make the place? Conceptual synthesis and metaanalysis of coworker effects on perceptions, attitudes, OCBs, and performance. Journal of Applied Psychology,93, 1082–1103.  https://doi.org/10.1037/0021-9010.93.5.1082.CrossRefGoogle Scholar
  30. Chughtai, A., Byrne, M., & Flood, B. (2015). Linking ethical leadership to employee well-being: The role of trust in supervisor. Journal of Business Ethics,128(3), 653–663.CrossRefGoogle Scholar
  31. Clegg, S. R., & Hardy, C. (1996). Organizations, organization, and organizing. In S. R. Clegg, C. Hardy, & W. R. Nord (Eds.), Handbook of organization studies (pp. 1–28). Thousand Oaks, CA: Sage.Google Scholar
  32. Colquitt, J. A., Noe, R. A., & Jackson, C. L. (2002). Justice in teams: Antecedents and consequences of procedural justice climate. Personnel Psychology,55, 83–109.  https://doi.org/10.1111/j.1744-6570.2002.tb00104.x.CrossRefGoogle Scholar
  33. Colquitt, J. A., & Zapata-Phelan, C. P. (2007). Trends in theory building and theory testing: A five-decade study of the Academy of Management Journal. Academy of Management Journal,50, 1281–1303.  https://doi.org/10.5465/AMJ.2007.28165855.CrossRefGoogle Scholar
  34. Colquitt, J. A., Zapata-Phelan, C., & Roberson, Q. (2005). Justice in teams: A literature review and agenda for future research. In J. J. Martocchio (Ed.), Research in personnel and human resource management (Vol. 24, pp. 53–94). Oxford: Elsevier.CrossRefGoogle Scholar
  35. Covin, J. G., & Slevin, D. P. (1989). Strategic management of small firms in hostile and benign environments. Strategic Management Journal,10, 75–87.CrossRefGoogle Scholar
  36. Cropanzano, R., Li, A., & Benson, L. (2011). Peer justice and teamwork process. Group & Organization Management,36(5), 567–596.  https://doi.org/10.1177/1059601111414561.CrossRefGoogle Scholar
  37. Cropanzano, R., Prehar, C. A., & Chen, P. Y. (2002). Using social exchange theory to distinguish procedural from interactional justice. Group & Organization Management,27, 324–351.  https://doi.org/10.1177/1059601102027003002.CrossRefGoogle Scholar
  38. De Cremer, D. (2002). Respect and cooperation in social dilemmas: The importance of feeling included. Personality and Social Psychology Bulletin,28, 1335–1341.  https://doi.org/10.1177/014616702236830.CrossRefGoogle Scholar
  39. De Cremer, D., Brockner, J., Fishman, A., van Dijke, M., van Olffen, W., & Mayer, D. (2010). When do procedural fairness and outcome fairness interact to influence employees’ work attitudes and behaviors? The moderating effect of uncertainty. Journal of Applied Psychology,95, 291–304.  https://doi.org/10.1037/a0017866.CrossRefGoogle Scholar
  40. De Cremer, D., & Van Hiel, A. (2006). Effects of another person’s fair treatment on one’s own emotions and behaviors: The moderating role of how much the other cares for you. Organizational Behavior and Human Decision Processes,100, 231–249.  https://doi.org/10.1016/j.obhdp.2005.10.002.CrossRefGoogle Scholar
  41. DeGroot, T., & Brownlee, A. L. (2006). Effect of department structure on the organizational citizenship behavior–department effectiveness relationship. Journal of Business research,59(10–11), 1116–1123.CrossRefGoogle Scholar
  42. Delaney, J. T., & Huselid, M. A. (1996). The impact of human resource management practices on perceptions of organizational performance. Academy of Management Journal,39, 949–969.  https://doi.org/10.2307/256718.CrossRefGoogle Scholar
  43. Diefendorff, J. M., & Richard, E. M. (2003). Antecedents and consequences of emotional display rule perceptions. Journal of Applied Psychology,88, 284–294.  https://doi.org/10.1037/0021-9010.88.2.284.CrossRefGoogle Scholar
  44. Dimotakis, N., Davison, R. B., & Hollenbeck, J. R. (2012). Team structure and regulatory focus: The impact of regulatory fit on team dynamic. Journal of Applied Psychology,97(2), 421.CrossRefGoogle Scholar
  45. Donavan, M. A., Drasgow, F., & Mullen, L. J. (1993). The perceptions of fair interpersonal treatment scale: Development and validation of a measure of interpersonal treatment in the workplace. Journal of Applied Psychology,83, 683–692.  https://doi.org/10.1037/0021-9010.83.5.683.CrossRefGoogle Scholar
  46. Duffy, M. K., Ganster, D. C., & Pagon, M. (2002). Social undermining in the workplace. Academy of Management Journal,45, 331–351.  https://doi.org/10.2307/3069350.CrossRefGoogle Scholar
  47. Duffy, M. K., Ganster, D. C., Shaw, J. D., Johnson, J. L., & Pagon, M. (2006). The social context of undermining behavior at work. Organizational Behavior and Human Decision Processes,101, 105–126.  https://doi.org/10.1016/j.obhdp.2006.04.005.CrossRefGoogle Scholar
  48. Erdogan, B., Liden, R. C., & Kraimer, M. L. (2006). Justice and leader-member exchange: The moderating role of organizational culture. Academy of Management Journal,49, 395–406.  https://doi.org/10.5465/AMJ.2006.20786086.CrossRefGoogle Scholar
  49. Folger, R., Ganegoda, D. B., Rice, D. B., Taylor, R., & Wo, D. X. (2013). Bounded autonomy and behavioral ethics: Deonance and reactance as competing motives. Human Relations,66(7), 905–924.  https://doi.org/10.1177/0018726713482013.CrossRefGoogle Scholar
  50. George, J. M., & James, L. R. (1993). Personality, affect, and behavior in groups revisited: Comment on aggregation, level of analysis, and a recent application of within and between analysis. Journal of Applied Psychology,78, 798–804.  https://doi.org/10.1037/0021-9010.78.5.798.CrossRefGoogle Scholar
  51. Gladstein, D. L. (1984). Groups in context: A model of task group effectiveness. Administrative Science Quarterly,29, 499–517.  https://doi.org/10.2307/2392936.CrossRefGoogle Scholar
  52. Glick, W. H. (1985). Conceptualizing and measuring organizational and psychological climate: Pitfalls in multilevel research. Academy of Management Review,10, 601–616.  https://doi.org/10.5465/AMR.1985.4279045.CrossRefGoogle Scholar
  53. Gracia, E., Cifre, E., & Grau, R. (2010). Service quality: The key role of service climate and service behavior of boundary employee units. Group & Organization Management,35(3), 276–298.CrossRefGoogle Scholar
  54. Greenberg, J., & Bies, R. J. (1992). Establishing the role of empirical studies of organizational justice in philosophical inquiries into business ethics. Journal of Business Ethics,11(5–6), 433–444.CrossRefGoogle Scholar
  55. Greene, W. H. (2008). The econometric approach to efficiency analysis. The Measurement of Productive Efficiency and Productivity Growth,1(1), 92–250.CrossRefGoogle Scholar
  56. Griffin, M. A., & Neal, A. (2000). Perceptions of safety at work: A framework for linking safety climate to safety performance, knowledge, and motivation. Journal of Occupational Health Psychology,5(3), 347.CrossRefGoogle Scholar
  57. Hakonen, M., & Lipponen, J. (2008). Procedural justice and identification with virtual teams: The moderating role of face-to-face meetings and geographical dispersion. Social Justice Research,21, 164–178.  https://doi.org/10.1007/s11211-008-0070-3.CrossRefGoogle Scholar
  58. Halbesleben, J. B., & Bowler, W. (2007). Emotional exhaustion and job performance: The mediating role of motivation. Journal of Applied Psychology,92, 93–106.  https://doi.org/10.1037/0021-9010.92.1.93.CrossRefGoogle Scholar
  59. Hayes, A. F. (2013). Introduction to mediation, moderation, and conditional process analysis. New York: The Guilford Press.Google Scholar
  60. Hoegl, M., & Gemuenden, H. G. (2001). Teamwork quality and the success of innovative projects: A theoretical concept and empirical evidence. Organization Science,12, 435–449.  https://doi.org/10.1287/orsc.12.4.435.10635.CrossRefGoogle Scholar
  61. Holtz, B. C., & Harold, C. M. (2009). Fair today, fair tomorrow? A longitudinal investigation of overall justice perceptions. Journal of Applied Psychology,94, 1185–1199.  https://doi.org/10.1037/a0015900.CrossRefGoogle Scholar
  62. Hoyle, R. H., & Panter, A. T. (1995). Writing about structural equation models. In R. H. Hoyle (Ed.), Structural equation modeling: Concepts, issues, and applications (pp. 158–176). Thousand Oaks, CA: Sage.Google Scholar
  63. Hu, L., & Bentler, P. M. (1999). Cutoff criteria for fit indexes in covariance structure analysis: Conventional criteria versus new alternatives. Structural Equation Modeling,6, 1–55.  https://doi.org/10.1080/10705519909540118.CrossRefGoogle Scholar
  64. Isaksen, S. G. (2007). The climate for transformation: Lessons for leaders. Creativity and Innovation Management,16, 3–15.  https://doi.org/10.1111/j.1467-8691.2007.00415.x.CrossRefGoogle Scholar
  65. James, L. R. (1982). Aggregation bias in estimates of perceptual agreement. Journal of Applied Psychology,67, 219–229.  https://doi.org/10.1037/0021-9010.67.2.219.CrossRefGoogle Scholar
  66. Johns, G. (2006). The essential impact of context on organizational behavior. Academy of Management Review,31, 386–408.  https://doi.org/10.5465/AMR.2006.20208687.CrossRefGoogle Scholar
  67. Jones, D. A., & Martens, M. L. (2009). The mediating role of overall fairness and the moderating role of trust certainty in justice–criteria relationships: The formation and use of fairness heuristics in the workplace. Journal of Organizational Behavior,30, 1025–1051.  https://doi.org/10.1002/job.577.CrossRefGoogle Scholar
  68. Jung, D., Chow, C., & Wu, A. (2003). The role of transformational leadership in enhancing organizational innovation: Hypotheses and some preliminary findings. The Leadership Quarterly,14, 525–544.  https://doi.org/10.1016/S1048-9843(03)00050-X.CrossRefGoogle Scholar
  69. Katz-Navon, T., Naveh, E., & Stern, Z. (2005). Safety climate in health care organizations: A multidimensional approach. Academy of Management Journal,48, 1075–1089.  https://doi.org/10.5465/AMJ.2005.19573110.CrossRefGoogle Scholar
  70. Kennedy, P. (2003). A guide to econometrics. Cambridge: MIT Press.Google Scholar
  71. Kenny, D. A. (2008). Reflections on mediation. Organizational Research Methods,11, 353–358.  https://doi.org/10.1177/1094428107308978.CrossRefGoogle Scholar
  72. Khandwalla, P. N. (1976/1977). Some top management styles, their context and performance. Organization and Administrative Sciences, 7, 21–51.Google Scholar
  73. Kim, T., & Leung, K. (2007). Forming and reacting to overall fairness: A cross-cultural comparison. Organizational Behavior and Human Decision Processes,104, 83–95.  https://doi.org/10.1016/j.obhdp.2007.01.004.CrossRefGoogle Scholar
  74. Konovsky, M. A., & Pugh, S. D. (1994). Citizenship behavior and social exchange. Academy of Management Journal,37, 656–669.  https://doi.org/10.2307/256704.CrossRefGoogle Scholar
  75. Kuenzi, M., & Schminke, M. (2009). Assembling fragments into a lens: A review, critique, and proposed research agenda for the organizational work climate literature. Journal of Management,35, 634–717.  https://doi.org/10.1177/0149206308330559.CrossRefGoogle Scholar
  76. Kulik, C. T., Lind, E. A., Ambrose, M. L., & MacCoun, R. (1996). Understanding gender differences in distributive and procedural justice. Social Justice Research,9, 351–369.  https://doi.org/10.1007/BF02196990.CrossRefGoogle Scholar
  77. Labedo, O. J., Awotunde, J. M., & AbdulSalaam-Saghir, P. (2008). Coworkers’ and supervisor interactional justice: Correlates of extension personnel’s job satisfaction, distress, and aggressive behavior. Journal of Behavioral and Applied Management,9, 206–225.Google Scholar
  78. Latham, G. P., & Saari, L. M. (1979). Application of social-learning theory to training supervisors through behavioral modeling. Journal of Applied Psychology,64, 239–246.  https://doi.org/10.1037/0021-9010.64.3.239.CrossRefGoogle Scholar
  79. Lavelle, J. J., Brockner, J., Konovsky, M., Price, K. H., Henley, A. B., Taneja, A., et al. (2009). Commitment and procedural fairness, and organizational citizenship behavior: A multifoci analysis. Journal of Organizational Behavior,30, 337–357.  https://doi.org/10.1002/job.518.CrossRefGoogle Scholar
  80. Lavelle, J. J., Rupp, D. E., & Brockner, J. (2007). Taking a multifoci approach to the study of justice, social exchange, and citizenship behavior: The target similarity model. Journal of Management,33, 841–866.  https://doi.org/10.1177/0149206307307635.CrossRefGoogle Scholar
  81. Lawrence, P. R., & Lorsch, J. W. (1967). Organization and environment. Homewood, IL: Irwin.Google Scholar
  82. Letwin, C., Wo, D., Folger, R., Rice, D., Taylor, R., Richard, B., et al. (2016). The “right” and the “good” in ethical leadership: Implications for supervisors’ performance and promotability evaluations. Journal of Business Ethics,137(4), 743–755.  https://doi.org/10.1007/s10551-015-2747-5.CrossRefGoogle Scholar
  83. Li, A., & Cropanzano, R. (2009). Fairness at the group level: Justice climate and intraunit justice climate. Journal of Management,35, 564–599.  https://doi.org/10.1177/0149206308330557.CrossRefGoogle Scholar
  84. Li, J., & Hambrick, D. C. (2005). Factional groups: A new vantage on demographic faultlines, conflict, and disintegration in work teams. Academy of Management Journal,48(5), 794–813.  https://doi.org/10.5465/AMJ.2005.18803923.CrossRefGoogle Scholar
  85. Liao, H., & Rupp, D. E. (2005). The impact of justice climate and justice orientation on work outcomes: A cross level multifoci framework. Journal of Applied Psychology,90, 242–257.  https://doi.org/10.1037/0021-9010.90.2.242.CrossRefGoogle Scholar
  86. Lind, E. A., Kray, L. J., & Thompson, L. (1998). The social construction of injustice: Fairness judgments in response to own and others’ unfair treatment by authorities. Organizational Behavior and Human Decision Processes,75, 1–22.  https://doi.org/10.1006/obhd.1998.2785.CrossRefGoogle Scholar
  87. Lu, L. C., Chang, H. H., & Chang, A. (2015). Consumer personality and green buying intention: The mediate role of consumer ethical beliefs. Journal of Business Ethics,127(1), 205–219.CrossRefGoogle Scholar
  88. Lu, C. S., & Lin, C. C. (2014). The effects of ethical leadership and ethical climate on employee ethical behavior in the international port context. Journal of Business Ethics,124(2), 209–223.CrossRefGoogle Scholar
  89. MacKinnon, D. P., Coxe, S., & Baraldi, A. N. (2012). Guidelines for the investigation of mediating variables in business research. Journal of Business and Psychology,27(1), 1–14.CrossRefGoogle Scholar
  90. Magni, M., Ahuja, M. K., & Maruping, L. M. (2018). Distant but fair: Intra-team justice climate and performance in dispersed teams. Journal of Management Information Systems,35(4), 1031–1059.  https://doi.org/10.1080/07421222.2018.1522909.CrossRefGoogle Scholar
  91. Masterson, S. S. (2001). A trickle-down model of organizational justice: relating employees' and customers' perceptions of and reactions to fairness. Journal of Applied Psychology, 86(4), 594–604.CrossRefGoogle Scholar
  92. Masterson, S. S., Lewis, K., Goldman, B. M., & Taylor, M. S. (2000). Integrating justice and social exchange: The differing effects of fair procedures and treatment of work relationships. Academy of Management Journal,43, 738–748.  https://doi.org/10.2307/1556364.CrossRefGoogle Scholar
  93. Mawritz, M. B., Dust, S. B., & Resick, C. J. (2014a). Hostile climate, abusive supervision, and employee coping: Does conscientiousness matter? Journal of Applied Psychology,99(4), 737.CrossRefGoogle Scholar
  94. Mawritz, M. B., Folger, R., & Latham, G. P. (2014b). Supervisors’ exceedingly difficult goals and abusive supervision: The mediating effects of hindrance stress, anger, and anxiety. Journal of Organizational Behavior,35(3), 358–372.CrossRefGoogle Scholar
  95. Mawritz, M. B., Mayer, D. M., Hoobler, J. M., Wayne, S. J., & Marinova, S. J. (2012). A trickle-down model of abusive supervision. Personnel Psychology,65, 325–357.  https://doi.org/10.1111/j.1744-6570.2012.01246.x.CrossRefGoogle Scholar
  96. Mayer, D. M., Aquino, K., Greenbaum, R. L., & Kuenzi, M. (2012). Who displays ethical leadership and why does it matter? An examination of antecedents and consequences of ethical leadership. Academy of Management Journal,55, 151–171.  https://doi.org/10.5465/amj.2008.0276.CrossRefGoogle Scholar
  97. Mayer, D. M., & Kuenzi, M. (2010). Exploring the “black box” of justice climate: What mechanisms link justice climate and outcomes? In E. Mullen, E. Mannix, & M. Neale (Eds.), Research on managing groups and teams: Fairness (Vol. 13, pp. 331–346). London: Elsevier Science Press.CrossRefGoogle Scholar
  98. Mayer, D. M., Kuenzi, M., & Greenbaum, R. L. (2010). Examining the link between ethical leadership and employee misconduct: The mediating role of ethical climate. Journal of Business Ethics,95(1), 7–16.CrossRefGoogle Scholar
  99. Mayer, D., Nishii, L., Schneider, B., & Goldstein, H. (2007). The precursors and products of justice climates: Group leader antecedents and employee attitudinal consequences. Personnel Psychology,60, 929–963.  https://doi.org/10.1111/j.1744-6570.2007.00096.x.CrossRefGoogle Scholar
  100. Mechinda, P., & Patterson, P. G. (2011). The impact of service climate and service provider personality on employees’ customer-oriented behavior in a high-contact setting. Journal of Services Marketing,25(2), 101–113.CrossRefGoogle Scholar
  101. Moliner, C., Martínez-Tur, V., Peiró, J. M., Ramos, J., & Cropanzano, R. (2005). Relationships between organizational justice and burnout at the work-unit level. International Journal of Stress Management,12, 99–116.  https://doi.org/10.1037/1072-5245.12.2.99.CrossRefGoogle Scholar
  102. Moorman, R. H., Blakely, G. L., & Niehoff, B. P. (1998). Does perceived organizational support mediate the relationship between procedural justice and organizational citizenship behavior? Academy of Management Journal,41, 351–357.  https://doi.org/10.2307/256913.CrossRefGoogle Scholar
  103. Mossholder, K. W., Bennett, N., & Martin, C. L. (1998). A multilevel analysis of procedural justice context. Journal of Organizational Behavior,19, 131–141.  https://doi.org/10.1002/(SICI)1099-1379.CrossRefGoogle Scholar
  104. Naumann, S. E., & Bennett, N. (2000). A case for procedural justice climate: Development and test of a multilevel model. Academy of Management Journal,43, 881–890.  https://doi.org/10.2307/1556416.CrossRefGoogle Scholar
  105. Naumann, S. E., & Bennett, N. (2002). The effects of procedural justice climate on work group performance. Small Group Research,33, 361–377.  https://doi.org/10.1177/10496402033003004.CrossRefGoogle Scholar
  106. Naveh, E., Katz-Navon, T., & Stern, Z. (2005). Treatment errors in healthcare: A safety climate approach. Management Science,51, 948–960.CrossRefGoogle Scholar
  107. Neal, A., & Griffin, M. A. (2006). A study of the lagged relationships among safety climate, safety motivation, safety behavior, and accidents at the individual and group levels. Journal of Applied Psychology,91(4), 946.CrossRefGoogle Scholar
  108. Offermann, L. R., & Malamut, A. B. (2002). When leaders harass: The impact of target perceptions of organizational leadership and climate on harassment reporting and outcomes. Journal of Applied Psychology,87, 885–893.  https://doi.org/10.1287/mnsc.1050.0372.CrossRefGoogle Scholar
  109. Piccolo, R. F., Greenbaum, R., Den Hartog, D. N., & Folger, R. (2010). The relationship between ethical leadership and core job characteristics. Journal of Organizational Behavior,31, 259–278.  https://doi.org/10.1002/job.627.CrossRefGoogle Scholar
  110. Podsakoff, P. M., MacKenzie, S. B., Lee, J. Y., & Podsakoff, N. P. (2003). Common method biases in behavioral research: A critical review of the literature and recommended remedies. Journal of Applied Psychology,88(5), 879.CrossRefGoogle Scholar
  111. Priesemuth, M., Arnaud, A., & Schminke, M. (2013). Bad behavior in groups: The impact of overall justice climate and functional dependence on counterproductive work behavior in work units. Group & Organization Management,38(2), 230–257.CrossRefGoogle Scholar
  112. Reichers, A. E., & Schneider, B. (1990). Climate and culture: An evolution of constructs. In B. Schneider (Ed.), Organizational climate and culture (pp. 5–39). San Francisco: Jossey-Bass.Google Scholar
  113. Richardson, H., & Vandenberg, R. (2005). Integrating managerial perceptions and transformational leadership into a work-unit level model of employee involvement. Journal of Organizational Behavior,26, 561–589.  https://doi.org/10.1002/job.329.CrossRefGoogle Scholar
  114. Roberson, Q. M. (2006). Justice in teams: The activation and role of sensemaking in the emergence of justice climates. Organizational Behavior and Human Decision Processes,100, 177–192.  https://doi.org/10.1016/j.obhdp.2006.02.006.CrossRefGoogle Scholar
  115. Roberson, Q. M., & Colquitt, J. A. (2005). Shared and configural justice: A social network model of justice in teams. Academy of Management Review,30, 595–607.  https://doi.org/10.5465/AMR.2005.17293715.CrossRefGoogle Scholar
  116. Roberson, Q. M., & Williamson, I. O. (2010). The fairness of difference: How team composition affects the emergence of justice climates. In M. A. Neale, E. A. Mannix, & E. Mullen (Eds.), Research on managing groups and teams: Fairness and groups (pp. 274–298). London: Emerald Group Publishing.Google Scholar
  117. Robinson, S. L., & O’Leary-Kelly, A. M. (1998). Monkey see, monkey do: The influence of work groups on the antisocial behavior of employees. Academy of Management Journal,41, 658–672.  https://doi.org/10.2307/256963.CrossRefGoogle Scholar
  118. Rubino, C., Avery, D. R., McKay, P. F., Moore, B. L., Wilson, D. C., Van Driel, M. S., … & McDonald, D. P. (2018). And justice for all: How organizational justice climate deters sexual harassment. Personnel Psychology.  https://doi.org/10.1111/peps.12274.CrossRefGoogle Scholar
  119. Rupp, D. E., Bashshur, M. R., & Liao, H. (2007). Justice climate past, present, and future: Models of structure and emergence. In F. Dansereau & F. Yammarino (Eds.), Research in multilevel issues (Vol. 6, pp. 357–396). Oxford: Elsevier.Google Scholar
  120. Rupp, D. E., & Paddock, E. L. (2010). From justice events to justice climate: A multi-level temporal model of information aggregation and judgment. In E. A. Mannix, M. A. Neale, & E. Mullen (Eds.), Fairness in groups: Research on managing groups and teams (Vol. 13, pp. 245–273). Bingley: Emerald Group Publishing.CrossRefGoogle Scholar
  121. Salancik, G., & Pfeffer, J. (1978). A social information processing approach to job attitudes and task design. Administrative Science Quarterly,23, 224–253.CrossRefGoogle Scholar
  122. Schminke, M., Ambrose, M. L., & Cropanzano, R. (2000). The effect of organizational structure on perceptions of fairness. Journal of Applied Psychology,85, 294–304.CrossRefGoogle Scholar
  123. Schminke, M., Arnaud, A., & Taylor, R. (2015a). Ethics, values, and organizational justice: Individuals, organizations, and beyond. Journal of Business Ethics,130(3), 727–736.  https://doi.org/10.1007/s10551-014-2251-3.CrossRefGoogle Scholar
  124. Schminke, M., Cropanzano, R., & Rupp, D. E. (2002). Organization structure and fairness perceptions: The moderating effects of organizational level. Organizational Behavior and Human Decision Processes,89, 881–905.  https://doi.org/10.1016/S0749-5978(02)00034-1.CrossRefGoogle Scholar
  125. Schminke, M., Johnson, M., & Rice, D. (2015b). Justice and organizational structure: A review. In R. S. Cropanzano & M. L. Ambrose (Eds.), The Oxford University Press handbook on justice in the workplace (pp. 541–560). Oxford: Oxford University Press.Google Scholar
  126. Schneider, B., Ehrhart, M., Mayer, D., Saltz, J., & Niles-Jolly, K. (2005). Understanding organization customer links in service settings. Academy of Management Journal,48, 1017–1032.  https://doi.org/10.5465/AMJ.2005.19573107.CrossRefGoogle Scholar
  127. Schneider, B., González-Romá, V., Ostroff, C., & West, M. A. (2017). Organizational climate and culture: Reflections on the history of the constructs in the Journal of Applied Psychology. Journal of Applied Psychology,102(3), 468–482.  https://doi.org/10.1037/APL0000090.CrossRefGoogle Scholar
  128. Schneider, B., & Reichers, A. (1983). On the etiology of climates. Personnel Psychology,36, 19–39.  https://doi.org/10.1111/j.1744-6570.1983.tb00500.x.CrossRefGoogle Scholar
  129. Schneider, B., Salvaggio, A. N., & Subirats, M. (2002). Climate strength: A new direction for climate research. Journal of Applied Psychology,87, 220–229.  https://doi.org/10.1037/0021-9010.87.2.220.CrossRefGoogle Scholar
  130. Schneider, B., White, S., & Paul, M. (1998). Linking service climate and customer perceptions of service quality: Test of a causal model. Journal of Applied Psychology,83, 150–163.  https://doi.org/10.1037/0021-9010.83.2.150.CrossRefGoogle Scholar
  131. Settoon, R. P., Bennett, N., & Liden, R. C. (1996). Social exchange in organizations: The differential effects of perceived organizational support and leader-member exchange. Journal of Applied Psychology,81, 219–227.  https://doi.org/10.1037/0021-9010.81.3.219.CrossRefGoogle Scholar
  132. Shalley, C. E., & Gilson, L. L. (2004). What leaders need to know: A review of social and contextual factors that can foster or hinder creativity. Leadership Quarterly,15, 33–53.  https://doi.org/10.1016/j.leaqua.2003.12.004.CrossRefGoogle Scholar
  133. Shamir, B., & Howell, J. M. (1999). Organizational and contextual influences on the emergence and effectiveness of charismatic leadership. The Leadership Quarterly,10(2), 257–283.CrossRefGoogle Scholar
  134. Shanker, R., Bhanugopan, R., Van der Heijden, B. I., & Farrell, M. (2017). Organizational climate for innovation and organizational performance: The mediating effect of innovative work behavior. Journal of Vocational Behavior,100, 67–77.CrossRefGoogle Scholar
  135. Shaver, J. M. (2005). Testing for mediating variables in management research: Concerns, implications, and alternative strategies. Journal of Management,31(3), 330–353.CrossRefGoogle Scholar
  136. Simons, T., & Roberson, Q. (2003). Why managers should care about fairness: The effects of aggregate justice perceptions on organizational outcomes. Journal of Applied Psychology,88, 432–443.  https://doi.org/10.1037/0021-9010.88.3.432.CrossRefGoogle Scholar
  137. Skarlicki, D., O’Reilly, J., & Kulik, C. (2015). The third party perspective of justice. In R. S. Cropanzano & M. L. Ambrose (Eds.), The Oxford University Press handbook on justice in the workplace. Oxford: Oxford University Press.Google Scholar
  138. Smith, C., Organ, D. W., & Near, J. P. (1983). Organizational citizenship behavior: Its nature and antecedents. Journal of Applied Psychology,68(4), 653–663.  https://doi.org/10.1037/0021-9010.68.4.653.CrossRefGoogle Scholar
  139. Sora, B., Caballer, A., Peiro, J. M., Silla, I., & Gracia, F. J. (2010). Moderating influence of organizational justice on the relationship between job insecurity and its outcomes: A multilevel analysis. Economic and Industrial Democracy,31, 613–637.  https://doi.org/10.1177/0143831X10365924.CrossRefGoogle Scholar
  140. Sparrowe, R. T., Soetjipto, B. W., & Kraimer, M. L. (2006). Do leaders’ influence tactics relate to members’ helping behavior? It depends on the quality of the relationship. Academy of Management Journal,49, 1194–1208.  https://doi.org/10.5465/AMJ.2006.23478645.CrossRefGoogle Scholar
  141. Spencer, S., & Rupp, D. E. (2009). Angry, guilty, and conflicted: Injustice toward coworkers heightens emotional labor through cognitive and emotional mechanisms. Journal of Applied Psychology,94, 429–444.  https://doi.org/10.1037/a0013804.CrossRefGoogle Scholar
  142. Stinglhamber, F., & De Cremer, D. (2008). Co-worker justice judgments, own justice judgments and employee commitment: A multi-foci approach. Psychologica Belgica,48, 197–218.  https://doi.org/10.5334/pb-48-2-3-197.CrossRefGoogle Scholar
  143. Stoverink, A. C., Umphress, E. E., Gardner, R. G., & Miner, K. N. (2014). Misery loves company: Team dissonance and the influence of supervisor-focused interpersonal justice climate on team cohesiveness. Journal of Applied Psychology,99(6), 1059–1073.  https://doi.org/10.1037/a0037915.CrossRefGoogle Scholar
  144. Thornton, M. A., & Rupp, D. E. (2016). The joint effects of justice climate, group moral identity, and corporate social responsibility on the prosocial and deviant behaviors of groups. Journal of Business Ethics,137(4), 677–697.  https://doi.org/10.1007/s10551-015-2748-4.CrossRefGoogle Scholar
  145. Tracey, J. B., & Tews, M. (2005). Construct validity of a general training climate scale. Organizational Research Methods,8, 353–374.  https://doi.org/10.1177/1094428105280055.CrossRefGoogle Scholar
  146. Tyler, T. R., & Blader, S. L. (2003). The group engagement model: Procedural justice, social identity, and cooperative behavior. Personality and Social Psychology Review,7, 349–361.  https://doi.org/10.1207/S15327957PSPR0704_07.CrossRefGoogle Scholar
  147. Tyler, T. R., & Lind, E. A. (1992). A relational model of authority in groups. In M. Zanna (Ed.), Advances in experimental social psychology (Vol. 25, pp. 115–191). New York: Academic Press.Google Scholar
  148. van Gils, S., Hogg, M. A., Van Quaquebeke, N., & van Knippenberg, D. (2017). When organizational identification elicits moral decision-making: A matter of the right climate. Journal of Business Ethics,142(1), 155–168.  https://doi.org/10.1007/s10551-015-2784-0.CrossRefGoogle Scholar
  149. Wallace, J. C., Edwards, B. D., Paul, J., Burke, M., Christian, M., & Eissa, G. (2016). Change the referent? A meta-analytic investigation of direct and referent-shift consensus models for organizational climate. Journal of Management,42(4), 838–861.  https://doi.org/10.1177/0149206313484520.CrossRefGoogle Scholar
  150. Walumbwa, F. O., Hartnell, C. A., & Misati, E. (2017). Does ethical leadership enhance group learning behavior? Examining the mediating influence of group ethical conduct, justice climate, and peer justice. Journal of Business Research,72, 14–23.CrossRefGoogle Scholar
  151. Walumbwa, F. O., Hartnell, C. A., & Oke, A. (2010). Servant leadership, procedural justice climate, service climate, employee attitudes, and organizational citizenship behavior: a cross-level investigation. Journal of Applied Psychology,95(3), 517.CrossRefGoogle Scholar
  152. Weaver, G. R., & Trevino, L. K. (2001). The role of human resources in ethics/compliance management: A fairness perspective. Human Resource Management Review,11(1–2), 113–134.CrossRefGoogle Scholar
  153. Weber, M. (1947). The theory of economic and social organization (A. M. Henderson and T. Parsons, Trans.). New York: Oxford University Press.Google Scholar
  154. Whitman, D. S., Caleo, S., Carpenter, N. C., Horner, M. T., & Bernerth, J. B. (2012). Fairness at the collective level: A meta-analytic examination of the consequences and boundary conditions of organizational justice climate. Journal of Applied Psychology,97, 776–791.  https://doi.org/10.1037/a0028021.CrossRefGoogle Scholar
  155. Williams, L. J., Cote, J. A., & Buckley, M. R. (1989). Lack of method variance in self-reported affect and perceptions at work: Reality or artifact? Journal of Applied Psychology,74(3), 462.CrossRefGoogle Scholar
  156. Wimbush, J. C., Shepard, J. M., & Markham, S. E. (1997). An empirical examination of the relationship between ethical climate and ethical behavior from multiple levels of analysis. Journal of Business Ethics,16(16), 1705–1716.CrossRefGoogle Scholar
  157. Xu, A. J., Loi, R., & Ngo, H. Y. (2016). Ethical leadership behavior and employee justice perceptions: The mediating role of trust in organization. Journal of Business Ethics,134(3), 493–504.CrossRefGoogle Scholar
  158. Yam, K. C., Fehr, R., Keng-Highberger, F. T., Klotz, A. C., & Reynolds, S. J. (2016). Out of control: A self-control perspective on the link between surface acting and abusive supervision. Journal of Applied Psychology,101(2), 292.CrossRefGoogle Scholar
  159. Zohar, D. (1980). Safety climate in industrial organizations: Theoretical and applied implications. Journal of Applied Psychology,65, 96–102.  https://doi.org/10.1037/0021-9010.65.1.96.CrossRefGoogle Scholar
  160. Zohar, D. (2002). Modifying supervisory practices to improve subunit safety: A leadership-based intervention model. Journal of Applied Psychology,87, 156–163.  https://doi.org/10.1037/0021-9010.87.1.156.CrossRefGoogle Scholar
  161. Zohar, D., & Luria, G. (2004). Climate as a social—cognitive construction of supervisory safety practices: Scripts as proxy of behavior patterns. Journal of Applied Psychology,89, 322–333.  https://doi.org/10.1037/0021-9010.89.2.322.CrossRefGoogle Scholar
  162. Zohar, D., & Luria, G. (2005). A multilevel model of safety climate: Cross-level relationships between organization and group-level outcomes. Journal of Applied Psychology,90, 616–628.  https://doi.org/10.1037/0021-9010.90.4.616.CrossRefGoogle Scholar
  163. Zohar, D., & Tenne-Gazit, O. (2008). Transformational leadership and group interaction as climate antecedents: A social network analysis. Journal of Applied Psychology,93, 744–757.  https://doi.org/10.1037/0021-9010.93.4.744.CrossRefGoogle Scholar

Copyright information

© Springer Nature B.V. 2019

Authors and Affiliations

  • Maureen L. Ambrose
    • 1
  • Darryl B. Rice
    • 2
    Email author
  • David M. Mayer
    • 3
  1. 1.University of Central FloridaOrlandoUSA
  2. 2.Miami UniversityOxfordUSA
  3. 3.University of MichiganAnn ArborUSA

Personalised recommendations