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A Person-Centered Approach to Understanding Endorsement of Restorative Justice in Response to Workplace Mistreatment

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Abstract

There is growing body of research investigating endorsement of restorative justice as a response to interpersonal transgressions, but a limited understanding of how endorsement varies across different individuals—for whom is restorative justice seen as an appropriate response? The current research seeks to address this limitation by identifying natural heterogeneity in endorsement of restorative justice. We employ a policy-capturing within-subject design to examine restorative justice endorsement following workplace mistreatment by a supervisor at different levels of severity. Latent growth curve analyses indicated support for restorative justice increased with more unfair treatment, but following a concave, curvilinear slope. Latent class analysis suggested heterogeneity in endorsement patterns. Class 1 (66%) comprised individuals with a low initial level of restorative endorsement and a curvilinear growth trajectory as offense severity increased, while Class 2 (33%) comprised individuals with a medium initial level and a linear growth trajectory. We also examined victim-focused justice sensitivity as a predictor of class membership; but in line with past research, we did not find a significant relationship between victim sensitivity and restorative justice endorsement. These findings identify previously unrecognized heterogeneity in patterns of restorative justice endorsement, pointing to differences in the lay understanding of the when and where restorative processes should be applied. More broadly, this research illustrates how we can utilize person-centered approaches to shed new light on established justice research and theory.

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Notes

  1. Inclusion of omitted respondents did not substantially alter the pattern of results. The fit indices were a slightly worse for the overall model and the LGC respectively, but the solutions did not differ.

  2. Exclusion of control variables did not substantially alter the pattern of results.

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Authors and Affiliations

  1. The University of Queensland, Brisbane, Australia

    Tyler G. Okimoto & Niamh Dawson

  2. Kiel University, Kiel, Germany

    Udo Konradt & Sabrina Krys

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  1. Tyler G. Okimoto
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  2. Udo Konradt
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  3. Sabrina Krys
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  4. Niamh Dawson
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Correspondence to Tyler G. Okimoto.

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This research involved human participants, and the research protocol was reviewed and approved by the ethics committee at Kiel University.

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We owe gratitude to Marina Balko for her collaboration with test material and data collection.

Appendix

Appendix

Scenarios used in the experimental policy-capturing design study (levels of manipulations shown in italics).

Neutral

Low unfair

Moderate unfair

Severe unfair

Very severe unfair

Your boss presents a new project in your monthly meeting, which interests you very much. He is looking for employees who want to dedicate themselves to this project and asks who wants to participate in the project and for what reasons. Since you would very much like to participate in the project, explain to your boss that you have already dealt with the topic in your own interest and that your time resources would also allow you to participate in the period. The pros and cons are weighed up together and all parties involved are allowed to express their opinions. After some discussion and consideration, a team is found with which your boss agrees. You and three others will take over the project

Your boss presents a new project in your monthly meeting, which interests you very much. He is looking for employees who want to dedicate themselves to this project and asks who wants to participate in the project and for what reasons. Since you would very much like to participate in the project, explain to your boss that you have already dealt with the topic in your own interest and that your time resources would also allow you to participate in the period. Your boss listens to all the arguments and decides who should participate in the project. In addition to two other colleagues and you, your boss's darling is once again on board, despite your lack of technical knowledge and skills

Your boss presents a new project in your monthly meeting, which interests you very much. He already has his two favorites whose professional knowledge and skills you are not convinced of for the project and is now looking for two more people to join the project. Since you would very much like to participate in the project, explain to your boss that you have already dealt with the topic in your own interest and that your time resources would also allow you to participate in the period. Your boss listens to all the arguments and decides who should participate in the project. Besides another colleague, you will also take part in the project

Your boss presents a new project in your monthly meeting, which interests you very much. He will tell you who will take over the project. As always, there are his favorites as well as an external expert of whom they have never heard anything. Since you would very much like to participate in the project, explain to your boss that you have already dealt with the topic in your own interest and that your time resources would also allow you to participate in the period. Your boss decides that you can participate in the project if it is so important to you. You may be disappointed by the lack of respect, but you do not want to miss your chance and agree to participate

Your boss presents a new project in your monthly meeting, which interests you very much. He will tell you who will take over the project. As always, there are his favorites as well as an external expert of whom they have never heard anything. Since you would very much like to participate in the project, explain to your boss that you have already dealt with the topic in your own interest and that your time resources would also allow you to participate in the period. Your boss rejects you immediately. A little later he will ask you if you want to participate in the project because the external specialist has left. Despite your disappointment, you agree

Since you would very much like to participate in the project, explain to your boss that you have already dealt with the topic in your own interest and that your time resources would also allow you to participate in the period. Your boss is satisfied with the current status of the project and has great confidence in your work and that of your colleagues. Before we finish work you will be informed of your boss's decision, who will make further financial resources available to you after consultation with the company management. You can continue working on your project without delay

Since you would very much like to participate in the project, explain to your boss that you have already dealt with the topic in your own interest and that your time resources would also allow you to participate in the period. He doesn't seem to be particularly interested in your problem, but promises to take care of it immediately. Next day you will be informed of your boss's decision, who will make further financial resources available to you after consultation with the company management. Despite the small delay you can continue working on your project

Since you would very much like to participate in the project, explain to your boss that you have already dealt with the topic in your own interest and that your time resources would also allow you to participate in the period. He doesn't seem to be particularly interested in your problem, but promises to take care of it immediately. After three days you will be informed of your boss's decision, who will make further financial resources available to you after consultation with the company management. They're behind schedule and working overtime

Since you would very much like to participate in the project, explain to your boss that you have already dealt with the topic in your own interest and that your time resources would also allow you to participate in the period. He barely listens to you and taps around on his Smartphone. He promises to take care of the problem immediately. After three days you will be informed of your boss's decision, who will make further financial resources available to you after consultation with the company management. They're strongly lag behind schedule and working overtime

Since you would very much like to participate in the project, explain to your boss that you have already dealt with the topic in your own interest and that your time resources would also allow you to participate in the period. He barely listens to you and taps around on his Smartphone. After three days you are still waiting for a decision, there is no reaction to mails. After three more days you will be informed of your boss's decision, who will make further financial resources available to you after consultation with the company management. They are very strongly lag behind their schedule and have to work a lot of overtime

Another week later your boss asks you and your teammates for a short-term meeting. Before the meeting, your boss asks you for a one-on-one interview and asks you about a request he has received. You think of something boiling hot you've forgotten, to involve the works council in an important matter. You explain the situation to your boss. He reassures you and says that you will surely find a solution. During the meeting you will have the opportunity to tell your team mates about your mistake. You will work out a solution together. Your boss will go to the works council with you and clear up the misunderstanding

Another week later your boss asks you and your teammates for a short-term meeting. During the meeting, he asks you in front of your colleagues about a request from the works council that he received. At first you don't know what he's talking about, but then you don't know what he's talking about. You think of something boiling hot you've forgotten, to involve the works council in an important matter. You explain the situation to your boss. He reassures you and says that you will surely find a solution. During the meeting you will have the opportunity to tell your team mates about your mistake. You will work out a solution together. Your boss will go to the works council with you and clear up the misunderstanding

Another week later your boss asks you and your teammates for a short-term meeting. Your boss immediately begins to reproach you in front of your colleagues, as you seem to have missed it, to involve the works council in an important matter. You notice your mistake and apologize even though you are angry at your boss's actions. The situation is very unpleasant for you, but despite the initial annoyance of your colleagues, you are ultimately all working together to find a solution. Your boss will go to the works council with you and clear up the misunderstanding

Another week later your boss storms raging-burned into your office. He turns you into a snail in front of your colleagues and doubts your competence. At first you don't understand what it's all about, but when your colleagues ask you, you realize that you've forgotten, to involve the works council in an important matter. You try to approach your boss to find a solution together. After some discussion you will find a solution. Your boss will go to the works council with you and clear up the misunderstanding

Another week later your boss storms raging-burned into your office. He turns you into a snail in front of your colleagues and doubts your competence. At first you don't understand what it's all about, but when your colleagues ask you, you realize that you've forgotten to involve the works council in an important matter. You try to approach your boss to find a solution together. They are fobbed off with a scornful look and a statement that he would settle the matter; they are fobbed off with a scornful look and a statement that he would settle the matter

The project is due for completion after six weeks. The results will be presented to your boss, the works council and the management. Everyone is very satisfied with your result and as a reward you will receive a performance bonus, which you and your team members can share out as you wish

The project is due for completion after six weeks. The results will be presented to your boss, the works council and the management. Everyone is very satisfied with your result However, you will receive a lower performance bonus due to the additional financial effort that comes as a surprise to the management, that you and your team members can share among each other as you wish

The project is due for completion after six weeks. Thanks to a few hours of overtime, you have not fallen behind. The results are presented to your boss, the works council and the company management. Everyone involved is satisfied with the result. However, due to the extra financial costs that the management of the company would have to bear, you will receive a lower performance bonus, the distribution of which by the boss will slightly benefit your favorites

The project is due for completion after six weeks. Thanks to a few hours of overtime, you have not fallen behind. The results are presented to your boss, the works council and the company management. Due to the additional financial expenditure, which is surprising for the management, you receive a significantly lower performance bonus, the distribution of which by the boss strongly favors the favorites

The project is due for completion after six weeks. You have a slight time delay despite over-hours. The results are presented to your boss, the works council and the company management. The works council interrupts you and asks why it has not been involved. Your boss explains that you were supposed to take care of the matter. Since the company management is also disturbed by the additional financial expenses that come as a surprise to them, your results will be rejected. The promised performance bonus no longer applies

  1. Rough English translations from the original scenarios in German

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Okimoto, T.G., Konradt, U., Krys, S. et al. A Person-Centered Approach to Understanding Endorsement of Restorative Justice in Response to Workplace Mistreatment. Soc Just Res 35, 62–87 (2022). https://doi.org/10.1007/s11211-021-00377-w

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  • DOI: https://doi.org/10.1007/s11211-021-00377-w

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