Publication Type

Journal Article

Publication Date

2008

Abstract

Research on organizational justice has focused primarily on the receivers of just and unjust treatment. Little is known about why managers adhere to or violate rules of justice in the first place. The authors introduce a model for understanding justice rule adherence and violation. They identify both cognitive motives and affective motives that explain why managers adhere to and violate justice rules. They also draw distinctions among the justice rules by specifying which rules offer managers more or less discretion in their execution. They then describe how motives and discretion interact to influence justice-relevant actions. Finally, the authors incorporate managers' emotional reactions to consider how their actions may change over time. Implications of the model for theory, research, and practice are discussed.

Keywords

organizational justice, managerial discretion, motives, affect, emotion

Discipline

Organizational Behavior and Theory

Research Areas

Organisational Behaviour and Human Resources

Publication

Journal of Applied Psychology

Volume

94

Issue

3

First Page

756

Last Page

769

ISSN

0021-9010

Identifier

10.1037/a0015712

Publisher

American Psychological Association

City or Country

USA

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