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.
organizational justice, managerial discretion, motives, affect, emotion
Organizational Behavior and Theory
Organisational Behaviour and Human Resources
Journal of Applied Psychology
American Psychological Association
City or Country
Scott, B. A.; Colquitt, J. A.; and PADDOCK, Elizabeth Layne.
An actor-focused model of justice rule adherence and violation: The role of managerial motives and discretion.. (2008). Journal of Applied Psychology. 94, (3), 756-769. Research Collection Lee Kong Chian School Of Business.
Available at: http://ink.library.smu.edu.sg/lkcsb_research/1307