Publication Type
Journal Article
Version
acceptedVersion
Publication Date
3-2006
Abstract
To alleviate the negative effects of workplace unfairness and resulting conflict, organizations can take remedial action to atone for a perceived injustice. We argue that the effectiveness of organizational remedies may depend on the match between type of injustice perceived and type of remedy offered. Specifically, based on the multiple needs model of justice (Cropanzano, Byrne, Bobocel, & Rupp, 2001), we expect procedural injustice to be particularly associated with preference for instrumental remedies that address the need for control. On the other hand, interactional injustice should be particularly associated with preference for punitive remedies that address the need for meaning. Confirming this hypothesis, a field study involving recently terminated employees found that procedural injustice was positively associated with preference for an instrumental remedy (monetary compensation) and interactional injustice was positively associated with preference for a punitive remedy (disciplinary action against those involved in the termination). Further supporting the hypothesis, a laboratory experiment manipulating the unfairness of performance feedback found greater preference for an instrumental remedy relative to a punitive remedy following a procedural injustice than following an interactional injustice. In discussing these results, we present a taxonomy of organizational remedies as they relate to the multiple needs model of justice. Practical implications are discussed.
Keywords
Interactional Justice, Justice Restoration, Multiple Needs Model, Organizational Remedy, Procedural Justice
Discipline
Business | Organizational Behavior and Theory
Research Areas
Organisational Behaviour and Human Resources
Publication
Personnel Psychology
Volume
59
Issue
1
First Page
31
Last Page
64
ISSN
0031-5826
Identifier
10.1111/j.1744-6570.2006.00773.x.
Publisher
Wiley
Citation
REB, Jochen; GOLDMAN, Barry M.; KRAY, Laura J.; and CROPANZANO, Russell.
Different Wrongs, Different Remedies? Reactions to Organizational Remedies after Procedural and Interactional Injustice. (2006). Personnel Psychology. 59, (1), 31-64.
Available at: https://ink.library.smu.edu.sg/lkcsb_research/2629
Copyright Owner and License
Authors
Creative Commons License
This work is licensed under a Creative Commons Attribution-NonCommercial-No Derivative Works 4.0 International License.
Additional URL
https://doi.org/10.1111/j.1744-6570.2006.00773.x