Publication Type
Journal Article
Version
acceptedVersion
Publication Date
5-2009
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
Citation
SCOTT, Brent A.; COLQUITT, Jason A.; and PADDOCK, E. Layne.
An actor-focused model of justice rule adherence and violation: The role of managerial motives and discretion.. (2009). Journal of Applied Psychology. 94, (3), 756-769.
Available at: https://ink.library.smu.edu.sg/lkcsb_research/1307
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/10.1037/a0015712