Suchergebnisse

PurposeThe purpose of this paper is to integrate two streams of research and investigate the associations of different forms of justice perceptions on attitudinal reactions to four components of compensation: pay level, pay raises, benefits, and structure and administration In doing so, it responds to calls for more primary studies linking interactional justice perceptions to pay satisfaction.Design/methodology/approachIn total, 151 technology professionals employed at an international consulting company were surveyed to investigate hypotheses. Structural equation modeling was used to test the model.FindingsAs hypothesized, distributive justice was related to satisfaction with pay level, procedural justice to satisfaction with benefits, raises and pay structure and administration, and informational justice to pay level and structure and administration.Research limitations/implicationsThe primary limitations of this research are the cross‐sectional research design and a single source of survey data.Practical implicationsSince pay dissatisfaction is significantly related to numerous employee outcomes and attitudes toward pay meditate the relationship between compensation and work outcomes, understanding the role of perceived justice may facilitate managers' ability to influence pay satisfaction. HR policies and managers' behaviors can influence pay satisfaction as much or more than actual pay (distributive justice). For example, results for informational justice suggest pay satisfaction can be increased by clearly and candidly explaining and communicating the organization's procedures and processes.Originality/valueThis paper is the first to examine associations between the four‐factor justice model and components of pay satisfaction and demonstrate that informational justice adds additional explained variance for pay level, raises, and structure and administration.

AbstractFollowing Lavelle, Rupp, and Brockner's () target similarity framework, we propose that perceptions of support and career satisfaction mediate the influence of justice perceptions on citizenship and counterproductive performance. Structural equation modelling results from 356 employees supporting partial mediation. Collectively, the model explained 19% of the variance in perceptions of organizational support, 44% in perceived supervisor support, 33% in career satisfaction, 35% in citizenship performance directed toward the supervisor, 42% in citizenship performance directed toward the organization, 49% in job/task conscientiousness citizenship performance, 9% in counterproductive performance toward the supervisor, and 20% of the variance in counterproductive performance directed toward the organization. We argue that distributive, procedural, informational, and interpersonal dimensions of organizational justice follow different pathways and variously influence organizational outcomes. We discuss the implications of the results for the target similarity framework and more generally for human resources management. Copyright © 2015 ASAC. Published by John Wiley & Sons, Ltd.

Finds different kinds of volunteering behaviors are determined by different goals when comparing status associated with volunteer activities and time and energy constraints; data based on a Dutch sample of 455 people.

AbstractHistorically, the structuring of human resource management suggests that it has evolved from a market‐based structure to more centralized control in a bureaucratic‐based structure. Recently the function has devolved from the bureaucratic‐based structure to multiple forms of market‐based structures as well as clan‐type structures such as self‐directed work teams. This evolution I devolution process is explained using constructs from market failures theory and organizational economics. Propositions from the proposed contingency theory of devolution can guide future research, and our explanations will help human resource managers deliver their services through the most effective structure.RésuméHistoriquement, la gestion des ressources humaines est passée dune structure reposant sur des mécanismes de marché à une structure bureaucratique à contrǒle centralisé. Récemment, cette fonction en est revenue à divers types de structures basées sur les mécanismes de marché et aussi à des structures reposant sur la concept de clan, comme les équipes de travail autonomes. Ce processus de "dé‐évolution" est expliquée par le biais de construits empruntés à la theorie de faillite des marchès et à l'éco‐nomique des organisations. Diverses propositions sont faites afin de guider la recherche future. Des explications aideront les gestionnaires des ressource humaines à offrir leurs services par le biais de la structure la plus efficace.