Organizational justice climate: A review of theory, perspective and framwork

doi:10.3724/SP.J.1042.2020.00340

Abstract

Abstract:

Organizational justice refers to employees' psychological perceptions about the fairness in the workplace. Previous studies, lacking of effective explanation for the group-level phenomenon of the organization, mainly focused on the perceptions of organizational justice at the individual-level. Recently, scholars have begun to pay attention to organizational justice at the group-level, namely organizational justice climate. Since then, fruitful research about theory and demonstration are achieved. Social information processing theory, attraction-selection-attrition model, justice contagion and fairness heuristic theory were primarily used to account for the psychological mechanism of organizational justice climate. Empirical studies are mainly concerned with the types, sources, quality and strength, and the third-party perspective of organizational justice climate. On one hand, some research has analyzed how leadership and teams affect the organizational justice climate. On the other hand, other research has investigated the effects of organizational justice climate on employees and teams. Future research can place emphasis on the different influence of factors from leaders on organizational justice climate, comparative studies on the effects from different types of justice as well as studies on the development of measurements of organizational justice climate. Furthermore, research on the effects of cultural factors on organizational justice climate is also recommended.

Key words: organizational justice, organizational climate, justice perception, justice climate

CLC Number:

B849:C93

ZHANG Xiaoyi, GAO Ji, WANG Yunfeng. Organizational justice climate: A review of theory, perspective and framwork[J]. Advances in Psychological Science, 2020, 28(2): 340-357.

Figures/Tables 2

References 95

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引用文献	公正氛围类型/感知来源	基础公正感知量表	公正氛围典型题目	数据聚合方式
Naumann和Bennett (2000)	程序	Moorman (1991)	工作组的员工们认为工作组作出决定时能够遵循一致的规则和程序。	参照点转换
Ehrhart (2004)	程序	Colquitt (2001)	部门的奖励政策在执行过程中公正无偏。	参照点转换
Liao和Rupp (2005)	程序、信息、人际(分基于组织和基于主管)	Byrne (1999)	基于组织的程序：我认为组织的程序和政策非常公正; 信息：我能够及时了解组织发生的变革及其原因; 人际：组织对我非常尊重。基于主管的程序：我认为主管的程序和政策非常公正; 信息：我能够及时了解主管作出的政策改变及其原因; 人际：主管对我非常尊重。	直接一致性
Spell和Arnold (2007)	分配、程序、交互	Colquitt (2001)	程序：在有关薪酬政策的制定和执行过程我能表达自己的建议和感受。分配：我的薪酬反映了我在工作中所付出的努力。交互：我的主管领导对我很礼貌。	直接一致性
Ambrose和Schminke (2009)	整体	Lind (2001); Colquitt和 Shaw (2005)	组织对员工自身：整体来说, 组织对我很公正。组织对全体员工：大多数情况下, 组织对员工们很公正。	直接一致性参照点转换
Cropanzano等(2011)	同事(程序、人际)	Leventha (1976); Donovan等(1998)	同事程序：同事们能够在团队就决定中表达他们自己的观点和感受。同事人际：同事们经常相互轻视(反向问题)。	参照点转换
Hsiung (2012)	程序	Niehoff和Moorman (1993)	领导能确保所有员工都能参与到工作决定中来。	参照点转换
Li等(2013)	同事(分配、程序、人际)	Li和Cropanzano, (2009);Cropanzano等(2011)	同事分配：同事们所得的报酬反映了他们在工作中的付出。同事程序：同事们能够在团队就决定中表达他们自己的观点和感受。同事人际：同事们经常相互轻视(反向问题)。	参照点转换

引用文献	公正氛围类型/感知来源	基础公正感知量表	公正氛围典型题目	数据聚合方式
Naumann和Bennett (2000)	程序	Moorman (1991)	工作组的员工们认为工作组作出决定时能够遵循一致的规则和程序。	参照点转换
Ehrhart (2004)	程序	Colquitt (2001)	部门的奖励政策在执行过程中公正无偏。	参照点转换
Liao和Rupp (2005)	程序、信息、人际(分基于组织和基于主管)	Byrne (1999)	基于组织的程序：我认为组织的程序和政策非常公正; 信息：我能够及时了解组织发生的变革及其原因; 人际：组织对我非常尊重。基于主管的程序：我认为主管的程序和政策非常公正; 信息：我能够及时了解主管作出的政策改变及其原因; 人际：主管对我非常尊重。	直接一致性
Spell和Arnold (2007)	分配、程序、交互	Colquitt (2001)	程序：在有关薪酬政策的制定和执行过程我能表达自己的建议和感受。分配：我的薪酬反映了我在工作中所付出的努力。交互：我的主管领导对我很礼貌。	直接一致性
Ambrose和Schminke (2009)	整体	Lind (2001); Colquitt和 Shaw (2005)	组织对员工自身：整体来说, 组织对我很公正。组织对全体员工：大多数情况下, 组织对员工们很公正。	直接一致性参照点转换
Cropanzano等(2011)	同事(程序、人际)	Leventha (1976); Donovan等(1998)	同事程序：同事们能够在团队就决定中表达他们自己的观点和感受。同事人际：同事们经常相互轻视(反向问题)。	参照点转换
Hsiung (2012)	程序	Niehoff和Moorman (1993)	领导能确保所有员工都能参与到工作决定中来。	参照点转换
Li等(2013)	同事(分配、程序、人际)	Li和Cropanzano, (2009);Cropanzano等(2011)	同事分配：同事们所得的报酬反映了他们在工作中的付出。同事程序：同事们能够在团队就决定中表达他们自己的观点和感受。同事人际：同事们经常相互轻视(反向问题)。	参照点转换