دانلود رایگان مقاله لاتین ادراکات عدالت سازمانی بر رفتارهای شهروندی از سایت الزویر
عنوان فارسی مقاله:
تاثیر ادراکات عدالت سازمانی بر رفتارهای شهروندی سازمانی در پروژه های ساختمانی
عنوان انگلیسی مقاله:
The effect of inter-organizational justice perceptions on organizational citizenship behaviors in construction projects
سال انتشار : 2017
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بخشی از مقاله انگلیسی:
2. Literature review
2.1. Organizational justice Since Rawls' (1958) early publication of justice as fairness, there has been an ongoing debate as to how justice takes place in practice, and if it should be treated as a single- or multiple-dimensional concept. While this debate still goes on, it is widely accepted that there are four main forms of justice which exist in any organization: procedural, distributive, informational, and interpersonal. In this study, procedural justice refers to participants' perceived justice about the policies, processes, and procedures through which decisions were made in construction projects (Thibaut and Walker, 1975). Distributive justice refers to the perceived justice about the allocation of rewards received by project participants based on their inputs given (Folger and Konovsky, 1989). Interpersonal and informational justice refer to the degree to which participants were treated with politeness, respect, and dignity (Bies and Moag, 1986) and the quality of information exchange among the participants during enactment of decisions (Greenberg, 1993), respectively. A considerable amount of research has sought to explain how justice affects organizational performance, mostly outside the construction and project management domains. For example, Thibaut and Walker's (1975) work on individual's reactions to dispute resolutions procedures, which led to the subsequent development of procedural justice, showed that fairness of decision-making policies and practices is an important consideration for individuals. Other studies have also shown that people's judgment of procedural fairness is characterized by (1) their ability to voice views and influence decision outcomes (Colquitt, 2001), (2) if the decisions were made based on accurate information (Leventhal, 1980), and (3) if the decision-making processes were (i) consistent (Leventhal, 1980; Moorman, 1991), unbiased (Leventhal, 1980; Luo, 2007), (iii) ethical (Leventhal, 1980; Folger and Konovsky, 1989), and (iv) clear and transparent (Folger and Konovsky, 1989; Luo, 2007). These authors indicate that if these criteria are met in project relations, then individuals will respond positively by accepting the project manager's authority and becoming more willing to comply with rules, decisions, and work collaboratively towards project outcomes. This further supports Welbourne et al. (1995) and Hauenstein et al.’s (2001) conclusions that procedural and distributive justice are highly associated and undifferentiated. However, researchers (e.g. Adams, 1965; Walster et al., 1978) argued that distributive justice should be perceived differently from procedural justice as distributive justice concerns fairness in (i) resource allocation, (ii) people's contribution and rewards for work done, and (iii) commensuration of rewards with the risks taken, effort, ability, and experience. Adding to the complexity above, Bies and Moag (1986), Lind and Tyler (1988), and Greenberg (1990) conceptualized interactional justice as the social aspects of procedural and distributive justice, arguing that people's perception of fairness are constantly affected by their relationships and communications around them. In accepting this, researchers suggested that interactional justice 96 B.T.H. Lim, M. Loosemore / International Journal of Project Management 35 (2017) 95–106 is made up of two subcomponents: informational and interpersonal justice (Greenberg, 1993; Colquitt, 2001). Informational justice is built around the rules of truthfulness and justification and will exist when (i) there was adequate information and explanation for decisions made, (ii) people were involved in decision-making processes (Cohen-Charash and Spector, 2001), and (iii) communications are made in a timely and transparent manner (Luo, 2007). In contrast, interpersonal justice emphasizes the value of equality and is likely to exist when people felt being valued and treated with dignity, politeness, and respect (Bies and Moag, 1986; Tyler and Bies, 1990), and when there is freedom of thought, association, and expression, and overall high opinion for people's health, safety, dignity, and rights (Rawls, 1971; Tyler, 2000; Helmy, 2013).
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کلمات کلیدی:
The Oxford Handbook of Justice in the Workplace https://books.google.com/books?isbn=0199981418 Russell Cropanzano, Maureen L. Ambrose - 2015 - Political Science Positive interorganizational justice perceptions are, then, in Beugre and Acar's ... Studies have also indicated that organizational justice effects sometimes vary ... [PDF]Investigating the organizational justice perception impact on job ... absronline.org/journals/index.php/eimj/article/view/687/708 positive effect only on organizational commitment and that interactive justice does not have any effect on ... that how individuals perceive the interorganizational. [PDF]the effect of organizational justice perception on turnover intention in ... https://www.sommetinter.coop/.../0624-ekmekcioglu_article_the_effect_of_2016-07-... This study aims to determine the effect of organizational justice perception on turnover intention and the mediating role of organizational identification ... empleados respecto de la justicia relativa a las interacciones y la intención de renunciar. Effect of Organizational Justice on Organizational Citizenship ... https://www.omicsonline.org/.../effect-of-organizational-justice-on-organizational-citi... Organizational justice can be defined as the employees' perception to what .... like intrapersonal, interpersonal, intergroup and inter-organizational conflicts. [PDF]The Relationship between Perceived Organizational Justice and ... www.ccsenet.org/journal/index.php/ijps/article/download/15705/11701 by M Golparvar - 2012 - Cited by 4 - Related articles Jun 1, 2012 - Keywords: perceived organizational justice, OCBs, equity sensitivity ... (Miao & Kim, 2010) may affect the relationship between perceptual ..... Inter-correlations, means and standard deviations for all variables for total sample ...
