Different Wrongs, Different Remedies? Reactions to Organizational Remedies after Procedural and Interactional Injustice

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 offer...

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Main Authors: REB, Jochen, GOLDMAN, Barry M., KRAY, Laura J., CROPANZANO, Russell
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Language:English
Published: Institutional Knowledge at Singapore Management University 2006
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Online Access:https://ink.library.smu.edu.sg/lkcsb_research/2629
https://ink.library.smu.edu.sg/context/lkcsb_research/article/3628/viewcontent/PPsych_Final.pdf
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spelling sg-smu-ink.lkcsb_research-36282017-12-12T03:13:24Z Different Wrongs, Different Remedies? Reactions to Organizational Remedies after Procedural and Interactional Injustice REB, Jochen GOLDMAN, Barry M. KRAY, Laura J. CROPANZANO, Russell 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. 2006-03-01T08:00:00Z text application/pdf https://ink.library.smu.edu.sg/lkcsb_research/2629 info:doi/10.1111/j.1744-6570.2006.00773.x. https://ink.library.smu.edu.sg/context/lkcsb_research/article/3628/viewcontent/PPsych_Final.pdf http://creativecommons.org/licenses/by-nc-nd/4.0/ Research Collection Lee Kong Chian School Of Business eng Institutional Knowledge at Singapore Management University Interactional Justice Justice Restoration Multiple Needs Model Organizational Remedy Procedural Justice Business Organizational Behavior and Theory
institution Singapore Management University
building SMU Libraries
continent Asia
country Singapore
Singapore
content_provider SMU Libraries
collection InK@SMU
language English
topic Interactional Justice
Justice Restoration
Multiple Needs Model
Organizational Remedy
Procedural Justice
Business
Organizational Behavior and Theory
spellingShingle Interactional Justice
Justice Restoration
Multiple Needs Model
Organizational Remedy
Procedural Justice
Business
Organizational Behavior and Theory
REB, Jochen
GOLDMAN, Barry M.
KRAY, Laura J.
CROPANZANO, Russell
Different Wrongs, Different Remedies? Reactions to Organizational Remedies after Procedural and Interactional Injustice
description 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.
format text
author REB, Jochen
GOLDMAN, Barry M.
KRAY, Laura J.
CROPANZANO, Russell
author_facet REB, Jochen
GOLDMAN, Barry M.
KRAY, Laura J.
CROPANZANO, Russell
author_sort REB, Jochen
title Different Wrongs, Different Remedies? Reactions to Organizational Remedies after Procedural and Interactional Injustice
title_short Different Wrongs, Different Remedies? Reactions to Organizational Remedies after Procedural and Interactional Injustice
title_full Different Wrongs, Different Remedies? Reactions to Organizational Remedies after Procedural and Interactional Injustice
title_fullStr Different Wrongs, Different Remedies? Reactions to Organizational Remedies after Procedural and Interactional Injustice
title_full_unstemmed Different Wrongs, Different Remedies? Reactions to Organizational Remedies after Procedural and Interactional Injustice
title_sort different wrongs, different remedies? reactions to organizational remedies after procedural and interactional injustice
publisher Institutional Knowledge at Singapore Management University
publishDate 2006
url https://ink.library.smu.edu.sg/lkcsb_research/2629
https://ink.library.smu.edu.sg/context/lkcsb_research/article/3628/viewcontent/PPsych_Final.pdf
_version_ 1770570494698848256