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TitleThe relationship between organizational structure and procedural fairness perceptions
NameWilliams, Charlie M. (author), Olshfski, Dorothy (chair), Caprio, Raphael (internal member), Riccucci, Norma (internal member), Stark, Evan (internal member), Rutgers University, Graduate School - Newark,
Degree Date2009-10
Date Created2009
SubjectPublic Administration,
Affirmative action programs,
Organizational behavior
DescriptionThis study examines the effects of organizational structure on perceptions of procedural fairness; replicating and extending the findings of Schminke, Ambrose, and Cropanzano (2000). This analysis uses their dimensions of organizational structure: centralization (participation in decision making and hierarchy of authority), size, and formalization to assess whether the placement of the Equal Employment Opportunity (EEO) compliance function influences employees’ perceptions of fairness. I predict that organizational placement will influence employee perceptions of procedural fairness.
The following questions were explored in this study: 1) Does the EEO reporting structure within organizations affect employees’ perceptions of procedural fairness? 2) Does organizational structure influence employees’ perceptions of procedural fairness? 3) Does the EEO reporting structure within organizations affect the procedural fairness perceptions of EEO personnel? 4) Does organizational structure influence the procedural fairness perceptions of EEO personnel?
Employees in New Jersey governmental departments, agencies, and state entities were surveyed to provide the data for this analysis. Seventeen (17) State of New Jersey departments and agencies were identified for participation in this study. Of the 17 organizations that were contacted, 5 were unable to participate, 12 expressed an interest/willingness to participate, and 7 organizations actually completed surveys for a participation rate of 41%. The total number of completed surveys from EEO employees and employees within their respective organizations was 108. There were 25 respondents who were employed by their organization’s EEO unit or office, and 83 respondents were not employed in their organization’s EEO unit or office.
Utilizing a one-factor model, Likert-type items were used to examine employee perceptions of procedural fairness. Based on consistent correlations between procedural justice and distributive justice in the organizational justice research, the use of procedural fairness was the sole justice measure. I used Colquitt’s (2001) and Tyler and Schuller’s (1990) procedural justice measures for two respondent groups 1) EEO employees, and 2) organization employees. I hypothesize that the closer or more direct the EEO compliance function is positioned to the organization’s CEO the more positive the employees’ perceptions of fairness. The data indicate that both the EEO personnel and organization employees perceive higher levels of procedural fairness when the EEO office is placed higher in the hierarchy. Further, the results indicate that organizational structure reflected by the dimensions of centralization, size, and formalization influences fairness perceptions for EEO personnel and organization employees.
The following questions were explored in this study: 1) Does the EEO reporting structure within organizations affect employees’ perceptions of procedural fairness? 2) Does organizational structure influence employees’ perceptions of procedural fairness? 3) Does the EEO reporting structure within organizations affect the procedural fairness perceptions of EEO personnel? 4) Does organizational structure influence the procedural fairness perceptions of EEO personnel?
Employees in New Jersey governmental departments, agencies, and state entities were surveyed to provide the data for this analysis. Seventeen (17) State of New Jersey departments and agencies were identified for participation in this study. Of the 17 organizations that were contacted, 5 were unable to participate, 12 expressed an interest/willingness to participate, and 7 organizations actually completed surveys for a participation rate of 41%. The total number of completed surveys from EEO employees and employees within their respective organizations was 108. There were 25 respondents who were employed by their organization’s EEO unit or office, and 83 respondents were not employed in their organization’s EEO unit or office.
Utilizing a one-factor model, Likert-type items were used to examine employee perceptions of procedural fairness. Based on consistent correlations between procedural justice and distributive justice in the organizational justice research, the use of procedural fairness was the sole justice measure. I used Colquitt’s (2001) and Tyler and Schuller’s (1990) procedural justice measures for two respondent groups 1) EEO employees, and 2) organization employees. I hypothesize that the closer or more direct the EEO compliance function is positioned to the organization’s CEO the more positive the employees’ perceptions of fairness. The data indicate that both the EEO personnel and organization employees perceive higher levels of procedural fairness when the EEO office is placed higher in the hierarchy. Further, the results indicate that organizational structure reflected by the dimensions of centralization, size, and formalization influences fairness perceptions for EEO personnel and organization employees.
NotePh.D.
NoteIncludes bibliographical references (p. 120-127)
Noteby Charlie M. Williams
Genretheses
Persistent URLhttp://hdl.rutgers.edu/1782.2/rucore10002600001.ETD.000051752
Languageeng
CollectionGraduate School - Newark Electronic Theses and Dissertations
Organization NameRutgers, The State University of New Jersey
RightsThe author owns the copyright to this work.