TitleWhat influences managers’ enactment of procedural and interactional justice towards their subordinates?
NameZhao, Guozhen (author), Chen, Ya-Ru (chair), Chao, Chao C (internal member), Siegel, Phyllis (internal member), Blader, Steven (outside member), Rutgers University, Graduate School - Newark,
Personnel management ,
DescriptionThis dissertation carries out two studies to examine when and why managers exhibit procedural justice towards their subordinates. Subordinates seen as having more benevolence trustworthiness elicited greater procedural justice, whereas subordinates seen as having less integrity trustworthiness elicited greater procedural justice. Moreover, the positive (negative) relationship between subordinates’ benevolence (integrity) trustworthiness and managers’ procedural justice was more pronounced when subordinates were perceived as higher in ability. These findings portray a multi-functional purpose to managers’ enactment of high procedural justice: (1) when desirable, to maintain positive relationships with subordinates (e.g., if subordinates are high in benevolence), and (2) when necessary, to minimize potential disruption that subordinates may cause (e.g., if subordinates have low integrity). In addition to procedural justice, the impact of subordinates’ trustworthiness on managers’ interactional justice was also investigated in the Field Study. Implications for the organizational justice and trust literatures are discussed.
NoteIncludes bibliographical references
Noteby Guozhen Zhao
CollectionGraduate School - Newark Electronic Theses and Dissertations
Organization NameRutgers, The State University of New Jersey
RightsThe author owns the copyright to this work.