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The most recent research trend within the field of organizational justice is the study of interactional justice (Tyler & Bies, 1990; Greenberg, 1990). Most of the work conducted in this area focuses on the explanations leaders give to followers about decisions made or actions taken that frequently lead to adverse consequences or loss. These explanations are called "social accounts". While research indicates that social accounts are effective at mitigating negative reactions to adverse decisions, and improving perceptions of justice, the underlying causes remain largely unknown. This study used the Elaboration Likelihood Model (ELM) as a theoretical base to explore what factors make an account "acceptable", and the impact that an acceptable account has on a number of organizationally relevant outcomes. Specifically, this study used an experimental design in a pay-for-performance context to assess the impact of message specificity (high vs. low) and source expertise (expert vs. non-expert), under varying conditions of outcome involvement (higher vs. lower) on the acceptability of a justification for a change in a distributive criterion that resulted in a loss. Other dependent variables investigated included perceptions of justice (procedural, interactional, and distributive fairness), attitudes (satisfaction with the trainer and the task), and behaviors (commitment to the trainer and the task, and complaints). The results indicated that justifications delivered by the expert trainer were more acceptable than non-experts under conditions of lower involvement (except when a non-expert delivered a specific justification). This effect reversed itself, however, under higher involvement. There was a main effect of specificity such that specific justifications were more acceptable than vague justifications regardless of the level of involvement. Acceptability was positively related to all dependent measures with the exception of complaints, which had a negative relationship. Furthermore, acceptability fully mediated the impact of message specificity on trainer commitment, and partially on procedural fairness, distributive fairness (assessment), and task commitment. Acceptability fully mediated the negative impact of expertise under high involvement on procedural and distributive fairness (assessment), and interactional fairness. / Ph. D.

This study deals with the employee fairness perceptions of their performance management system in a South African organisation. The concept of justice, with particular reference to procedural, distributive and interactional justice, is used as a guide in assessing employee perceptions of fairness of the organisations’ performance management system. A qualitative approach was used to gain an in-depth understanding of employee perceptions of fairness based on their personal experiences of the organisation’s performance management system. Data was obtained through extensive semi structured interviews with 20 employees who had been with the organisation and participated in the performance management system for 5 or more years. All interviews were transcribed and assessed using a thematic analysis. The overall findings show that there are negative fairness perceptions of the performance management system as assessed according to the three organisational justice factors of procedural, distributive and interactional justice. / Industrial and Organisational Psychology) / M.A. (Industrial and Organisational Psychology)

One of the contributing factors to the current nursing shortage is job dissatisfaction due to conflict in the workplace. In order to develop strategies to reduce conflict, research is needed to understand the causes and outcomes of conflict in nursing work environments. This study tested a theoretical model linking antecedent variables (core self-evaluation, complexity of nursing care, unit size, interactional justice, managerial support, unit morale) to intragroup conflict, followed by conflict management, and ultimately, job stress and job satisfaction. A predictive, non-experimental design was used in a random sample of 277 acute care nurses in Ontario. Structural equation modeling techniques were used to analyze the hypothesized model. Final analysis revealed relatively good fit of data to the hypothesized model (Chi-square = 211.7, df = 80, CFI = .92, RMSEA=0.07). Lower core self-evaluation, higher complexity of nursing care, lower interactional justice, and poor unit morale resulted in higher intragroup relationship conflict, and ultimately a less ‘agreeable’ conflict management style, higher stress and job dissatisfaction. Conflict management style partially mediated the relationship between conflict and job satisfaction. Job stress also had a direct effect on job satisfaction and core self-evaluation had a direct effect on job stress. The study results suggest that conflict and its associated outcomes is a complex process, affected by dispositional, contextual and interpersonal factors. Nurses’ core self-evaluations, complexity of nursing care and relationships with managers and nursing colleagues influences the level of conflict they experience. How nurses manage conflict may not prevent the negative effects of conflict on job stress and job satisfaction, however learning to manage conflict using collaboration and accommodation may help nurses feel more satisfied with their jobs. In addition, education programs that contribute to an individual’s ability to feel more confident about their ability to manage conflict may help them cope more effectively with the stress generated by conflict.

Canadian statistics on patient safety in acute care hospitals are alarming. Hospital safety concerns are not isolated to patient safety. Occupational safety is also important. With increasing shortages of nurses, stress in the work place is growing. Nurses report high levels of absenteeism of 14.5 days per year. The importance of a just and fair culture and the role of nurse leaders have been emphasized in safety literature. Although deemed important, studies of nurse leaders and patient outcomes are limited. The influence of interactional justice in the workplace on nurse and patient safety has not been studied. The purpose of this study was to test and refine a model developed from the literature which explains the impact of perceived interactional justice, relational leadership, and quality of nurse manager – clinical nurse relationships on the nursing work environment and ultimately patient and nurse safety outcomes. The model was tested on a random sample of 266 Ontario acute care registered nurses. Findings indicated the model reasonably fit the observed data, however could benefit from further refinement. The addition of 2 pathways (span of control to nurses’ intent to leave and number of medication errors to nurse emotional exhaustion) and trimming of the insignificant paths improved the overall model fit. The resulting model indicates that resonant leadership style and interactional justice improves the quality of nurse leader-nurse relationships which in turn improves quality of the nurses’ work environment and safety climate. A positive safety climate led to a decrease in the number medication errors and nurses’ intentions to leave their unit. A higher quality work environment predicted lower nurse emotional exhaustion. Additionally, higher numbers of medication errors led to an increase in nurse emotional exhaustion. This suggests that distress may be associated with making a medication error or fear of consequences. As well, larger manager spans were associated with less nurse intent to leave. As the span increased, the number of support personnel also increased. Contrary to other research findings, this result suggests that supportive personnel may mitigate the effect of large manager spans of control on nurses’ intent to leave their units.

One of the contributing factors to the current nursing shortage is job dissatisfaction due to conflict in the workplace. In order to develop strategies to reduce conflict, research is needed to understand the causes and outcomes of conflict in nursing work environments. This study tested a theoretical model linking antecedent variables (core self-evaluation, complexity of nursing care, unit size, interactional justice, managerial support, unit morale) to intragroup conflict, followed by conflict management, and ultimately, job stress and job satisfaction. A predictive, non-experimental design was used in a random sample of 277 acute care nurses in Ontario. Structural equation modeling techniques were used to analyze the hypothesized model. Final analysis revealed relatively good fit of data to the hypothesized model (Chi-square = 211.7, df = 80, CFI = .92, RMSEA=0.07). Lower core self-evaluation, higher complexity of nursing care, lower interactional justice, and poor unit morale resulted in higher intragroup relationship conflict, and ultimately a less ‘agreeable’ conflict management style, higher stress and job dissatisfaction. Conflict management style partially mediated the relationship between conflict and job satisfaction. Job stress also had a direct effect on job satisfaction and core self-evaluation had a direct effect on job stress. The study results suggest that conflict and its associated outcomes is a complex process, affected by dispositional, contextual and interpersonal factors. Nurses’ core self-evaluations, complexity of nursing care and relationships with managers and nursing colleagues influences the level of conflict they experience. How nurses manage conflict may not prevent the negative effects of conflict on job stress and job satisfaction, however learning to manage conflict using collaboration and accommodation may help nurses feel more satisfied with their jobs. In addition, education programs that contribute to an individual’s ability to feel more confident about their ability to manage conflict may help them cope more effectively with the stress generated by conflict.

Canadian statistics on patient safety in acute care hospitals are alarming. Hospital safety concerns are not isolated to patient safety. Occupational safety is also important. With increasing shortages of nurses, stress in the work place is growing. Nurses report high levels of absenteeism of 14.5 days per year. The importance of a just and fair culture and the role of nurse leaders have been emphasized in safety literature. Although deemed important, studies of nurse leaders and patient outcomes are limited. The influence of interactional justice in the workplace on nurse and patient safety has not been studied. The purpose of this study was to test and refine a model developed from the literature which explains the impact of perceived interactional justice, relational leadership, and quality of nurse manager – clinical nurse relationships on the nursing work environment and ultimately patient and nurse safety outcomes. The model was tested on a random sample of 266 Ontario acute care registered nurses. Findings indicated the model reasonably fit the observed data, however could benefit from further refinement. The addition of 2 pathways (span of control to nurses’ intent to leave and number of medication errors to nurse emotional exhaustion) and trimming of the insignificant paths improved the overall model fit. The resulting model indicates that resonant leadership style and interactional justice improves the quality of nurse leader-nurse relationships which in turn improves quality of the nurses’ work environment and safety climate. A positive safety climate led to a decrease in the number medication errors and nurses’ intentions to leave their unit. A higher quality work environment predicted lower nurse emotional exhaustion. Additionally, higher numbers of medication errors led to an increase in nurse emotional exhaustion. This suggests that distress may be associated with making a medication error or fear of consequences. As well, larger manager spans were associated with less nurse intent to leave. As the span increased, the number of support personnel also increased. Contrary to other research findings, this result suggests that supportive personnel may mitigate the effect of large manager spans of control on nurses’ intent to leave their units.

This study deals with the employee fairness perceptions of their performance management system in a South African organisation. The concept of justice, with particular reference to procedural, distributive and interactional justice, is used as a guide in assessing employee perceptions of fairness of the organisations’ performance management system. A qualitative approach was used to gain an in-depth understanding of employee perceptions of fairness based on their personal experiences of the organisation’s performance management system. Data was obtained through extensive semi structured interviews with 20 employees who had been with the organisation and participated in the performance management system for 5 or more years. All interviews were transcribed and assessed using a thematic analysis. The overall findings show that there are negative fairness perceptions of the performance management system as assessed according to the three organisational justice factors of procedural, distributive and interactional justice. / Industrial and Organisational Psychology) / M.A. (Industrial and Organisational Psychology)

Stakeholder theory has transcended academia and is infiltrating boardrooms all over the world. However, the literature is divided and lacks a coherent narrative of stakeholder value creation. The purpose of this exploratory study is to investigate the merits of stakeholder management by examining the arguments used by stakeholder researchers. Using argument analysis an overview of the field is created which describes the preconditions, mechanisms and moderators of value creation facilitated by stakeholder management.

<p>In an attempt to make South Africa a more just society after the first democratic elections on 27 April 1994, the South African society had to undergo a number of radical changes which impacted the social, economical, political and educational arena. These changes have influenced recruitment, retention and turnover. Changes at leadership levels in the private and public sphere coupled with a huge exodus of highly skilled professionals are evident as topics of equality and social justice appear at the top of company agendas. Many proponents have conducted research on organisational justice and the fact that more than twenty five thousand articles have been published on job satisfaction attest to the importance of these two variables on organisational performance. In an article examining past, present and future states of organisational justice it is argued that organisational justice has the potential to explain many organisational behavioural outcome variables. An investigation of the relationship between organisational justice perceptions and work behavior found job satisfaction to be made up of a large fairness component. The rationale behind the support for the study is the argument that employees who perceive that they have been fairly treated is likely to hold positive attitudes about their work, their work outcomes and their managers. If South African organisations wish to remain competitive then organisations need to understand how perceptions of justice influence attitudes and behaviour and consequently affect the success of the organisation. Agricultural Colleges, a division of the Department of Agriculture are no exception. The Agricultural Colleges' primary aim is to provide training to its prospective communities, and is continuously being evaluated in terms of how well its academic employees achieve its vision, mission and goals. It is evident from responses to job advertisements, low morale and high turnover that most of the academic employees in Agricultural Colleges are dissatisfied with their jobs, pay, management and the institutions based on their current salary. Attracting, recruiting and retraining highly skilled, internationally marketable and mobile employees are critical factors in determining the present and future success in agricultural training in South Africa. Limited research to examine the effects of organisational justice on organisational outcomes in an environment where the workforce consists of academics is the gap this research attempts to fill. This study is designed to assess the impact of organisational justice on job satisfaction of academic employees in agricultural colleges in South Africa. Also, to determine whether biographical values influence the relationship between organisational justice and job satisfaction.</p>