This study sought to further our understanding of the antecedents of employee perceptions of organisational justice in the context of organisational restructuring. As such, this study focussed on the previously under-researched change management practices of support for downsizing victims and organisational communication quality, and the similarly under-researched organisational justice dimensions of interpersonal and informational justice, while also hypothesising a moderating effect of perceived supervisor support between these two sets of variables. Using an online survey, a total of 234 employees from a large New Zealand organisation in the Education sector were invited to participate in the study, with 71 volunteering to complete the online survey. The results showed no moderating effects of perceived supervisor support, but did show strong, significant main effects of victim support and communication quality on both interpersonal and informational justice. These findings highlight the importance of change management practices in maximising positive outcomes post-restructuring for the organisation and its employees.

There is still much to learn about what it means to be a child and family social worker. Child and family social workers have a job that often entails making difficult decisions regarding vulnerable children and families in collaboration with other professionals, under stressful conditions in an increasing cost-restrictive climate and with diminishing resources. The lived experience of these social workers has been rarely researched and is poorly understood. Using primarily a deductive qualitative approach, seventeen Scottish social workers were interviewed by employing the framework of ‘organisational justice’. The organisational justice framework is mostly used quantitatively and was converted to a qualitative interview schedule in order to gain further insight as to the experience of the social workers. The advantages of using the organisational justice framework in a qualitative way is that it allows for a deeper analysis of people’s experience within their agency. With regards to the social work profession, analysis of the field data allowed for insight into the organisational elements that are primary influences on a social worker’s working life. Utilising a secondary, more inductive approach, emotions experienced by the respondents also emerged. The results suggest that social workers experience a range of emotions that have been under-explored. The results also offer a deeper understanding of where these emotions stem from because not only are they due to personal experiences, they are also the product of working in a profession that is regarded with ambivalence by the public, unlike other ‘people’ professions that are generally the subject of admiration such as nursing. The research has shown that an organisational justice framework can be used to access qualitative perspectives as well as quantitative ones. Above all, this research concludes that there are aspects of the lived experience of child and family social work practitioners that have hitherto been under-examined and need to be fully understood in order to ensure best practice. Areas of impact for education, practice and policy are discussed at the end.

No

Through the lens of the social identity approach (Haslam, 2004; Hogg & Terry, 2001) and in particular, the subjective group dynamics (SGD) model (Abrams, Randsley de Moura, Hutchison, & Viki, 2005) and an organisational justice perspective (Tyler & Blader, 2003), the current program of research set out to explore, in two phases, how anti-norm leaders can mitigate negative responses by their group members when they wish to lead their group towards the prescriptive norms of an outgroup. The first phase of the research, comprising three pilot tests, and Study 1, Study 2a and 2b investigated how anti-norm leaders were judged by ingroup members, and two possible moderators of this effect. Study 1 aimed to replicate the basic findings of Abrams et al. (2008) and explore whether group members’ evaluations of normative and deviant leaders would be moderated by the leaders’ method of gaining leadership (appointed vs. elected). Study 2a and 2b examined whether group members’ evaluations of normative and anti-norm leaders were moderated by the relationship of the ingroup to the authority who appointed the leader. The second phase of the research, comprising three pilot tests and Studies 3, 4 and 5, moved to consider what could help anti-norm leaders gain positive evaluations from members of their group in an organisational context. Drawing on the group engagement model (Tyler & Blader, 2003), the traditional leadership literature (Hollander, 1958; Hollander & Julian, 1970), and relevant literature from the social identity approach (Hornsey, 2005; Morton, Postmes, & Jetten, 2007) the second phase aimed to examine whether perceived respect from the leader could help the anti-norm leader to gain more positive evaluations from their group members. Study 3 replicated the design of Studies 2a and 2b in a pseudo-organisational scenario with perceived respect from the leader as an additional measured variable. Study 4 explored the impact of the informal quality of treatment (IQT) received by the ingroup members from the leader on perceptions of the anti-norm leader. In addition, the proposed mediating effect of perceived respect from the leader was examined. Study 5 examined whether respect for the group’s history by the leader would diminish the negative responses of group members to an anti-norm leader. Across the six pilot studies and six main studies, and consistent with the SGD model (Abrams et al., 2005; Abrams et al., 2008), normative leaders were consistently endorsed more, or evaluated more positively, than anti-norm leaders. Across the different testing contexts, incumbent anti-norm leaders were derogated regardless whether they were appointed or elected or whether the outgroup who appointed them had an incompatible or irrelevant relationship with the ingroup. Further, whilst showing high IQT to group members helped anti-norm leaders obtain similar evaluations as to those obtained by low IQT normative leaders, exhibiting high levels of respect for group history failed to help anti-norm leaders mitigate negative evaluations from their group members. These findings suggest that, in line Abrams et al. (2008), once an individual becomes a leader, group members do not take into consideration how that leader came to be or where they came from in evaluations. Instead, group members seem to focus on what the leader does, or can do, for the group. Whilst respect at the group, and particularly at the individual, level can have a limited impact on evaluations, it would seem that little that the leader can do on their own will moderate the negative evaluations of them that stem from the fact that their position fundamentally undermines the validity of prescriptive ingroup norms. As such, and consistent with SGD literature (Abrams et al., 2005; Abrams et al., 2008), the findings of the current program of research demonstrate the overwhelmingly robust motivation of group members to derogate anti-norm leaders who undermine prescriptive ingroup norms. For leaders faced with the challenging task of leading their ingroup towards the prescriptive norms of an outgroup, the findings of the current program of research suggest that, consistent with the group engagement model (Tyler & Blader, 2003) bolstering respect for group members through enacting both informal and formal procedures may be somewhat effective. Alternatively, and to carry the black sheep analogy dominant in this line of research further, the anti-norm leader may simply constitute the proverbial ‘sacrificial lamb’ – that is rejected and unpopular among the people he or she is supposed to lead.

Through the lens of the social identity approach (Haslam, 2004; Hogg & Terry, 2001) and in particular, the subjective group dynamics (SGD) model (Abrams, Randsley de Moura, Hutchison, & Viki, 2005) and an organisational justice perspective (Tyler & Blader, 2003), the current program of research set out to explore, in two phases, how anti-norm leaders can mitigate negative responses by their group members when they wish to lead their group towards the prescriptive norms of an outgroup. The first phase of the research, comprising three pilot tests, and Study 1, Study 2a and 2b investigated how anti-norm leaders were judged by ingroup members, and two possible moderators of this effect. Study 1 aimed to replicate the basic findings of Abrams et al. (2008) and explore whether group members’ evaluations of normative and deviant leaders would be moderated by the leaders’ method of gaining leadership (appointed vs. elected). Study 2a and 2b examined whether group members’ evaluations of normative and anti-norm leaders were moderated by the relationship of the ingroup to the authority who appointed the leader. The second phase of the research, comprising three pilot tests and Studies 3, 4 and 5, moved to consider what could help anti-norm leaders gain positive evaluations from members of their group in an organisational context. Drawing on the group engagement model (Tyler & Blader, 2003), the traditional leadership literature (Hollander, 1958; Hollander & Julian, 1970), and relevant literature from the social identity approach (Hornsey, 2005; Morton, Postmes, & Jetten, 2007) the second phase aimed to examine whether perceived respect from the leader could help the anti-norm leader to gain more positive evaluations from their group members. Study 3 replicated the design of Studies 2a and 2b in a pseudo-organisational scenario with perceived respect from the leader as an additional measured variable. Study 4 explored the impact of the informal quality of treatment (IQT) received by the ingroup members from the leader on perceptions of the anti-norm leader. In addition, the proposed mediating effect of perceived respect from the leader was examined. Study 5 examined whether respect for the group’s history by the leader would diminish the negative responses of group members to an anti-norm leader. Across the six pilot studies and six main studies, and consistent with the SGD model (Abrams et al., 2005; Abrams et al., 2008), normative leaders were consistently endorsed more, or evaluated more positively, than anti-norm leaders. Across the different testing contexts, incumbent anti-norm leaders were derogated regardless whether they were appointed or elected or whether the outgroup who appointed them had an incompatible or irrelevant relationship with the ingroup. Further, whilst showing high IQT to group members helped anti-norm leaders obtain similar evaluations as to those obtained by low IQT normative leaders, exhibiting high levels of respect for group history failed to help anti-norm leaders mitigate negative evaluations from their group members. These findings suggest that, in line Abrams et al. (2008), once an individual becomes a leader, group members do not take into consideration how that leader came to be or where they came from in evaluations. Instead, group members seem to focus on what the leader does, or can do, for the group. Whilst respect at the group, and particularly at the individual, level can have a limited impact on evaluations, it would seem that little that the leader can do on their own will moderate the negative evaluations of them that stem from the fact that their position fundamentally undermines the validity of prescriptive ingroup norms. As such, and consistent with SGD literature (Abrams et al., 2005; Abrams et al., 2008), the findings of the current program of research demonstrate the overwhelmingly robust motivation of group members to derogate anti-norm leaders who undermine prescriptive ingroup norms. For leaders faced with the challenging task of leading their ingroup towards the prescriptive norms of an outgroup, the findings of the current program of research suggest that, consistent with the group engagement model (Tyler & Blader, 2003) bolstering respect for group members through enacting both informal and formal procedures may be somewhat effective. Alternatively, and to carry the black sheep analogy dominant in this line of research further, the anti-norm leader may simply constitute the proverbial ‘sacrificial lamb’ – that is rejected and unpopular among the people he or she is supposed to lead.

No / We use the method of policy capturing to address three open-ended questions regarding how people judge the fairness of events. First, do people differ in how they judge whether a situation is fair or unfair; second, are fairness judgments stable within-person; and, third, how much insight do people have into how they make fairness judgments? To investigate these questions, we used the method of policy capturing and a representative design that samples situations as well as participants. Forty-nine employees rated the global fairness of 56 performance appraisals sampled from their own organization (N = 2,744 situations), and regression methods were used to infer their judgment policy from their choices. We found that people differed greatly in how they judged fairness but used quite consistent policies across similar situations. Participants also provided self-reports of their judgment policies, and comparisons of these self-reports with actual policies revealed limited levels of self-insight.

La corruption au travail est une problématique importante, présente au niveau mondial, qui touche à la fois les organisations privées et publiques. Elle est reconnue comme un phénomène coûteux aux conséquences négatives sur divers aspects du développement économique et humain. Étant donné que les actes et le comportement des individus corrompus au travail est un sujet qui n’est pas facile à appréhender pour les gestionnaires, ce travail de recherche vise à explorer le concept de corruption organisationnelle. Dans ce travail, un certain nombre d’éléments ont été pris en compte pouvant prévenir et de contrôler les actes et les comportements des individus corrompus au travail. Nous nous sommes appuyés sur la théorie de la conservation des ressources (COR) de Hobfoll (1989) pour construire la recherche. La motivation de la corruption est théorisée à travers le modèle COR. Ce cadre propose une corruption au travail appréhendée comme une stratégie de prévention de perte des valeurs de motivation des salariés. Cette recherche étudie l’impact direct de l’impuissance, du sentiment de maîtrise et de justice procédurale et distributive sur la corruption. Dans cette relation est analysé en plus l’effet modérateur de la transparence et du climat d’entraide. Pour cette recherche 575 salariés dans des organisations internationales ont été interrogés. Les résultats démontrent que l'impuissance affecte positivement la corruption et la déviance au travail. Cependant, la justice distributive affecte négativement la corruption au travail. Le sentiment de la maîtrise et la justice procédurale affectent négativement la corruption et la déviance au travail. Cependant, la justice distributive impacte négativement la corruption au travail. Les résultats obtenus valident la plupart de nos principales hypothèses, mais ils suggèrent que l'importance de la nature de la corruption du type de corruption par rapport aux variables de ressources. / Workplace corruption is a global issue for private and public organizations. It has beenrecognized as a costly phenomenon having negative consequences in various aspects ofeconomic and human development. Since corrupt acts and behaviors of individuals atworkplace are a challenging subject for managers, this doctoral dissertation seeks to exploreorganizational corruption and also to emphasize the importance of organizational corruptionstudy from a managerial perspective. This study provides elements to better understand howto prevent and to control corrupt acts and behaviors at work. The research model isconstructed on the basis of conservation of resources (COR) theory of Hobfoll (1989).Corruption motivation is theorized through COR theory and within this framework, itproposes corruption as a strategy to prevent the perceived loss of valued motivationalresources. Specially, this research investigates the direct impact of powerlessness, sense ofmastery, distributive and procedural justice on workplace corruption. Furthermore, it studiesthe moderating effect of transparency and caring climate on the relationship betweenpowerlessness, sense of mastery, procedural justice, distributive justice, and workplacecorruption. Sample consists of 575 employees from international organizations havecontributed to this research. Results highlight that powerlessness positively, sense of masteryand procedural justice negatively impact on workplace corruption and deviance. However,distributive justice only negatively impacts on workplace corruption. Results mostly validateour principal hypotheses but suggest that the nature of corruption relates to the type ofresources felt threatened.

There have been good arguments made for the development of aggressive affirmative action policies with the end goal of quickly moving black South Africans into corporate and high ranks within management of organisations. One of the central arguments in favour of aggressive AA policies is the risk of racial polarization post-apartheid should a quick fix not be initiated. It makes good business and economic sense for AA policies to be implemented as black consumers coupled with black managers will have the eventual end point of lower unemployment and crime, through job creation and security of the representative majority.

There have been good arguments made for the development of aggressive affirmative action policies with the end goal of quickly moving black South Africans into corporate and high ranks within management of organisations. One of the central arguments in favour of aggressive AA policies is the risk of racial polarization post-apartheid should a quick fix not be initiated. It makes good business and economic sense for AA policies to be implemented as black consumers coupled with black managers will have the eventual end point of lower unemployment and crime, through job creation and security of the representative majority.

Magister Commercii (Industrial Psychology) - MCom(IPS) / There have been good arguments made for the development of aggressive affirmative action policies with the end goal of quickly moving black South Africans into corporate and high ranks within management of organisations. One of the central arguments in favour of aggressive AA policies is the risk of racial polarization post-apartheid should a quick fix not be initiated. It makes good business and economic sense for AA policies to be implemented as black consumers coupled with black managers will have the eventual end point of lower unemployment and crime, through job creation and security of the representative majority. / South Africa