Indiana University-Purdue University Indianapolis (IUPUI) / Organizations continuously look to improve the implementation and ultimate success of organizational change. One way to facilitate organizational change is to effectively manage employee reactions to that change. Previous research has examined the use of a due process approach, specifically in relation to the performance appraisal systems. Past results have indicated that meeting the due process criteria for adequate notice, fair hearing and judgment based on evidence positively influences employee perceptions of the performance appraisal system, organizational justice, and other key variables. The current study expands on these findings by applying the due process approach to the implementation of a merit pay system. With the main goals of a merit pay system being to retain and motivate employees, successful implementation is key. The current study measured perceptions of due process over three measurement periods during the implementation of a new merit pay system. Results demonstrated that the due process components are meaningful in the implementation of a merit pay system. Perceptions of due process predicted system satisfaction and organizational justice perceptions both within and across measurement time periods.

The present research study investigated the relationships between perceptions of justice in the work and home environments and work-family balance. For purposes of this study, justice perceptions in the workplace were explored in terms of the work-family support policies, practices, and procedures provided by organisations to assist their employees in balancing their work and family demands. Similarly, justice perceptions in the home environments were explored in terms of the family-work support arrangements provided by individuals’ home environments in order to assist them in balancing their family and work demands. As the scales used to measure justice perceptions were modified versions of the original Organisational Justice Scale (Judge & Colquitt, 2004), a pilot study was conducted in order to assess their internal validity and reliability. The pilot study sample consisted of 44 South African working parents who fit the requirements of the sample (between the ages of 25 and 50, in a relationship, and had at least one child for whom they were responsible). Factor analyses and Cronbach Alpha estimates suggested the modified scales were suitable for use in the main study. The sample for the main study consisted of 213 working parents obtained from various organisations who met the criteria for participation (between the ages of 25 and 50, in a relationship, and had at least one child for whom they were responsible). The modified justice scales, as well as the Work-Family Conflict Scale (Carlson, Kacmar, & Williams, 2000) and Work-Family Enrichment Scale (Carlson, Kacmar, Wayne, & Grzywacz, 2006), were used to assess the variables of interest. Additional factor analyses and reliabilities conducted for both modified justice scales in the main study supported a four factor structure for both scales. Descriptive statistics established that participants experienced average amounts of perceived distributive, procedural, and informational justice and a slightly higher amount of interpersonal justice in both environments. Participants in the study also reported experiencing average amounts of work-family conflict and slightly higher amounts of work-family facilitation. With regard to the relationships between justice perceptions and work-family balance, the results indicated that participants who perceived their work-family policies, practices and procedures in their organisations and their family-work policies in their home as more just experienced less conflict and increased enrichment between the two domains. The current study also explored whether perceived organisational justice, perceived home justice, work-family conflict, and work-family enrichment differed based on the level of support provided in the work and home environments. Results indicated that differences in the amount of support provided by organisations created differences in employees’ perceptions of procedural, interpersonal, and overall organisational justice; but not in perceptions of distributive and informational organisational justice. In addition, the amount of workplace support provided by organisations did create differences in overall levels of experienced work-family balance. Support in the home environment did create differences in levels of perceived home justice but did not create differences in levels of work-family balance experienced by participants. Overall, the study was successful in modifying and validating the Perceptions of Justice Scales, in stressing the importance of these perceptions regarding support provided to working parents in both their work and home environments, and in exploring the relationships between these justice perceptions and work-family balance.

Organisational justice has been of great interest to researchers as it has been linked to employee attitudes and behaviours (Dailey & Kirk, 1992; Greenberg, 1990; Moorman, 1991). However in the context of South African organisations, restorative organisational justice, Ramsay (2009) argues, should occupy a similar place of interest. This is because South African organisations are governed by social correction policies such as employment equity which aims at correcting past injustices in the work place. This has resulted in the preferential selection of previously disadvantaged groups. The current research study attempted to understand the relationship between organisational justice and organisational attractiveness as well as the relationship between restorative organisational justice and organisational attractiveness. Furthermore the research attempted to explore whether or not there was a difference in degree of association between these two organisational justice frameworks and their relationship with organisational attractiveness. The research was conducted on a sample of 342 employees from a debt collection organisation. Only the call centre department within the organisation participated. The results further confirmed the strong relationship between organisational justice and organisational attractiveness. Surprisingly restorative organisational justice overall, did not prove to have as strong a relationship with organisational attractiveness as compared to the traditional organisational justice framework. Research should not end here and future research should attempt to explore restorative organisational perceptions using different samples with a more diverse representation of race.

As mulheres apresentam maior qualificação, mas menores salários e oportunidades de crescimento de carreira. Como a área de Recursos Humanos (RH) está envolvida, ou é responsável, por essas decisões, questiona-se qual o papel dos profissionais da área pela justiça desses processos decisórios. Nesse contexto, esta tese pretende contribuir com o entendimento das relações entre as mulheres e as empresas em que trabalham, a partir dos conceitos de Gestão Estratégica de RH e Justiça Organizacional. Seu objetivo principal consistiu em revelar quais os sentidos atribuídos pelos profissionais de RH à sua atuação nas questões de Justiça Organizacional relacionada à gênero. O referencial teórico dessa pesquisa foi construído para situar historicamente a evolução do processo de independência econômica das mulheres na sociedade e compreender o papel da área de RH para que essas organizações possam incluir as mulheres dentro de um ambiente em que as políticas e práticas sejam aplicadas de maneira justa para homens e mulheres. O conceito de gênero utilizado para esse trabalho, alinhado à abordagem construcionista utilizada, foi proposto por Scott (1986, p. 1.067), no qual gênero é um \"elemento constitutivo de relações sociais baseado nas diferenças percebidas entre os sexos, e é uma forma primária de significar as relações de poder\", de tal forma que quando há mudanças sociais, essas relações também se transformam. Também são apresentados conceitos sobre a Gestão Estratégica de Recursos Humanos, a partir de uma perspectiva contingencial (LEPAK; SHAW, 2008) e das diferenças entre práticas de RH que valorizam ou dissolvem as diferenças entre os grupos dominantes e os minoritários (LIFF, 1997). No que se refere à Justiça Organizacional, são explicadas as quatro dimensões que formam o conceito, Justiça Distributiva, Procedimental, Interpessoal e Informacional, suas relações com as práticas de RH e com as diferenças de gênero. Adotou-se para esta pesquisa a proposta de análise de práticas discursivas de Spink (2011) e, por ser um assunto em momento de mudança social, adotou-se também a \"Teoria Social do Discurso\" proposta por Fairclough (2001). Verifica-se que os profissionais de RH descrevem a mulher como qualificada, cuidadosa, sensível e com visão holística para a análise das situações. Também são mães (ou serão), heterossexuais e estão em cargos hierárquicos mais altos. Quando as mulheres não apresentam essas características ou comportamentos esperados, são consideradas mais masculinas. Os profissionais de RH atribuem a si mesmo o papel de desenvolver políticas de RH e de influenciar dos gestores, responsáveis pela tomada as decisões de Seleção, Remuneração e Promoção, e também pela criação de um ambiente de trabalho saudável para as mulheres. Durante as entrevistas, foram apresentadas variáveis que impactam a percepção de Justiça Organizacional dos profissionais de RH e outras, relativas à condição da mulher e de contexto, que levam a diferenças entre homens e mulheres. Em relação às práticas de Gestão da Diversidade que poderiam contribuir para uma maior igualdade entre homens e mulheres no ambiente de trabalho, constatou-se que seria possível combinar práticas vinculadas à corrente de Valorização das Diferenças e de Dissolução das Diferenças. / Women are more qualified , but lower salaries and fewer opportunities to grow. As Human Resources (HR) department is involved or is considered responsible for those decisions, the role of its professionals and their fair decisions are put in question. Regarding that, this thesis will ease the understanding between women and the companies they work for, using HR Strategic Management and Organization Justice concepts. Its main target was to show how HR professionals act using Organizational Justice related to gender issues. Theoretical part of this survey was made for a historical set of women\'s economic independence evolution in society and comprehension of HR department role and how it can put women in a workplace where the rights for men and women are equally fair. The gender issue used here based on constructionist approach was suggested by Scott (1986, p.1067) where \'gender is a constitutive element of social relationships based on perceived differences between the sexes, and gender is a primary way of signifying relationships of power\' and this way may be influenced by social changes. There are also concepts of Strategic Management of Human Resources based on perspective contingency (LEPAK; SHAW, 2008) and the different HR ways of valuing or dissolving the differences between major and minor groups (LIFF, 1997). Referring to Organizational Justice, there are four dimensions that create a concept: Distributive, Procedural, Interpersonal and Informational Justice, its links with HR methods and gender issues. To make this survey it was used the analysis of discursive practices by Spink (2011) and as the topic is under social changes, \'Social Theory of Discourse by Fairclough (2001) as well. It\'s shown that HR professionals describe a woman as qualified, careful, sensible, with a holistic view to analyze the situation. They are (or will be) mothers, heterosexuals and occupy high positions. When women don\'t have these characteristics or expected behavior, they are considered more masculine. HR professionals put themselves in charge of developing HR polices and influencing managers responsible for decision taking of Selection, Compensation and Promotion, providing healthy working environment for women as well. During the interviews it was shown that variables influence HR Organizational Justice Professionals and others perception related to woman condition and the context that lead to the difference between men and women. As for Diversity Management methods that could contribute to equality between women and men in the workplace, it was proven that it\'s possible to blend Valuing Difference methods with Dissolving Difference methods.

A recent meta-analysis by Berry, Ones, and Sackett (2007) revealed that perceptions of organizational justice and employee personality were two significant predictors of counterproductive work behaviors. The facets that make up the organizational justice construct are: procedural justice, distributive justice, interpersonal justice, and informational justice (Berry et al., 2007). Employees perceive justice when organizational justice rules are adhered to. However, when these rules are violated, employees may perceive injustice. The effect of perceived injustice on CWB might depend on individual characteristics, such as personality, particularly Dark Tetrad traits. The Dark Tetrad includes narcissism, Machiavellianism, psychopathy, and sadism (Buckels, Jones, & Paulhus, 2013). The intent of this study was to investigate the relationship between the Dark Tetrad traits and counterproductive work behaviors, as well as examine the moderating influence of perceived organizational injustice (distributive, procedural, interpersonal, informational, and overall injustice) on the relationship between the Dark Tetrad personality traits and four types of CWB; CWB directed towards supervisors, coworkers, the organization itself, and total CWB. Participants completed a two-part online study through Amazon Mechanical Turk, the first of which assessed perceptions of organizational (in)justice (Full-range justice scale; Colquitt, Long, Rodell, & Halvorsen-Ganepola, 2015) as well as levels of Dark Tetrad personality traits (Short Dark Triad Scale SD-3; Jones and Paulhus, 2014, and the Short Sadistic Impulse Scale SSIS; O'Meara, Davies, & Hammond, 2011). The first part of the survey also assessed participants’ negative affectivity (Negative Affectivity subscale of the Positive and Negative Affect Schedule; Watson, Clark, & Tellegen, 1988), and justice sensitivity (Victim Perspective subscale of the Justice Sensitivity Scale; Schmitt, Gollwitzer, & Arbach, 2005). The second survey was distributed 5 days after the first survey and assessed participants’ frequency of engagement in each type of CWB (Workplace Deviance Scale (WDS); Bennett & Robinson, 2000; modified using items from the Supervisor-Directed Deviance Scale; Mitchell & Ambrose, 2007). It was hypothesized that each DT trait would have a significant positive relationship with each type of CWB. This hypothesis was shown to be supported. It was also hypothesized that low levels of perceived organizational justice would moderate the relationships between the DT traits and CWB. This hypothesis was partially supported. Linear regression analyses were conducted, and the results showed that none of the justice facets significantly moderated the relationship of Machiavellianism with any of type of CWB. However, several justice facets showed significant moderating effects between the other three DT traits (narcissism, psychopathy, and sadism) and types of CWB. These results suggest that when individuals perceive a higher level of perceived organizational justice, those with dark tetrad personality traits are more likely to report engaging in fewer counterproductive work behaviors, relative to those who perceive lower levels of perceived organizational justice. The implications are that by improving perceptions of organizational justice, organizations could potentially reduce counterproductive work behavior in employees with strong dark tetrad personality traits.

<p>Ett högt ohälsotal i arbetslivet innebär stora kostnader för samhället, arbetsgivare och även för de anställda. Forskningen inom detta område har flyttat fokus från att studera ohälsa till att istället studera hälsa och vilka faktorer som befrämjar hälsa i arbetslivet, de så kallade friskfaktorerna. Föreliggande studies övergripande syfte var att studera om upplevelsen av organisationsrättvisa och personlighets¬faktorn work locus of control predicerar upplevd hälsa hos kollektivanställda män och kvinnor. Studien genomfördes utifrån ett kvantitativt perspektiv med 103 deltagare som besvarade en enkät. Svarsfrekvensen var 22,5 % och resultatet visade att work locus of control predicerar upplevd hälsa för männen och procedural rättvisa predicerar upplevd hälsa för kvinnorna. Studien fann i övrigt inte några könsskillnader i undersökta variabler.</p><p>Keywords: occupational health, organizational justice, work locus of control, gender.</p>

Ett högt ohälsotal i arbetslivet innebär stora kostnader för samhället, arbetsgivare och även för de anställda. Forskningen inom detta område har flyttat fokus från att studera ohälsa till att istället studera hälsa och vilka faktorer som befrämjar hälsa i arbetslivet, de så kallade friskfaktorerna. Föreliggande studies övergripande syfte var att studera om upplevelsen av organisationsrättvisa och personlighets¬faktorn work locus of control predicerar upplevd hälsa hos kollektivanställda män och kvinnor. Studien genomfördes utifrån ett kvantitativt perspektiv med 103 deltagare som besvarade en enkät. Svarsfrekvensen var 22,5 % och resultatet visade att work locus of control predicerar upplevd hälsa för männen och procedural rättvisa predicerar upplevd hälsa för kvinnorna. Studien fann i övrigt inte några könsskillnader i undersökta variabler. Keywords: occupational health, organizational justice, work locus of control, gender.

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In this age of variation and renovation, enterprise internationalization dominates the competition of enterprises. Confronted by keen competition, pursuing of sustainable management and development and promoting competitive superiority, the enterprises often adopt human resource management to inspire employees with hope to achieve and exceed the expectation of the organization. However, performance appraisal and compensation system are highly valued by the employees in human resource management. As for compensation system, the employees would measure the difference between what they actually acquire and what they expect to acquire and react on how much they identify with the organization and on their performance as well. This research aims at understanding how the below factors, performance appraisal cognition, compensation system cognition and personality traits influence the organizational commitment under the mediating effect of organizational justice. A questionnaire investigation was adopted in this research. Accessible population targeted on companies defined as honorary trainers of SMEs by Small and Medium Enterprise Administration in Ministry of Economic Affairs. Totally there are 500 questionnaires sent out of which 236 samples are retrieved. Weeding out 6 shares of ineffective ones without complete filling-in, there are 230 effective samples. Exploratory factor analysis, multiple regression analysis and path analysis methods are applied in the analysis and the result is as the following: 1¡BAmong performance appraisal cognition, compensation system cognition and organizational justice presents positive influence. 2¡BBetween organizational justice and organizational commitment presents positive influence. 3¡BBetween performance appraisal cognition and organizational commitment presents positive influence. 4¡BBetween compensation system cognition and organizational commitment presents positive influence. 5¡BIn addition to direct positive influence on organizational commitment, performance appraisal cognition also affects it via mediating effect of organizational justice. 6¡BIn addition to direct positive influence on organizational commitment, compensation system cognition also affects it via mediating effect of organizational justice.

Previous investigations regarding the health- and wellbeing-related outcomes of performance-based pay systems have been scarce and ambiguous so far. Considering the huge economic and organizational impact of stress-related health problems, it is important to further investigate this relation, including the impact of different variables that can help to explain the variation in the relationship between performance-based pay and job strain. The main purpose of this study is to challenge the research gap and to understand the effect of organizational justice and job control on the relation between performance-based pay and job satisfaction and stress. A quantitative research method in form of a survey is applied. To test the structural model and its hypotheses, the study uses an approach to partial least squares path modeling (PLS). The main results have shown that organizational justice moderates the relation between performance-based pay and stress. Moreover, performance-based pay increases job satisfaction when employees perceive high job control. It is furthermore revealed that gender, family responsibilities, experience and the type of performance evaluation can have an impact on the relationship as well. The study has contributed to fill the research gap above and has provided new, theoretical insight. Managers are recommended to provide organizational justice and to ensure high autonomy for employees. Instead of applying “one size fits all” solutions, managers should take demographic, organizational and situational factors into account when designing the compensation scheme.