Dissertation (Ph. D.)--University of Akron, Dept. of Psychology-Industrial/Organizational Psychology, 2009. / "May, 2009." Title from electronic dissertation title page (viewed 12/2/2009) Advisor, Aaron M. Schmidt; Committee members, Rosalie J. Hall, Paul E. Levy, Yang Lin, Robert G. Lord; Department Chair, Paul E. Levy; Dean of the College, Chand Midha; Dean of the Graduate School, George R. Newkome. Includes bibliographical references.

Thesis (Ph. D.)--Michigan State University. Dept. of Management, 2006. / Title from PDF t.p. (viewed on Nov. 20, 2008) Includes bibliographical references (p. 95-104). Also issued in print.

After decades of consistency in the organizational practices of police departments, the public has come to demand a reform that reflects the advancements in technology and research. However, the durability of these organizations is largely due to an internal resistance to change. This study argues that the most effective avenue for police to effectively induce this change is through the cultivation of positive leadership and justice perceptions. Prior literature has proven that both transformational leadership and organizational justice play a significant role within organizations in the development of improved attitudes and behaviors. As such, this project took a holistic approach to assess the presence of a primary relationship between transformational leadership and organizational justice perceptions. Using a secondary data set, the current study analyzed the responses of thirty-eight officers from a single police department and found a significant relationship between these two concepts. Results showed that the total model of transformational leadership significantly predicted perceptions of procedural justice, interactional justice, and overall organizational justice. The intricacy of this connection, however, may only run through one of the four transformational leadership facets. This argues that these findings could aid in the creation of a prospective avenue for inducing organizational change by establishing the foundation for effective supervisor-officer relationships based on the paralleled importance of individualized consideration.

<p> Organizational justice has received considerable research attention over the past three decades. Most of this attention, however, has focused on examining the relationship between organizational justice and outcome variables such as work attitudes and behaviours. The question of organizational antecedents of organizational justice has not been fully explored. Also, most previous studies have been conducted in western countries. The amount of available research from nonwestern countries is limited. The present study investigates both antecedents and outcomes of organizational justice using a sample of 242 supervisor-subordinate dyads from Chinese organizations. A path model is developed and tested depicting perceived HR practices (empowerment, psychological contract breach, and communication) as antecedents to organizational justice perceptions (distributive, procedural, and interactional), and organizational citizenship behaviour (OCB) and turnover intention as outcomes. The results provide empirical evidence of the impact of: (a) empowerment on distributive justice perceptions; (b) psychological contract breach on distributive and procedural justice; and (c) communication on procedural justice and interactional justice. The results also demonstrate that perceptions of distributive, procedural and interactional justice positively predict OCB and that perceptions of distributive and interactional justice contribute to turnover intention. The theoretical and practical implications of these results are discussed.</p> / Thesis / Doctor of Philosophy (PhD)

Recent research on organizational justice suggests 3 elements of process-related justice: procedural, interpersonal, and informational justice. Early research on the fair process effect indicates that fair procedures in general can help to ameliorate the effects of negative outcomes. This study examined the relative importance of each specific process element in accounting for the fair process effect. In addition, this study examined whether there are substitutable effects among the process elements such that high fairness on one element substitutes for low fairness on another element. Administrative Assistants working at a university read 48 hypothetical profiles describing a supervisor's procedural,interpersonal and informational justice behaviors in handling a negative job-related outcome. Administrative Assistants provided overall judgments of the fairness of the situation. The policy capturing analysis indicated that the weights given to the fairness cues varied somewhat across individuals. Hierarchical cluster analysis indicated that participants' fairness policies could be grouped into 3 homogenous clusters: two "main effects clusters" and an "interaction cluster." The first main effects cluster equally weighted procedural, interpersonal and informational justice in their overall fairness evaluations. The second main effects cluster favored procedural justice over the other two forms of justice. Finally, participants in the interaction cluster utilized the three two-way interactions between the forms of justice. Between-subject analyses indicated that the available demographic and background variables were not related to the judges' policies. Research and practical implications are discussed. / Ph. D.

This research purpose organizes the fair influence to organizing of the political consciousness in order to probe into, and then deepening test can organize political consciousness because working anxiety and intermediary result to organize cynicism influence the justice of organizing. So, this research is with Ferris et al. (2002) Revise models as basis in political consciousness of organizations put forward. Probe into it after the member realizes the existence which organizes politics, the phenomenon that they will produce ' work anxious '. After using structural equation modeling¡]SEM¡^ to analyze the research data in 2008, provided by Political Perception Research Team, which is led by Prof. Chin-Ming Ho, the new findings include: 1. organize the fair influence for organizing of the political consciousness, construct the surface and appear and shoulder in the ' general political consciousness ' apparently relevantly; On ' keep silent, wait for advantage quietly ' construct surface appear apparent to shoulder relevantly; Appear and shoulder in ' the policy and practice disparity ' apparently relevantly. 2. organize the political consciousness to be anxious and apparent to influence to the work. 3 .organize the political consciousness for organizing the cynicism to be apparent to influence. 4. it is anxious to work and is defeated by fairly influence in organizing. 5. organize the cynicism to defeat by fairly influence in organizing. 6. it is anxious with organizing the cynicism in order to organize the political consciousness and intermediary which the organization promise to change one to work.

Organizational justice literature indicates that high quality relationships will result in more favorable treatment of the individual. However, little has been done regarding how relationships with the supervisor (i.e., ingroup/outgroup identification, leader-member exchange, and guanxi: a Chinese concept for interpersonal relationship) can influence the effects of organizational justice on employees’ job satisfaction, organizational commitment, trust in the supervisor, and trust in the organization. Thus, the first purpose of this dissertation is to examine how different relationships with the supervisor influence the effects of organizational justice on individual and organizational outcomes. Further, most of the current research on organizational justice is done in the U.S. culture. But, there is still doubt that employees recognize principles of justice the same across all cultures, and that organizational justice would have the same consequences on affected employees. The second purpose of my dissertation is to investigate how the relationships between organizational justice and its consequences vary among employees with different cultural values, specifically in the U.S. and China. Finally, I explore the potential three-way interaction of relationships with supervisors, cultural values, and organizational justice on key outcomes. Specifically, I hypothesized that supervisor-subordinate relationships and cultural values will each separately moderate the effects of organizational justice on outcome variables. In addition, I hypothesized that there will be joint moderating effects of supervisor-subordinate relationships and cultural values on the influence of organizational justice. Data were collected from the U.S. and China to test the hypotheses of the present study. Results from hierarchical linear regression showed that only a small percent of hypothesized effects was significant and there was no strong evidence to support hypotheses. However, there were also some interesting results. LMX, guanxi, and ingroup identification all exhibited some extent of moderating roles on the effects of organizational justice, suggesting a multi-dimensional supervisor-subordinate relationship. Cultural values did not show much moderating effects as predicted. Threeway interactions among organizational justice, supervisor-subordinate relationships, and cultural values were more complex and did not show a consistent pattern. Possible explanations for these results and limitations were discussed. Contribution to the literature, practical implications, and future research were also addressed.

Abstract While Psychological contract has actively been studying in Europe and America, our scholars in Taiwan still pay less attention to this area. For an objective view and study on the response of the Psychological contract that has been violated, a particular selected group of Physicians, who are not readily affected by the threat of unemployment like others¡¦ occupation, are set to be this research object; this could truly represent when an employee believes that the organization has failed to fulfill one or more of those obligations and the feeling of degree of practice. This article is based on the viewpoint of an employee to study the violation of the Psychological contract. It discovers that the organizational justice would affect the degree of violation in the Psychological contract, and this research has been applied different ways of study on motivations such as financial, non-financial, salary and promotion. Research discloses that the financial motivation emphasizes on distributive justice, non-financial motivation focuses more on the procedural justice. The higher recognition of the salary distributive and procedural justice, the less violation of the Psychological contract; the higher recognition of the promotion distributive and procedural justice, the less violation of the Psychological contract. Research study is divided into two methodologies: qualitative and quantitative. The former study is to infer the theory of western justice and to see if Taiwan is appropriate for evidence and the relationship between the developing of the affirmative research variables; the first step is to proceed with qualitative research by doing literature collection and interviewing with 8 different cases where the chosen objects are complied with the basis of this research. The latter study is to apply the well-established quantitative chart edited according to this research demand and the objects¡¦ characteristics, and it also proceeds further with the professional effectiveness analysis. From the literature survey and personal interviews, it is discovered that the appearance of the self-esteem within the characteristics of personality would influence the degree of the violation in the Psychological contract. Hence, during the proof of quantitative way, the self-esteem is set to be the interference of violation degree variable in the Psychological contract. Research result indicates that the interaction between the self-esteem and the promotion distributive justice will affect the violation of promotion Psychological contract. During the period of the quantitative survey which coincided with the widespread of SARS, Taiwan was first encountered the serious impact of SARS incidents and the surveyed physicians were positioned themselves at the frontline and their stress and the additional workloads were never happened before. This incident was unexpected whatsoever in this research plan and it was certainly an obstacle and caused extreme difficulty during all the samples collection. Keywords: psychological contract violation, salary, promotion, organizational justice.

The objective of this study is to investigate the relationships among organizational justice, trust, and work performance in Taiwan logistics industry with the usage of structured questionnaire survey to obtain quantitative data for the further analysis. Due to it is the industry of capital intensive and knowledge intensive, logistics must integrate other elements such as information, finance, and human capital and so on to manifest its effectiveness of the connection from supply chain management to customer relationship management. This study takes ¡§organizational justice¡¨ (distributive justice, procedure justice and interactional justice) as self-variable item, ¡§trust¡¨ (colleague trust, supervisor trust and organizational trust) as intermediary variable item, and ¡§work performance¡¨ (task performance and contextual performance) as dependent variable item. The research targets are corporation employees within logistics industry in Taiwan area. The survey research method has been adopted six hundreds of questionnaires have been sent out and receive three hundreds and fourteen valid questionnaires back. The research result shows that: 1. The individual tendency variation does not have significant difference in organizational justice, trust and work performance 2. There is an obvious positive relationship among organizational justice, trust and work performance. 3. Organizational justice has a positive effect on work performance. 4. Supervisor trust and organizational trust have significant effect on work performance and colleague trust does not have significant effect on work performance. 5. Supervisor trust and organizational trust have significant intermediary effect on interactional justice and work performance. 6. Supervisor trust and organizational trust have significant intermediary effect on organizational justice and contextual performance. There is not only a need for a generic theory development of logistics management, but further discussion of relationship among organizational justice, trust and work performance with the incorporation of human resource.

Organizational citizenship behavior¡]Smith, Organ, & Near, 1983¡^refers to discretionary behaviors that benefit the organization but are not formally rewarded or appraised. Previous research has traditionally identified employee perceptions of justice or equity, and trust with the organization as determinants¡]Motowidlo & Van Scotter, 1994; Organ & Konovsky, 1989¡^, but this conceptualization has been focused on employee¡¦s behaviors¡]Orr, Sackett, & Mercer, 1989; Podsakoff, Aheame, & Mackenzie 1997¡^. This study develops a new concept as an important variable, customer citizenship behavior(CCB), underlying logistics industry in Taiwan, to further the understanding of citizenship behaviors. It is important to study because it affects organizational performance. And, with the growing importance of Customer Relationship Management(CRM), the relationship between the business context and CCB has not been addressed. The business context is defined to include: organizational justice, trust in business teams, and satisfaction with the other customer service relationships. Hypotheses are developed linking these aspects of the business context to CCB.The main purpose of this research is to investigate the relationships between organizational justice, trust and CCB and indirect effects as the mediated variable¡¨trust¡¨between organizational justice and CCB.Those relationships could be examined through questionnaire survey method. The main findings of the empirical study are as follows¡G 1. Organizational justice holds the positive relationship toward CCB 2. Organizational justice holds the positive relationship toward Trust 3. Trust holds the positive relationship toward CCB 4. Trust holds the significant indirect effects between organizational justice and CCB 5. Personal attributes holds the significant influence toward CCB