This research is based on the premise that employees respond to dissatisfaction in
general and organizational injustice in particular in two primary ways: by speaking up and/or
by staying silent. This qualitative, theory-generating study examines the phenomenon of
organizational injustice (including its antecedents and consequences) and employees'
responses toward three research goals: 1) greater understanding of organizational injustice; 2)
greater conceptual consensus through concept development of voice and silence; 3) a process
model of organizational injustice, voice and silence. Also, new knowledge about voice and
silence is linked to organizational practice by examining the availability of various voice
systems and perceptions of their efficacy.
The research design is influenced by several organizational research streams, as well
as grounded theory and clinical methods. Thirty-two employees, each representing different
organizations and occupying both managerial/professional positions and clerical/line
positions participated in semi-structured, open-ended interviews in which they described 33
cases of workplace injustice. The interview design includes two methods: 1) a retrospective
critical incident technique to discuss a workplace experience which participants defined as
unjust; and 2) a projective exercise in which participants were asked to imagine that they
could speak with impunity to the person(s) involved or responsible for their perceived
injustice. Interview cases were supplemented by 30 archival cases of employees' voicing of
discontent through a government-sponsored voice system.
Significant results concerning the phenomenon of organizational injustice included
the introduction of a four-category typology which departs from traditional classifications
with its inclusion of interactional injustice (interpersonal mistreatment by a boss) as a distinct
category, the systematic delineation and description of interactional injustice according to
eight emergent behavioural dimensions, the identification of organizational antecedents to
workplace injustice according to four emergent groupings (i.e., structural, procedural, cultural
and global) and the identification of individual- and organizational-level consequences.
In addition, the concepts of voice and silence emerged as forms of resistance to
organizational injustice. Voice was found to encompass two distinct but related constructs:
formal and informal voice. Specific strategies by which participants resisted injustice were
identified for voice (formal and informal) and silence. A process model of voice and silence
in organizational injustice was also introduced. / Business, Sauder School of / Graduate
| Identifer | oai:union.ndltd.org:UBC/oai:circle.library.ubc.ca:2429/8637 |
| Date | 05 1900 |
| Creators | Harlos, Karen P. |
| Source Sets | University of British Columbia |
| Language | English |
| Detected Language | English |
| Type | Text, Thesis/Dissertation |
| Format | 11725749 bytes, application/pdf |
| Rights | For non-commercial purposes only, such as research, private study and education. Additional conditions apply, see Terms of Use https://open.library.ubc.ca/terms_of_use. |
Page generated in 0.0014 seconds