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.
| Identifer | oai:union.ndltd.org:tamu.edu/oai:repository.tamu.edu:1969.1/ETD-TAMU-2554 |
| Date | 15 May 2009 |
| Creators | Ren, Run |
| Contributors | Colella, Adrienne, Umphress, Elizabeth |
| Source Sets | Texas A and M University |
| Language | en_US |
| Detected Language | English |
| Type | Book, Thesis, Electronic Dissertation, text |
| Format | electronic, application/pdf, born digital |
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