Journal of Applied Psychology 2003, Vol. 88, No. 3, 432– 443
Copyright 2003 by the American Psychological Association, Inc. 0021-9010/03/$12.00 DOI: 10.1037/0021-9010.88.3.432
Why Managers Should Care About Fairness: The Effects of Aggregate Justice Perceptions on Organizational Outcomes
Tony Simons and Quinetta Roberson
This work examines the aggregation of justice perceptions to the departmental level and the business-unit level, the impact of these aggregate perceptions on business-unit-level outcomes, and the usefulness of the distinction between procedural and interpersonal justice at different levels of analysis. Latent variables analyses of individual-level and department-level data from 4,539 employees in 783 departments at 97 hotel properties showed that the 2 justice types exercise unique paths of impact on employees’ organizational commitment and thus on turnover intentions and discretionary service behavior. Business-unit-level analyses further demonstrate paths of association between aggregate justice perceptions, aggregate commitment levels, and the business-unit-level outcomes of employee turnover rates and customer satisfaction ratings.
The study of organizational justice has emerged as an extremely popular topic in industrial– organizational psychology, human resource management, and organizational behavior (Colquitt, Conlon, Wesson, Porter, & Ng, 2001; Cropanzano & Greenberg, 1997; Greenberg, 1990). Organizational justice research, which focuses on the role of fairness as a consideration in the workplace, has demonstrated that fair treatment has important effects on individual employee attitudes, such as satisfaction and commitment, and individual behaviors, such as absenteeism and citizenship behavior (Colquitt et al., 2001). In addition, research has demonstrated associations between perceived justice and individual work performance (Cohen-Charash & Spector, 2001; Colquitt et al., 2001). Greenberg and Lind (2000)...