• Phyllis A Siegel, Corinne Post, Joel Brockner, Ariel Y Fishman, and Charlee Garden.
• Department of Organization Management, Rutgers, The State University of New Jersey, Piscataway, NJ 08854, USA. psiegel@rci.rutgers.edu
• J Appl Psychol. 2005 Jan 1; 90 (1): 13-24.

AbstractTo help employees better manage work-life conflict, organizations have introduced various initiatives, which have met with mixed results. The present studies examined the utility of a procedurally based approach to understanding employees' reactions to work-life conflict. The authors examined whether the fairness of procedures used by organizational authorities to plan and implement decisions moderates the (inverse) relationship between work-life conflict and employees' organizational commitment. Three studies using different methodologies showed support for the moderating role played by procedural fairness. That is, the tendency for greater work-life conflict to lead to lower commitment was significantly less pronounced when procedural fairness was high rather than low. Theoretical contributions to the work-life conflict and organizational justice literatures are discussed, as are practical implications.

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