The Journal of applied psychology
-
Although justice scholars often assume that individuals react to injustice in a manner that is distinct from their reactions to justice, few studies have examined this assumption. Indeed, the most widely utilized measures in the literature assess only the adherence to rules of justice--not their violation. We conducted 2 studies to build and test theory about differential reactions to justice and injustice. ⋯ Specifically, justice rule violation was predicted to be more relevant to prevention-laden outcomes that represent a high level of vigilance and concerns about safety. Justice rule adherence was predicted to be more relevant to promotion-laden outcomes that represent concerns about becoming the ideal self. The field study supported many of those predictions while showing that a full-range justice measure (i.e., one that sampled both justice rule adherence and justice rule violation) explained more variance in outcomes than existing "truncated" justice measures.
-
This article examined a curvilinear relationship between job insecurity and organizational citizenship behavior (OCB). Drawing from social exchange theory and research on personal control, we developed and tested an explanation for employees' reactions to job insecurity based on their conceptualization of their social exchange relationship with the organization at different levels of job insecurity. Using data from 244 Chinese employees and 102 supervisory ratings of OCB, we found support for a U-shaped relationship between job insecurity and OCB. Moreover, 2 factors--psychological capital and subordinate-supervisor guanxi--moderated the curvilinear relationship, such that the curvilinear relationship is more pronounced among those with lower psychological capital or less positive subordinate-supervisor guanxi.
-
This article develops the argument that team-member exchange (TMX) relationships operate at both between- and within-group levels of analysis to influence an employee's sense of identification with coworkers in the group and their helping organizational citizenship behavior (OCB) directed at coworkers. Specifically, we propose that relatively higher quality TMX relationships of an employee as compared with other members of the group influence an employee's sense of positive uniqueness, whereas higher average level of TMX quality in the group creates a greater sense of belonging. Multilevel modeling analysis of field data from 236 bank managers and their subordinates supports the hypotheses and demonstrates 3 key findings. ⋯ When TMX group relations allow individuals to feel a valued part of the group, but still unique, they engage in higher levels of helping. Overall moderated mediation analysis demonstrates that the mediated relationship linking relative TMX quality with helping OCB via identification with coworkers is stronger when group average TMX is high, but not present when group average TMX is low. We discuss theoretical and practical implications and recommend future research on multilevel conceptualizations of TMX.