The Journal of applied psychology
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This research takes a moral perspective to studying third parties' reactions to injustice as a function of their moral identity. Drawing from theories of deontic justice, moral intuition, moral heuristics, and moral identity, we develop and test a model of the moral underpinnings of third parties' reactions to injustice. First, we compare third parties' responses with interpersonal, distributive, and procedural justice violations. ⋯ As a result, third parties are more likely to experience stronger moral anger and punish violators in response to interpersonal transgressions compared with distributive and procedural justice transgressions. Second, we test the proposition that third parties with a strong moral identity will react more strongly to justice violations than third parties with a comparatively weak moral identity. Results from 3 studies support these predictions.
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We tested the effects of a work-family intervention on employee reports of safety compliance and organizational citizenship behaviors in 30 health care facilities using a group-randomized trial. Based on conservation of resources theory and the work-home resources model, we hypothesized that implementing a work-family intervention aimed at increasing contextual resources via supervisor support for work and family, and employee control over work time, would lead to improved personal resources and increased employee performance on the job in the form of self-reported safety compliance and organizational citizenship behaviors. Multilevel analyses used survey data from 1,524 employees at baseline and at 6-month and 12-month postintervention follow-ups. ⋯ More specifically, results demonstrate that the intervention protected against declines in employee self-reported safety compliance and organizational citizenship behaviors compared with employees in the control facilities. The hypothesized mediators of perceptions of family-supportive supervisor behaviors, control over work time, and work-family conflict (work-to-family conflict, family-to-work conflict) were not significantly improved by the intervention. However, baseline perceptions of family-supportive supervisor behaviors, control over work time, and work-family climate were significant moderators of the intervention effect on the self-reported safety compliance and organizational citizenship behavior outcomes.