Why Managers Should Care About Fairness: The Effects of Aggregate Justice Perceptions on Organizational Outcomes
Simons, Tony L.; Roberson, Quinetta
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.
justice perceptions; customer satisfaction; organizational outcomes; procedural and interpersonal justice; employee turnover; discretionary service behavior
Required Publisher Statement: © American Psychological Association. Final version published as: Simons, T., & Roberson, Q. (2003). Why managers should care about fairness: The effects of aggregate justice perceptions on organizational outcomes. Journal of Applied Psychology, 88(3), 432-443. doi:10.1037/0021-9010.88.3.432 Reprinted with permission. All rights reserved.*This article was the recipient of the Cornell University School of Hospitality Administration Research Award for 2004.