Organizational Justice, Unemployment, and Employee Health: A Meta- Analysis

2017 ◽  
Vol 2017 (1) ◽  
pp. 13631
Author(s):  
Abiola Sarnecki
2006 ◽  
Author(s):  
Jordan M. Robbins ◽  
Michael T. Ford ◽  
Douglas E. Haynes ◽  
Lois E. Tetrick

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  

Purpose Psychological capital and perceived organizational justice are important personal and job-related resources with scope to positively affect employee health in stressful work contexts. Delivering programs to develop these resources together with a focus on increasing work engagement can best help generate desired outcomes. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.  Findings Psychological capital and perceived organizational justice are important personal and job-related resources with scope to positively affect employee health in stressful work contexts. Delivering programs to develop these resources together with a focus on increasing work engagement can best help generate desired outcomes. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.


Criminology ◽  
2020 ◽  
Vol 58 (4) ◽  
pp. 619-644 ◽  
Author(s):  
Scott E. Wolfe ◽  
Spencer G. Lawson

2016 ◽  
Vol 44 (6) ◽  
pp. 2375-2404 ◽  
Author(s):  
Marjo-Riitta Diehl ◽  
Ansgar Richter ◽  
Abiola Sarnecki

According to uncertainty management theory (UMT), organizational justice helps individuals to cope with uncertainty. Employees will thus respond stronger to organizational justice when uncertainty is high. We contribute to UMT by highlighting poor socioeconomic conditions, specifically, weak rule of law, low human development, and high income inequality, as salient sources of uncertainty. We argue that when these conditions are unfavorable, the effects of organizational justice on employee reactions will be stronger than when they are more favorable. We test our arguments using a meta-analysis of 279 studies involving 315 samples from 31 countries. Our findings suggest that poor socioeconomic conditions raise the strength of the relationship between organizational justice on the one hand and task performance and organizational citizenship behavior on the other but not the relationship between organizational justice and counterproductive work behaviors. Our study responds to recent calls to place greater emphasis on contextual factors and to close the macro–micro gap in the literature on organizational justice.


2003 ◽  
Vol 19 (2) ◽  
pp. 79-95 ◽  
Author(s):  
Monica H. Cass ◽  
Oi Ling Siu ◽  
E. Brian Faragher ◽  
Cary L. Cooper

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