When do procedural fairness and outcome fairness interact to influence employees' work attitudes and behaviors? The moderating effect of uncertainty.
Prior research has shown that procedural fairness interacts with outcome fairness to influence employees' work attitudes (e.g., organizational commitment) and behaviors (e.g., job performance, organizational citizenship behavior), such that employees' tendencies to respond more positively to higher procedural fairness are stronger when outcome fairness is relatively low. In the present studies, we posited that people's uncertainty about their standing as organizational members would have a moderating influence on this interactive relationship between procedural fairness and outcome fairness, in that the interactive relationship was expected to be more pronounced when uncertainty was high. Using different operationalizations of uncertainty of standing (i.e., length of tenure as a proxy, along with self-reports and coworkers' reports), we found support for this hypothesis in 4 field studies spanning 3 different countries.
Rotterdam School of Management, Erasmus University, Rotterdam, The Netherlands.
David
D
De Cremer
Joel
J
Brockner
Ariel
A
Fishman
Marius
M
van Dijke
Woody
W
van Olffen
David M
DM
Mayer
D000328:Adult; D001290:Attitude; D003299:Cooperative Behavior; D003659:Decision Making, Organizational; D005260:Female; D006801:Humans; D007588:Job Satisfaction; D008297:Male; D009042:Motivation; D009426:Netherlands; D015279:Organizational Culture; D009937:Organizational Objectives; D010558:Personnel Loyalty; D010559:Personnel Management; D012201:Reward; D012935:Social Justice; D035501:Uncertainty