Organizational Citizenship Behavior与Perceived justice之间关系的研究文献综述Word下载.docx

1、Relationship Between Organizational Justice and Organizational Citizenship Behaviors: Do Fairness Perceptions Influence Employee Citizenship?Robert H. MoormanA study conducted by Robert H. Moorman examined the relationship between perceptions of fairness and organizational citizenship behaviors in a

2、 sample drawn from two firms in the mid-western United States. A theoretical basis for a relationship between fairness and citizenship was drawn from equity theory and other theories of social exchange. Structural equation analysis with LISREL 7 found support for four hypotheses, including support f

3、or a relationship between perceptions of procedural justice and four of five citizenship dimensions. Conversely, perceptions of distributive justice failed to influence any dimension of citizenship. Organizational justice is the term used to describe the role of fairness as it directly relates to th

4、e workplace. Specifically, organizational justice is concerned with the ways in which employees determine if they have been treated fairly in their jobs and the ways in which those determinations influence other work-related variables. Two sources of organizational justice are routinely cited: distr

5、ibutive justice, which describes the fairness of the outcomes an employee receives; and procedural justice, which describes the fairness of the procedures used to determine those outcomes （Folger & Greenberg, 1985）. In essence, the belief of researchers who support the value of organizational justic

6、e is that if employees believe they are treated fairly, they will be more likely to hold positive attitudes about their work, their work outcomes, and their supervisors. As evidence for the relationship between procedural and distributive justice and a variety of organizational variables, Greenberg

7、（1990b） cited studies by Alexander and Ruderman （1987）, Folger and Konovsky （1989）, Fryxell and Gordon （1989）, and Gordon and Fryxell （1989）. A more fruitful avenue through which relationships between perceptions of fairness and employee behavior might be found includes more nontraditional types of

8、job behavior. These nontraditional behaviors are on-the-job behaviors that are not usually captured by traditional job descriptions and thus are more likely to be under personal control （Organ, 1977）. One such example of nontraditional job behavior is organizational citizenship behavior （OCB）. OCBs

9、are defined as work-related behaviors that are discretionary, not related to the formal organizational reward system, and, in the aggregate, promote the effective functioning of the organization （Organ, 1988a）. A five dimensional model of OCB includes altruism, courtesy, sportsmanship, conscientious

10、ness, and civic virtue. Relationship Between Justice and Citizenship The basis for Organs view that perceptions of fairness are related to OCB can be found in his reinterpretation of the relationship found between job satisfaction and organizational citizenship. Organ （1988a, 1988b, 1990） suggested

11、that the empirically supported relationship between job satisfaction and OCB may be better described as one reflecting a relationship between perceptions of fairness and OCB. On the basis of a review of the life satisfaction literature and a review of current job satisfaction measures, Organ （1988b）

12、 proposed that the cognitive component of job satisfaction that appears to be related to OCB probably reflects the influence of perceptions of fairness. Furthermore, when job satisfaction and perceptions of fairness are measured together, Organ （1988a） noted that the latter to the degree it more cle

13、anly taps cognition will explain the more variance in OCB （p. 36）. This conclusion suggests that, if job satisfaction and perceptions of fairness were both measured, perceptions of fairness, and not job satisfaction, would be related to OCB. Given then that job satisfaction may be made up of a large

14、 fairness component, why would fairness itself be related to OCB? In his recent work, Organ （1988b, 1990） suggested two reasons why fairness could predict citizenship. First, Adams （1965） proposed in equity theory that conditions of unfairness will create tension within a person, which he or she wil

15、l attempt to resolve. Organ （1988a） suggested that OCB could be considered an input for ones equity ratio and that raising or lowering ones level of OCB could be a response to inequity. Organ （1988b） went further by pointing out that changing OCB could be the strategy of choice because OCB is discre

16、tionary and lies outside of formal role requirements. Therefore, a change in OCB in response to inequity would very likely be safer than trying to change behavior in line with formal role requirements and, if not safer, at least would be directly under personal control. A second reason why perceptio

17、ns of fairness could be related to OCB originates from Blaus （1964） definition of a difference between economic and social exchange. Organ （1988b） believed that fairness perceptions may influence OCB by prompting an employee to define his or her relationship with the organization as one of social ex

18、change. Because social exchange exists outside strict contracts, the exchange tends toward ambiguity, allowing for discretionary, prosocial acts by the employee. Organ （1988b） wrote the inherent ambiguity of such a system frees the individual to contribute in discretionary fashion without thinking t

19、hat this will be acquiescence to exploitation （p. 553）. Therefore, if employees consider themselves in conditions of social exchange, they may be more likely to exhibit OCB. Central to this idea that citizenship may be part of social exchange is the relative ease or difficulty of exchanging social r

20、ewards. Foa and Foa （1974, 1980） noted that not all social rewards are equally exchangeable and established a resource configuration representing the relative likelihood that specific resources might be exchanged. Those resources that are proximal in structure are the ones most likely to be exchange

21、d for each other. The value of OCB is that specific acts of citizenship can be described as examples of either information resources or service resources. Because these two resources are opposite each other in Foa and Foas （1974,1980） configuration, the other four resources are proximal in some way

22、to OCB. Therefore, OCB appears to be a reasonable and likely way in which an employee can exchange the social rewards brought on by perceptions of fairness. Some empirical support exists for the influence of perceptions of fairness on OCB. Studies by Dittrich and Carroll （1979） and Scholl, Cooper, a

23、nd McKenna （1987） found that perceptions of job equity and pay equity were significantly correlated with extrarole behavior. In addition, Konovsky & Folger （1991） presented preliminary evidence for a relationship between procedural justice and altruism. Finally, recent work by Farh, Podsakoff, and O

24、rgan （1990） specifically studied the relationship between fairness, satisfaction, and OCB. Though fairness was measured indirectly from reports of leader contingent reward behavior, leader supportiveness, and participative leader behavior, fairness was found to be related to a two-factor model of OC

25、B. In summary, the studies by Dittrich and Carroll （1979）, Scholl et al. （1987）, Konovsky and Folger （1991） and Farh et al. （1990） and the conceptual rationale proposed by Organ （1988a, 1988b, 1990） provide support for a relationship between perceptions of fairness and OCB. The purpose of this study

26、 was to test the relationship between perceptions of organizational justice （in the form of distributive justice and procedural justice） and dimensions of citizenship behavior. Causal models containing paths between dimensions of fairness and OCB were tested. In addition, because of Organs （1988a） s

27、uggestion that the relationship between job satisfaction and OCB may reflect instead a relationship between perceptions of fairness and OCB, causal paths between the dimensions of fairness and job satisfaction, and job satisfaction and OCB were also tested. The specific hypotheses were as follows: 1

28、. When the effects of perceptions of organizational justice on OCB are controlled, job satisfaction will not influence the dimensions of OCB. 2. Perceptions of organizational justice will positively influence the dimensions of OCB. 3. Perceptions of organizational justice will positively influence j

29、ob satisfaction. One final point of interest in this study was the possible causal relationship between procedural and distributive justice. Even though relatively high correlations have been reported between distributive and procedural justice, most work with organizational justice has not explored

30、 any causal relationship between the two. For example, Folger and Konovsky （1989） tested for differential effects between procedural and distributive justice, but they looked at each fairness source separately. However, some theoretical evidence exists for a causal relationship between procedural an

31、d distributive justice. For example, Leventhal （1980） suggested that procedural justice perceptions influenced subsequent perceptions of distributive justice. He wrote An individual readily evaluates the fairness of procedural components, and . . . such evaluations affect the perceived fairness of t

32、he final distribution of reward. If the procedures are seen as fair, then the final distribution is likely to be accepted as fair even though it may be disadvantageous, （p. 36） Also, Greenberg （1987） found that when outcomes were considered low （unfair）, just procedures prompted an increase in the m

33、ean perceived fairness rating of an outcome. Conversely, a fair procedure was perceived as fair regardless of the outcome level. Taken together, these findings suggest that a causal path from procedural justice to distributive justice may be appropriate. Therefore, Hypothesis 4 was as follows: 4. Perc