Perceived Justice and Group Identification
The Moderating Role of Previous Identification
Abstract
Temporal dynamics have hardly been considered in the fields of organizational justice and group identification, yet addressing intra-individual change trajectories over time may lead to a fuller understanding of the relationship between justice and identification. Therefore, this study investigated the moderating role of previous identification (T1) in the relationship between later perceptions of justice (T2) and later identification (T2). After reviewing two competing and contradictory lines of research, we formed our main hypothesis and tested it with data derived from 109 respondents serving as conscripts in military units. In line with our hypothesis, our results clearly and consistently indicated that the relationship between later perceptions of three forms of supervisory focused justice (procedural, interactional, and distributive justice) and later identification was stronger among those individuals whose prior identification was low. Theoretical implications and managerial ramifications of our findings are discussed.
References
1991). Multiple regression: Testing and interpreting interactions. Newbury Park, CA: Sage.
(1999). Amos users’ quite version 4.0. Chicago, IL: SmallWaters Corporation.
(2008). Identification in organizations: An examination of four fundamental questions. Journal of Management, 34, 325–374.
(1989). Social identity theory and the organization. Academy of Management Review, 14, 20–39.
(2001). Interactional (in)justice: The sacred and the profane. In , Advances in organizational justice (pp. 89–118). Stanford, CA: Stanford University Press.
(1986). Interactional justice: Communication criteria for fairness. In , Research on negotiation in organizations, (Vol. 1, pp. 43–55). Greenwich, CT: JAI Press.
(2007). What determines people’s fairness judgments? Identification and outcomes influence procedural justice evaluations under uncertainty. Journal of Experimental Social Psychology, 43, 986–994.
(2003). A four-component model of procedural justice: Defining the meaning of a “fair” process. Personality and Social Psychology Bulletin, 29, 747–758.
(2009). Testing and extending the group engagement model: Linkages between social identity, procedural justice, economic outcomes, and extrarole behavior. Journal of Applied Psychology, 94, 445–464.
(1992). The influence of prior commitment to an institution on reactions to perceived unfairness: The higher they are, the harder they fall. Administrative Science Quarterly, 37, 241–261.
(1996). An integrative framework for explaining reactions to decisions: Interactive effects of outcomes and procedures. Psychological Bulletin, 120, 189–208.
(2008). Linking justice, performance and citizenship via leader-member exchange. Journal of Business and Psychology, 23, 51–61.
(2001). On the dimensionality of organizational justice: A construct validation of a measure. Journal of Applied Psychology, 86, 386–400.
(1997). Progress in organizational justice: Tunneling through the maze. In , International review of industrial and organizational psychology (pp. 317–372). New York, NY: Wiley.
(2006). Probing three-way interactions: The development and application of a slope difference test. Journal of Applied Psychology, 91, 917–926.
(2002). Respect and cooperation in social dilemmas: The importance of feeling included. Personality and Social Psychology Bulletin, 28, 1335–1341.
(2005). Procedural and distributive justice effects moderated by organizational identification. Journal of Managerial Psychology, 20, 4–13.
(2006). Unfair treatment and revenge taking: The roles of collective identification and feelings of disappointment. Group Dynamics: Theory, Research, and Practice, 10, 220–232.
(2006). Why do people care about procedural fairness? The importance of belongingness in responding and attending to procedures. European Journal of Social Psychology, 36, 211–228.
(2008). Being uncertain about what? Procedural fairness effects as a function of general uncertainty and belongingness uncertainty. Journal of Experimental Social Psychology, 44, 1520–1525.
(2005). Self-uncertainty and responsiveness to procedural justice. Journal of Experimental Social Psychology, 41, 157–173.
(2002). Social identity as both cause and effect: The development of group identification in response to anticipated and actual changes in the intergroup status hierarchy. British Journal of Social Psychology, 41, 57–76.
(2010). Perceived organizational support, organizational identification, and employee outcomes: Testing a simultaneous multifoci model. Journal of Personnel Psychology, 9, 17–26.
(1999). Self-categorization, commitment to the group and group self-esteem as related but distinct aspects of social identity. European Journal of Social Psychology, 29, 371–389.
(1990). The influence of permeability of group boundaries and stability of group status on strategies of individual mobility and social change. British Journal of Social Psychology, 29, 233–246.
(2001). Organizational justice evaluations, job control, and occupational strain. Journal of Applied Psychology, 86, 418–424.
(1985). A Monte Carlo study of the effects of correlated method variance in moderated multiple regression analysis. Organizational Behavior and Human Decision Processes, 36, 305–323.
(1998). Organizational justice and human resource management. Beverly Hills, CA: Sage.
(2004). Organizational identification and organizational commitment: Distinct aspects of two related concepts. Asian Journal of Social Psychology, 7, 301–315.
(2005). Handbook of organizational justice. Mahwah, NJ: Erlbaum.
(2009). Some possible antecedents of military personnel organizational citizenship behavior. Military Psychology, 21, 200–215.
(2008). Procedural justice and identification with virtual teams: The moderating role of face-to-face meetings and geographical dispersion. Social Justice Research, 21, 164–178.
(2001). Subjective uncertainty reduction through self-categorization: A motivational theory of social identity process. European Review of Social Psychology, 11, 223–255.
(1988). Social identifications: A social psychology of intergroup relations and group processes. London, UK: Routledge.
(1997). Distinctiveness threat and prototypicality: Combined effects on intergroup discrimination and collective self-esteem. European Journal of Social Psychology, 27, 635–657.
(1980). What should be done with equity theory? New approaches to the study of fairness in social relationships. In , Social exchange: Advances in theory and research (pp. 27–55). New York, NY: Plenum.
(1988). The social psychology of procedural justice. New York, NY: Plenum.
(2008). The interaction between values and organizational identification in predicting suggestion-making at work. Journal of Occupational and Organizational Psychology, 81, 241–248.
(2003). Subgroup identification, superordinate identification and intergroup bias between the subgroups. Group Processes & Intergroup Relations, 6, 239–250.
(2005). Procedural justice and status judgements: The moderating role of leader ingroup prototypicality. Leadership Quarterly, 16, 517–528.
(2010). Perceived justice as a predictor of externally rated departmental level academic performance. Journal of Occupational and Organizational Psychology, 83, 1065–1074.
(2006). Linking employees’ justice perceptions to organizational commitment and intention to leave: The mediating role of perceived organizational support. Journal of Occupational and Organizational Psychology, 79, 101–120.
(1992). Alumni and their alma mater: A partial test of the reformulated model of organizational identification. Journal of Organizational Behavior, 13, 103–123.
(2006). Justice perceptions as predictors of customer satisfaction: The impact of distributive, procedural, and interactional fairness. Journal of Applied Social Psychology, 36, 100–119.
(1993). Statistical difficulties of detecting interactions and moderator effects. Psychological Bulletin, 114, 376–390.
(1996). Temporal issues in work groups. In , Handbook of workgroup psychology. London, UK: Sage.
(2006). Social identities and commitments at work: Toward an integrative model. Journal of Organizational Behavior, 27, 665–683.
(1991). Relationship between organizational justice and organizational citizenship behaviors: Do fairness perceptions influence employee citizenship?. Journal of Applied Psychology, 76, 845–855.
(1995). Peripheral ingroup membership status and public negativity toward outgroups. Journal of Personality and Social Psychology, 68, 127–137.
(2009). The moderating and mediating role of group identification in observers’ reactions to intragroup disrespect. European Journal of Social Psychology, 39, 69–81.
(2006). Relationships between organizational justice, identification with the organization and the work-unit, and group-related outcomes. Organizational Behavior and Human Decision Processes, 100, 202–215.
(1988). Organizational citizenship behavior – The good soldier syndrome. Lexington, MA; Toronto: D.C. Heath and Company.
(1990). Transformational leader behaviors and their effects on followers’ trust in leader, satisfaction, and organizational citizenship behaviors. Leadership Quarterly, 1, 107–142.
(2005). Organizational identification: A meta-analysis. Journal of Vocational Behavior, 66, 358–384.
(2007). Multiple identities and work motivation: The role of perceived compatibility between nested organizational units. British Journal of Management, 18, 61–77.
(1989). Psychological and implied contracts in organizations. Employee Rights and Responsibilities Journal, 2, 121–139.
(1972). Factors in the job involvement of middle managers. Journal of Applied Psychology, 56, 227–233.
(2006). Friend or foe? Ingroup identification moderates reactions to outgroup members’ allocation behavior. European Journal of Social Psychology, 36, 877–885.
(1979). An integrative theory of intergoup conflict. In , The social psychology of intergroup relations (pp. 33–47). Monterey, CA: Brooks/Cole.
(1996). Group norms and the attitude-behavior relationship: A role for group identification. Personality and Social Psychology Bulletin, 22, 776–793.
(1987). Rediscovering the social group: A self-categorization theory. Oxford, UK: Blackwell.
(2000). Cooperation in groups: Procedural justice, social identity and behavioral engagement. Philadelphia, PA: Psychology Press.
(2003). The group engagement model: Procedural justice, social identity, and cooperative behavior. Personality and Social Psychology Review, 7, 349–361.
(1996). Understanding why the justice of group procedures matters: A test of the psychological dynamics of the group-value model. Journal of Personality and Social Psychology, 70, 913–930.
(1992). A relational model of authority in groups. In , Advances in experimental social psychology (pp. 115–191). New York, NY: Academic Press.
(2009). Substitutes for procedural fairness: Prototypical leaders are endorsed whether they are fair or not. Journal of Applied Psychology, 94, 235–244.
(2006). Identity and the extra mile: Relationships between organizational identification and organizational citizenship behaviour. British Journal of Management, 17, 283–301.
(2008). How leader prototypicality affects followers’ status: The role of procedural justice. European Journal of Work and Organizational Psychology, 17, 226–250.
(2010). The role of procedural fairness in explaining leader prototypicality effects. Journal of Experimental Social Psychology, 46, 85–96.
(2007). Leadership and fairness: The state of the art. European Journal of Work and Organizational Psychology, 16, 113–140.
(2006). Process-orientedness versus outcome-orientedness during organizational change: The role of organizational identification. Journal of Organizational Behavior, 27, 685–704.
(2006). Organizational identifications versus organizational commitment: Self-definition, social exchange, and job attitudes. Journal of Organizational Behavior, 27, 571–584.
(2007). Social identity and social exchange: Identification, support, and withdrawal from the job. Journal of Applied Social Psychology, 37, 457–477.
(2005). Leader self-sacrifice and leadership effectiveness: The moderating role of leader prototypicality. Journal of Applied Psychology, 90, 25–37.
(2000). Who takes the lead in risky decision making? Effects of ingroup members individual riskiness, and prototypicality. Organizational Behavior and Human Decision Processes, 83, 213–234.
(2000). Foci and correlates of organizational identification. Journal of Occupational and Organizational Psychology, 73, 137–147.
(2009). Self-construal level and voice procedures: The individual self as psychological basis for procedural fairness effects. Journal of Experimental Social Psychology, 45, 392–397.
(