Crystal M. Harold

Fair Today, Fair Tomorrow? A Longitudinal Investigation of Overall Justice Perceptions

Most work on organizational justice has been cross-sectional and focused on specific justice dimensions rather than perceptions of overall justice. As a result, little is known about how overall justice perceptions unfold over time. This study attempts to bridge gaps in the literature by examining overall organizational and overall supervisory justice perceptions of 213 individuals over 3 points in time. Results showed significant variability in overall justice perceptions across time. Specifically, within-person variance accounted for 24% and 29% of the total variance in overall organizational and supervisory justice, respectively. Further, compared with specific justice dimensions, trust emerged as a particularly strong predictor of within-person and between-person variance in overall justice perceptions. Implications for the justice literature and organizational practice are discussed.

Interpersonal Justice and Deviance The Moderating Effects of Interpersonal Justice Values and Justice Orientation

Research suggests that employees who perceive interpersonal injustice in their workplace are more likely to engage in workplace deviance. However, researchers have seldom considered the role of personal values in shaping behavioral reactions to perceived injustice. This article investigates the moderating influence of justice-related values on reactions to perceived injustice. Results suggest that employees with strong interpersonal justice values, or justice orientations, are unlikely to engage in workplace deviance, regardless of their interpersonal justice perceptions. Results were consistent across two operationalizations of justice values and consistent across self-reported and coworker-reported workplace deviance.

Fit with what? The influence of multiple self-concept images on organizational attraction

This study tests the applicability of image congruity theory to the employment decision-making process. A sample of workers from a variety of jobs/organizations (N = 193) read a series of job advertisements presenting unique organizational personalities, rated the extent to which these personalities matched their self-concept perceptions, and reported evaluations of organizational attraction. In accordance with the tenets of image congruity theory, results suggest prospective job seekers are attracted to organizations with personalities they perceive as similar to their own actual and ideal self-concepts. Actual congruence exerted a greater influence on organizational attraction than did ideal congruence. However, both ideal and actual image congruence explained significant unique variance in organizational attraction.