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organizational justice

Organizational Behavior and Human Decision Processes 100 (2006) 202–215

Abstract

This research examined the diVerential antecedents and consequences of organizational identiWcation and work-unit identiWca-tion. SpeciWcally, we hypothesized that organization-focused procedural justice and distributive justice would be positively related toorganizational identiWcation, whereas supervisor-focused interactional justice would be positively related to work-unit identiWcation.A further hypothesis was that organizational identiWcation would relate to organization-focused outcomes (turnover intentions andextra-role behavior toward the organization), and work-unit identiWcation to work-unit-focused outcomes (extra-role behaviortoward the work unit). Our results from a sample of 160 employees of a research institution supported these hypotheses. In addition,we found some evidence that organizational identiWcation and work-unit identiWcation diVerentially mediated the relationshipsbetween organization-focused and supervisor-focused justice, and organization-focused and work-unit-focused outcomes. We dis-cuss our Wndings in terms of their implications for social-identity research on organizational identiWcation, and for research on orga-nizational justice.

© 2005 Elsevier Inc. All rights reserved.

Keywords:Multiple organizational identiWcations; Social identity; Organizational justice; Extra-role behavior; Turnover intentions

Introduction

Since the late 1990s, psychologists have expressedwidespread interest in organizational identiWcation,which is generally deWned as “the perception of onenesswith or belongingness to” the organization (Ashforth &Mael, 1989, p. 34; see Riketta, 2005, for a recent review).One reason for this interest is certainly the positiveeVects that organizational identiWcation has been shownto have on various work outcomes. It has been linkedwith lowered turnover intentions (Abrams, Ando, &Hinkle, 1998; Tyler & Blader, 2000), increased extra-rolebehavior (Dukerich, Golden, & Shortell, 2002; Tyler &Blader, 2000, 2001) and increased job satisfaction

*

Corresponding author. Fax: +358 9 24 13 496.

E-mail address: maria-elena.olkkonen@ttl.W (M.-E. Olkkonen).

(VanKnippenberg & van Schie, 2000), for instance.Recently, however, researchers have begun to note onesigniWcant limitation in the literature. While previousresearch has predominantly taken the organization as awhole as the focus of identiWcation, the workplace con-text also suggests multiple other foci such as the workgroup and the department (e.g., Ashforth & Johnson,2001; Christ, van Dick, Wagner, & Stellmacher, 2003;Van Dick & Wagner, 2002; Van Dick, Wagner, Stellm-acher, & Christ, 2004; Van Knippenberg & van Schie,2000). It thus appears that organizational identiWcationis, in fact, a multi-foci construct.

This notion of multiple organizational identiWcations,in turn, has led to the emergence of two new researchareas. The Wrst focuses on the consequences, and speciW-cally on whether diVerent identiWcations are diVeren-tially related to work outcomes. A few studies havealready addressed these issues with promising results

0749-5978/$ - see front matter © 2005 Elsevier Inc. All rights reserved.

doi:10.1016/j.obhdp.2005.08.007

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  本文關(guān)鍵詞：組織公平感與情緒勞動策略關(guān)系的實證研究，由筆耕文化傳播整理發(fā)布。