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Artificial intelligence (AI)‐based job interviews are increasingly adopted in organizations' recruitment activities. Despite their standardization and flexibility, concerns about fairness for applicants remain a critical challenge. Taking a perspective on interface design, this research examines the role of avatar characteristics in shaping perceptions of interactional justice in AI‐based job interviews. Through a scenario‐based study involving 465 participants, the impact of avatar characteristics—specifically, appearance, linguistic style, and feedback informativeness—on applicants' perceptions of interpersonal justice and informational justice was investigated. The findings indicate that avatars characterized by a warm and cheerful appearance, coupled with an affective expression style and informative feedback, significantly enhance perceptions of interpersonal justice and informational justice. These insights offer valuable practical guidance for avatar design in AI‐based job interview systems. Practitioner points: Investigate AI interface design within the context of AI‐based job interviews.Reveal how specific characteristics of avatars affect applicants' perceptions of interactional justice.Shift the research perspective from a recruiter‐focused to an applicant‐focused approach.Guide designers and employers in optimizing and selecting AI‐based job interview systems. [ABSTRACT FROM AUTHOR]

Effective knowledge management (KM) and knowledge sharing (KS) are critical for the success of international construction projects (ICPs), but they are often hindered by knowledge-hiding (KH) behavior. This study examines the complex and multifaceted factors that affect KH in ICPs, informed by role identity theory (RIT) and social exchange theory (SET). In particular, we investigate how ethnic minorities (EMs), contingent workers (CWs), and interpersonal justice (IJ) influence KH in these projects. Using structural equation modeling (SEM) and artificial neural networks (ANNs), we reveal the significant effects of EMs and CWs on KH and the partial mediation of IJ between EMs and KH. We also find that control variables such as gender and age have significant impacts on KH. The findings underscore the pivotal role of inclusive practices in mitigating KH and enhancing KM in ICPs. This research provides actionable insights for creating a transparent and inclusive knowledge-sharing culture in multicultural project teams, which contributes to improved project outcomes and organizational success. This study also paves the way for future research on power asymmetries, contextual factors, and the influence of organizational cultures, leadership styles, and team dynamics on KM in ICPs. Practical Applications: To address the challenges of knowledge hiding in international construction projects, this study proposes a comprehensive strategy for effective knowledge management in international construction projects, based on established research and best practices. The strategy is designed to fit the unique dynamics of international construction projects and includes the following components: (1) implementing a knowledge-sharing framework that values the contributions of each team member, regardless of their demographic backgrounds; (2) supporting leadership with a focus on inclusivity and equity, and a reward system acknowledging knowledge-sharing efforts irrespective of demographic backgrounds; (3) investing in construction-specific knowledge-sharing technologies that are accessible to all team members; (4) fostering inclusive communities of practice and incorporating performance metrics for inclusive knowledge sharing; and (5) encouraging open communication, developing knowledge transfer plans, and ensuring continuous improvement in overall knowledge management. This multifaceted approach aims to create a transparent and inclusive culture of knowledge sharing in international construction projects, which contributes to improved project outcomes and organizational success. [ABSTRACT FROM AUTHOR]

The purpose of this article is to establish that contemporary private law theory has located no foolproof conception of interpersonal justice. I examine four accounts and find them wanting: the instrumentalist deterrence and loss-spreading approaches of economists; Kantian right and corrective justice; critical and social justice accounts; and the human flourishing approach. If my critiques are justified, this leaves us with the enigma of 'interpersonal justice'. I consider three options going forward, rejecting the suggestion that we should abandon the search for a theoretical concept or be content with a modus vivendi. I sketch a third option, 'emancipating interpersonal justice', drawing from the resources of contractualist philosophy, to suggest that interpersonal justice is not a unitary concept or single regulative idea but a framework for determining what we owe each other in different spheres of interaction, and propose how this might illume certain questions of private law theory. [ABSTRACT FROM AUTHOR]

Student engagement has been acknowledged as a crucial factor for promoting successful learning. In this study we adopted a multidimensional approach to study the associations between school climate and student engagement. We aimed to test the direct and indirect associations of five concrete (Rules, Student Support, Student Involvement, Positive Teaching and Encouragement) and two abstract dimensions of school climate (Sense of Belonging and Interpersonal Justice) with four dimensions of student engagement (emotional, behavioral, cognitive, and agentic). 1058 Italian middle school students participated in this study (48% female students, 92% born in Italy, Mage = 11.77). Direct and indirect associations were tested with a structural equation model (SEM). Results allowed us to pinpoint specific associations between distinct school climate and student engagement dimensions, offering insights beyond their general association. The findings are discussed for their relevance for research and practice in fostering student participation. [ABSTRACT FROM AUTHOR]

The complexity of superior-subordinate relationships in organizations is an essential concern among scholars and practitioners, according to the leader-member exchange (LMX) theory. This theory explains that superiors develop different levels of relationship with their subordinates. The current study aims to develop a leader-member relationship model based on the LMX views in predicting negative subordinate behaviors, namely social loafing (SL) and deviant behavior. Through a self-administered survey, the data were collected from 271 respondents who work in various industries in Indonesia. The obtained data were analyzed using the SEM method on Partial Least Square (PLS) software. The results showed that LMX affects organizational deviance (OD), supervisor-directed deviance (SD), and SL. LMX also played a significant role in mediating the effect of interpersonal justice (IJ) on OD, supervisor-directed deviance, and SL. These findings provide practical implications that allow leaders to manage their leader-employee relationship quality and avoid negative behaviors in the workplace. [ABSTRACT FROM AUTHOR]

The purpose of this study was to evaluate the effects of informational justice& interpersonal justice on organization commitment among the employees of Millat Tractors of Lahore (Pakistan). Current study use the two important kinds of organizational justice i.e., interpersonal justice and informational justice. A structured questionnaire was used for collection of primary data. Employee of three departments (Marketing, Finance & Assembly Plant) were selected randomly and distributed the 250 questionnaires to the officer rank of employees. In final analysis 225 complete questionnaires was used. SPSS was utilized for analysis of primary data. Results indicate that informational justice is foremost predictor of organizational commitment. Interpersonal justice also predictor of organization commitment. [ABSTRACT FROM AUTHOR]

This article takes as its starting point a particular idea about the nature of private law: that it is specially concerned with relational or interpersonal justice. The relational conception is meant to be juxtaposed against non-relational conceptions typically grouped under the heading of 'instrumentalism': the idea that law is a means to an end. But a question mark hovers over domains beyond the private. Are these non-relational or relational and anti-instrumentalist in different ways? To answer this question, this article articulates a more capacious framework of interpersonal justice that captures the continuities and discontinuities between private law and non-private fields. I rework the architectonic of relationality, untangling foundational concepts such as the notions of parties and identities; the process of reasoning to different structures of interpersonal obligations; and the multifaceted idea of instrumentalism. Working through moral philosophy, jurisprudence, criminal law, and constitutional and administrative law, I follow the golden thread of interpersonal justice that is woven through the conceptual architecture of all these fields and suggest further consolidations, extensions, and implications that are yet to be fully grasped. [ABSTRACT FROM AUTHOR]

The COVID-19 pandemic has negatively affected the tourism and services sector. Using the example of Airbnb's recent layoff of 25% of its workforce, we focused on the role of organizational justice in mitigating the negative psychological impacts of layoffs. Based on a unique survey of Airbnb employees who survived the layoffs, as well as those who left, we employed an ordinary least squares regression to show that employees' perceptions of organizational justice were positively related to their job satisfaction and trust in management, while being negatively related to their emotional exhaustion and cynicism. We discovered the crucial importance of interactional justice (i.e., interpersonal and informational justice). The respect, dignity, and politeness shown by management (i.e., interpersonal justice), as well as truthful and adequate communication about the procedure (i.e., informational justice) were pivotal to successfully conducting layoffs, especially during unprecedented economic uncertainty. [ABSTRACT FROM AUTHOR]

Organizational Justice is an individual’s perception that events, actions, or decisions within an organization adhere to a standard of fairness. Justice researchers have categorized justice into four types, differentiated by how fairness is evaluated by employees: distributive, procedural, interpersonal, and informational justice. Organizational justice perceptions have consequences for the employee and the organization: increasing job satisfaction, commitment, and trust; and decreasing turnover, counterproductive work behaviors, and even workplace violence. Contemporary organizational justice research seeks to understand how to restore justice after an injustice has occurred.

Despite being sympathetic to the aim of Martijn Hesselink’s paper to explore how private law might be used to tackle gross inequalities, it is argued that private law is based fundamentally on the moral principles of interpersonal justice, which being a kind of partial justice as explained by Thomas Nagel are distinct and often opposed to the impartial standards of justice used in theories of social justice. European private law either has to abandon the principles of interpersonal justice in favour of a goal-oriented regulation or alternatively a richer conception of interpersonal justice may be developed that may assist to a limited extent the pursuit of greater equality.

Katharina Pistor’s powerful critique of the key role that private law plays in creating private wealth, producing inequalities, and undermining democracy, raises the urgent question of what could be done to set things right or, at least, could be a step in the right direction. This article argues that a progressive European code of private law could be a meaningful part of the solution. A progressive private law code would be a code aimed at making progress towards a more just society, where there is less inequality and where we have more democratic control over our future. The progressive EPL-code would be completely different, in crucial respects, from the civil codes of the member states. It would be European (not national), be mandatory (not optional), have ‘constitutional’ ie primary EU law status (not merely secondary), consist of fundamental principles (not detailed rules), prioritise justice (not economic growth), and be radically democratic (not technocratic).

Katharina Pistor’s recent work has revealed a deep justice deficit in private law, raising fundamental questions about how it could be reduced. While Pistor favours piecemeal bottom-up solutions to instances of injustice, Martijn Hesselink proposes a more radical top-down strategy – the adoption of a progressive European code of private law. This article explores the top-down and bottom-up pathways to justice in private law, focussing on the role of interpersonal justice as justice between substantively free and equal persons in European private law. It shows that although concerns about a balance of the competing interests of private parties pervade many of its areas, they do not take central stage in European private law. The substantive private autonomy embodied in national private law systems, the regulated private autonomy enshrined in EU secondary private law and the unregulated private autonomy with an interstate element underpinning EU free movement law sit uneasily together. It is argued that in order to enhance the role of interpersonal justice in the internal market and develop a more coherent European private law, the current bottom-up pathway thereto could be complemented by a more top-down roadmap towards the EU principles of private law justice.

Judicial communication: There is a growing interest in judicial communication – i.e. the interaction of judges with parties in court and the communicative quality of (written) judicial decisions. The aim of our research was to find out more about the role of these communicative aspects, specifically of specific text elements in judicial decisions, in outcome justice judgments of – different types of – litigating parties. Respondents in this research were three types of parties involved in administrative court proceedings: citizens, their lawyers, and the officials that represent the government. When receiving the written judicial decision in their case, they also got our questionnaire. All types of litigants in our research perceived a higher level of outcome fairness when the decision was favorable for them. Apart from that, the perceived outcome fairness also depended on the respondents' trust in judges and their judgments about the judicial communication during the court hearing (interpersonal justice) and in the written court decision (informational justice). For citizens, outcome favorability did not influence the effect of these factors on perceived outcome fairness. In this respect a clear difference between non-professionals and professionals was found. For both types of professionals involved (the lawyers and the government representatives), trust in judges was more important with low outcome favorability. Only for government officials interpersonal justice was more important in perceived outcome fairness if the outcome was unfavorable. This means that good interaction with the judge during the court hearing and an understandable and convincing court decision always matter for citizens, regardless of the outcome. At the same time, citizens are the least satisfied litigants when it comes to judicial communication. Also their general trust in judges is lower. As legitimacy of the judiciary is an important goal of judicial communication, the Dutch judiciary is rightly investing in better communication with (litigating) citizens. [ABSTRACT FROM AUTHOR]

This article aims to contribute to the elucidation of the philosophical foundations of EU contract law through a critical discussion of different understandings of progress and their respective implications. Claims about progress and regress invariably refer to a normative or evaluative standard. Such standards, it is usually understood, allow us – backward-looking – to take stock and to determine how much progress (in our case) EU contract law has made, and provide us – forward-looking – with a sense of where (in our case) EU contract law should be going. Therefore, the core normative question in this contribution is: what if anything should count as progress in EU contract law? The article, first, examines understandings of progress that are immanent to EU contract law or to EU constitutional law, in particular the specific aims of directives and the various more general constitutionalised objectives. It, then, moves on to consider external standards for progress that have been suggested in the literature. These standards typically rely either on a teleological conception of the common or individual private law good, such as efficiency and self-authorship, or on a deontological conception of private law right, notably interpersonal and social justice. Subsequently, the article confronts recent post- and decolonial critiques of the very idea of progress and their implications for EU contract law and its study. Finally, it argues for a self-critical reflexive stance towards progress in EU contract law, grounded in a strong commitment to moral and epistemic equality, which requires overcoming unilateral universalisms. [ABSTRACT FROM AUTHOR]

Definition: Organizational Justice is an individual's perception that events, actions, or decisions within an organization adhere to a standard of fairness. Justice researchers have categorized justice into four types, differentiated by how fairness is evaluated by employees: distributive, procedural, interpersonal, and informational justice. Organizational justice perceptions have consequences for the employee and the organization: increasing job satisfaction, commitment, and trust; and decreasing turnover, counterproductive work behaviors, and even workplace violence. Contemporary organizational justice research seeks to understand how to restore justice after an injustice has occurred. [ABSTRACT FROM AUTHOR]

Introduction Self-censorship in an organization may be defined as a conscious decision by employees to refrain from expressing opinions, criticism or suggestions in situations of perceived irregularities. There are at least two reasons for this decision: firstly, the fear that speaking up would prompt negative consequences, and secondly, the belief that it would not bring about a change in the situation. Procedural justice in an organization may encourage employees to limit that silence, thereby diminishing fear and undermining the belief that change is impossible. Material and methods A set of three studies (total number of participants N = 710) was conducted in order to determine whether procedural justice predicts self-censorship and also to define the role of interpersonal justice in this relationship. It was assumed that procedural justice, while useful in the formation of an impartial and rigid legal system within an organization, is constrained by its disregard for personal relations. Results It was found that when employees perceive a work environment as providing influence over procedures, they declare less self-censorship motivated by fear and resignation. In high interpersonal justice conditions the role of procedural justice in predicting employee self-censorship as well as employee silence beliefs increases. Conclusions Both fair treatment of all employees and the contextual and need-centered nature of such treatment should be integrated if self-censorship is to be reduced. The results confirm this conclusion for self-censorship (decision) and employee silence beliefs (belief that relations within the organization do not encourage people to speak up).

What motivates managers to deliver bad news in a just manner and why do some managers fail to treat recipients of bad news with dignity and respect? Given the importance of delivering bad news in a just manner, answering these questions is critical to promote justice in the workplace. Drawing on appraisal theories of emotions, we propose that people with higher core self-evaluations may be less likely to deliver bad news in an interpersonally just manner. This is because these actors are more likely to appraise the delivery of bad news as a situation in which they have high coping potential and are therefore less likely to experience anxiety. However, we propose that anxiety can be important for propelling the enactment of interpersonal justice. We test our predictions across three studies (with four samples of full-time managers and employees). Theoretical and practical contributions include enhancing our understanding of who is motivated to enact interpersonal justice, why they are motivated to do so, and how to enhance justice in the workplace. Our findings also challenge the assumption that negative emotions are necessarily dysfunctional for the enactment of interpersonal justice and instead highlight the facilitative role of anxiety in this context. [ABSTRACT FROM AUTHOR]

Performance appraisal is an important performance measurement tool in every organization. However, this often leads to conflict in terms of justice within the organization. The purpose of this study is to examine the mediating effect of organizational support on the relationship between perception of performance appraisal justice and intention to quit among police personnel. This study is important because the issue of intention to quit work, performance appraisal justice and organizational support is a serious research gap in the PDRM organization. Quantitative methods were used to analyze the data of 513 respondents obtained from the questionnaire and analyzed using PLS-SEM. The results of this study indicated that organizational support has a significant mediating effect between procedural justice (formal), procedural justice (interaction), distributive justice, information justice in performance appraisal and intention to quit work. Therefore, improvements in procedural justice (interaction) and organizational support need to be done from time to time. This is important to maintain the well-being of police personnel as well as to encourage a positive work environment and a supportive organizational climate. [ABSTRACT FROM AUTHOR]

The underlying aim of this study was to investigate the impact of interpersonal injustice on emotional exhaustion and the three main facets of knowledge hiding, i.e., evasive knowledge hiding, playing dumb, and rationalized knowledge hiding. This study also investigates the moderating role of high-performance work stress in the relationship between interpersonal injustice and emotional exhaustion. A questionnaire was adopted to obtain data from 539 employees working in the telecom sector of China. The Smart-PLS software was used to analyze the data through the aid of a structural equation modeling (SEM) technique. The results revealed that interpersonal injustice had a positive and significant relationship with evasive knowledge hiding, playing dumb, and rationalized knowledge hiding. Interpersonal injustice also had a positive relationship with emotional exhaustion, and it was found that emotional exhaustion had a positive relationship with evasive knowledge hiding, playing dumb, and rationalized knowledge hiding. The results also revealed that emotional exhaustion mediated the relationship between interpersonal injustice and knowledge hiding (i.e., evasive hiding, playing dumb, and rationalized hiding). Moreover, it was also observed that high-performance work stress significantly but negatively moderated the relationship between interpersonal injustice and emotional exhaustion. Theoretically, this study made a valuable contribution by examining the impact of interpersonal injustice on knowledge hiding behavior. In terms of practical implications, this study would certainly aid the organizations to support a fair and just workplace culture that encourages knowledge sharing. [ABSTRACT FROM AUTHOR]

The underlying aim of this study was to investigate the impact of interpersonal injustice on emotional exhaustion and the three main facets of knowledge hiding, i.e., evasive knowledge hiding, playing dumb, and rationalized knowledge hiding. This study also investigates the moderating role of high-performance work stress in the relationship between interpersonal injustice and emotional exhaustion. A questionnaire was adopted to obtain data from 539 employees working in the telecom sector of China. The Smart-PLS software was used to analyze the data through the aid of a structural equation modeling (SEM) technique. The results revealed that interpersonal injustice had a positive and significant relationship with evasive knowledge hiding, playing dumb, and rationalized knowledge hiding. Interpersonal injustice also had a positive relationship with emotional exhaustion, and it was found that emotional exhaustion had a positive relationship with evasive knowledge hiding, playing dumb, and rationalized knowledge hiding. The results also revealed that emotional exhaustion mediated the relationship between interpersonal injustice and knowledge hiding (i.e., evasive hiding, playing dumb, and rationalized hiding). Moreover, it was also observed that high-performance work stress significantly but negatively moderated the relationship between interpersonal injustice and emotional exhaustion. Theoretically, this study made a valuable contribution by examining the impact of interpersonal injustice on knowledge hiding behavior. In terms of practical implications, this study would certainly aid the organizations to support a fair and just workplace culture that encourages knowledge sharing.

In this paper, we examine whether the presence of a mechanistic structure (i.e. formalization) hinders or facilitates employee thriving at work. In doing so, we examine formalization as an antecedent of employee thriving at work. Specifically, we examine why and when formalization, as an important contextual factor, may facilitate employee thriving at work. We hypothesize that the positive relation between formalization and employees' thriving at work is mediated by their interpersonal justice perceptions. Furthermore, we hypothesize that ethical leadership moderates the indirect relationship between formalization and employee thriving at work via interpersonal justice. As such, this relationship is stronger in the presence of relatively high (rather than relatively low) levels of ethical leadership. Results from a two‐wave field study provide support for our hypotheses. We also discuss the theoretical and practical implications, limitations, and future research directions for our findings. [ABSTRACT FROM AUTHOR]

Employees' perceived fairness may greatly influence their employee relations, attitudes and behaviours. A demographic analysis to investigate the perceived fairness among engineers at a South African energy provider has not yet been conducted. Thus, the purpose of the current research study was to analyse the demographics of engineers at a South African energy provider in terms of organisational justice. A quantitative research method was used and 229 engineers - 164 engineers, 44 senior engineers and 21 chief engineers - participated in the study. The results showed that there were no significant relationships between the demographic variables and organisational justice. There were significant differences in how the different occupational levels perceived procedural justice, but no difference in how they perceived interpersonal justice. For the chief engineers, gender and occupational level significantly predicted organisational justice. A practical implication of the study is that the findings provided useful insight regarding the occupational level of chief engineer who perceived procedural justice in a positive light, while the occupational levels of chief engineer and engineer held a positive perception regarding organisational justice. The contribution of the study lies in the fact that all occupational levels of engineers should be treated in the same way and that demographic differences should be taken into consideration in doing so. It is recommended that management encourage a culture of employee interactions since this will improve interpersonal justice; ensure transparency regarding what is happening in the organisation; and eliminate uncertainty through employee engagement sessions. [ABSTRACT FROM AUTHOR]

PURPOSE: The literature of the field suggests a strong relationship between organizational justice and turnover intentions of employees; however, the applicability of this claim has never been tested across different career stages, therefore, this study attempted to examine if there were any differences in this relationship across different career stages. METHODS: The data was collected from 71 different service sector organizations from both the public and private sectors. Initially, the lists of all the employees were obtained from their respective HR departments. From the main list, three subsidiary lists were generated relating to (1) early-career level employees, (2) mid-career level employees, and (3) the top-career level employees. RESULTS: It is found that the justice-turnover intentions relationship varied across different career stages. Only distributive justice affected the turnover intentions of early-career employees. At the middle career stage, all three components of justice affected turnover intentions. None of the components of organizational justice influenced turnover intentions at the later career stage. RESEARCH LIMITATIONS/IMPLICATIONS: The current study was only focused on looking for differences in the proposed relationship across different career stages. Future researchers can consider looking for the underlying causes that make up such differences. ORIGINALITY: This study offers a better understanding of employee turnover behavior as a result of their perception of organizational justice at different career levels across diverse organizations, it attempts to contribute to exploring the interaction of different organizational stages concerning Career stage theory (CST). This study further adds new insights into the theories of organizational justice, and turnover intentions. [ABSTRACT FROM AUTHOR]

BACKGROUND Self-censorship in an organization may be defined as a conscious decision by employees to refrain from expressing opinions, criticism or suggestions in situations of perceived irregularities. There are at least two reasons for this decision: firstly, the fear that speaking up would prompt negative consequences, and secondly, the belief that it would not bring about a change in the situation. Procedural justice in an organization may encourage employees to limit that silence, thereby diminishing fear and undermining the belief that change is impossible. PARTICIPANTS AND PROCEDURE A set of three studies (total number of participants N = 710) was conducted in order to determine whether procedural justice predicts self-censorship and also to define the role of interpersonal justice in this relationship. It was assumed that procedural justice, while useful in the formation of an impartial and rigid legal system within an organization, is constrained by its disregard for personal relations. RESULTS It was found that when employees perceive a work environment as providing influence over procedures, they declare less self-censorship motivated by fear and resignation. In high interpersonal justice conditions the role of procedural justice in predicting employee self-censorship as well as employee silence beliefs increases. CONCLUSIONS Both fair treatment of all employees and the contextual and need-centered nature of such treatment should be integrated if self-censorship is to be reduced. The results confirm this conclusion for self-censorship (decision) and employee silence beliefs (belief that relations within the organization do not encourage people to speak up). [ABSTRACT FROM AUTHOR]

Research suggests that women of color (WOC) survivors are often dissatisfied with police response to their calls for intimate partner violence (IPV) assistance due to disrespectful, apathetic, and rude treatment. A strong empirical relationship exists between severity of abuse and police help-seeking among WOC survivors more generally; however, scarce literature exists examining the nature of interactions between officers and WOC survivors during life-threatening abuse situations. This study contributes to the literature by examining WOC's satisfaction with law enforcement response within an interpersonal justice framework, and how survivors' "severe abuse contexts" contribute to police help-seeking decision-making. In-depth interviews were conducted with high-risk WOC IPV survivors. Results revealed two themes that describe participants' perceptions of police treatment as dismissive/lethargic (T1) and hostile/callous (T2). Findings suggest that unfair treatment from officers has dangerous implications for ongoing survivor safety among WOC. Non-carceral IPV prevention and survivor safety enhancement perspectives are also discussed. [ABSTRACT FROM AUTHOR]

Prior research suggests that employees aware of their peers' mistreatment by management and who themselves are target to such mistreatment help their peers more than employees who have been exposed only to peers' mistreatment. However, no studies have tried to explain the way this process occurs. Suggesting that this help is performed compassionately, this study models personal and peers' unjust treatment, empathic concern, and kindness following Kanov et al. compassion process: noticing, feeling, and responding. It hypothesizes that under interactions between personal and peers' mistreatment staff are more empathically concerned about peers and, hence, amplify kindness out of compassion. Results supported empathic concern as a mediator and, hence, kindness as compassionate behavior. Unexpectedly, however, staff reduced (rather than increased) empathic concern and kindness. Tragedy-of-the-commons is invoked to explain these unexpected results. Simultaneous mistreatment could lead staff to perceive justice as a scarce common resource that is ultimately a source of dispute and uncooperativeness. [ABSTRACT FROM AUTHOR]

Research consistently finds that maintaining a healthy balance between work and other life domains often requires employees to establish psychological boundaries that differentiate work from non-work life domains. However, research has not paid enough attention to the implications that certain actions performed by leaders might have for hospitality employees' privacy management efforts. The present research, therefore, contributes to the literature on privacy management in hospitality organizations by exploring how hospitality workers manage their private information in response to supervisor nosiness – supervisors' intrusive attempts to obtain information about employees' personal activities and affairs outside of work. Through the lens of communication privacy management theory, we proposed that interpersonal justice climate mediates the cross-level effect of supervisor nosiness on employee knowledge sharing behavior and that this negative indirect effect would be moderated by supervisor authenticity. Using data gathered from employees and supervisors of 95 restaurants across Taiwan, results from multi-level path analysis provided support for each hypothesized relationship. • Supervisor nosiness leads to poorer interpersonal justice climates. • Interpersonal justice climate positively relates to employee knowledge sharing. • Supervisor authenticity acts as a boundary condition of supervisor nosiness. [ABSTRACT FROM AUTHOR]

Performance appraisal is an ongoing process between managers and employees. In fact, the fairer the process in designing the performance appraisal, the better the employee satisfaction. However, realizing fairness in performance appraisal process is a tedious task. The main objective of this study is to investigate the relationship between how employees may perceive fairness of performance appraisal system and how this would affect work performance and intention to leave. This investigation is likely to be executed among physicians working in the health sector in Qatar. In order to achieve this objective, a model is framed and investigated where about one hundred physicians respond to a questionnaire which was designed in order to assess the performance appraisal satisfaction. Statistical results show a partial positive relationship between organizational justice (in-terview, and outcome) and performance appraisal satisfaction. Moreover, partial positive relation-ship between performance appraisal satisfaction and work performance is statistically proven. Differently, a weak relationship is noticed between intention to leave and perceiving fairness in performance appraisal.

Birey-örgüt uyumu genellikle örgütler için yarattığı olumlu sonuçlar açısından ele alınmaktadır. Acaba bu uyum, çalışanların örgütlerini daha adil algılamalarına da neden olur mu? Eğer öyleyse, bu durum bazı etik tartışmalara yol açar mı? Bu sorulardan yola çıkarak tasarlanan bu araştırmanın temel amacı, birey-örgüt uyumunun çalışanların örgütsel adalet algılarına etkisini analiz etmektir. Bu amaç doğrultusunda Yalova’daki 220 kamu ve özel sektör çalışanına anket uygulanmıştır. Yapılan analizler sonucunda birey-örgüt uyumunun, örgütsel adaletin tüm boyutları üzerinde pozitif etkisi olduğu görülmüştür.

Research on organizational justice theory has yet to fully explore how automated application and resume screening procedures affect justice perceptions. In a 2 × 3 experimental design, MTurk workers (N = 360) were randomly assigned to read one of six vignettes describing a job application scenario of either a traditionally administered or algorithmically administered screening procedure with an outcome favorability of acceptance, rejection, or unknown. They then rated procedural and interpersonal justice across eight dimensions. A MANOVA and follow‐up univariate ANOVAs indicated that automated screening was rated lower on job relatedness‐predictive, job relatedness‐content, opportunity to perform, reconsideration opportunity, treatment, two‐way communication, and propriety of questions, and higher on consistency. The interaction between screening procedure and outcome favorability showed mixed results. [ABSTRACT FROM AUTHOR]

There is considerable evidence that the experience of justice is associated with perceived legitimacy of authority, but there has been no research about this association when considering past rather than current fairness. Based on the fairness heuristic theory, we tested the hypothesis that interpersonal justice trajectories positively affect perceived legitimacy of the authority; we also tested whether social class moderated this effect. Community residents (N = 111; 54 women) rated the authority's fairness on 16 consecutive weeks and rated perceived legitimacy on the 16th week. The results of latent growth modeling showed that the trajectory of interpersonal justice scores leading up to the final week significantly predicted perceived legitimacy, regardless of the current experience of interpersonal fairness. Tests of moderation showed that the legitimacy perceptions of individuals of lower subjective social class were significantly affected by interpersonal justice trajectories, whereas this was not the case among individuals of higher subjective social class. The results are discussed in terms of their implications for research on perceived legitimacy and justice, as well as their implications for understanding social class.

There is considerable evidence that the experience of justice is associated with perceived legitimacy of authority, but there has been no research about this association when considering past rather than current fairness. Based on the fairness heuristic theory, we tested the hypothesis that interpersonal justice trajectories positively affect perceived legitimacy of the authority; we also tested whether social class moderated this effect. Community residents (N = 111; 54 women) rated the authority's fairness on 16 consecutive weeks and rated perceived legitimacy on the 16th week. The results of latent growth modeling showed that the trajectory of interpersonal justice scores leading up to the final week significantly predicted perceived legitimacy, regardless of the current experience of interpersonal fairness. Tests of moderation showed that the legitimacy perceptions of individuals of lower subjective social class were significantly affected by interpersonal justice trajectories, whereas this was not the case among individuals of higher subjective social class. The results are discussed in terms of their implications for research on perceived legitimacy and justice, as well as their implications for understanding social class. [ABSTRACT FROM AUTHOR]

How and when does followers' upward hostile behavior contribute to the emergence of abusive supervision? Although from a normative or ethical point of view, supervisors should refrain from displaying abusive supervision, in line with a social exchange perspective, we argue that abusive followership causes supervisors to experience low levels of interpersonal justice, stimulating abusive supervision in response. Based on uncertainty management theory, we further expect that the extent to which supervisors reciprocate the experienced injustice with abusive supervisory behavior is moderated by supervisors' self-doubt. A multi-source field study as well as a vignette study following an experimental-causal-chain approach supported our hypotheses. Specifically, our results revealed that the indirect effect of abusive followership on abusive supervision through supervisors' interpersonal justice is most pronounced when supervisors experience high levels of self-doubt. The practical and theoretical implications of our findings are discussed. [ABSTRACT FROM AUTHOR]

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The role of justice and leader member exchange process has been recently enhanced in organizations. The study has to analyze the direct impact of leader mindfulness on leader-member exchange quality while the interpersonal justice, informational justice, and distributive justice has played an important mediating role between them. The data were collected from almost 413 individuals, these are the front-line employees of the pharmaceutical companies. The data has been mostly analyzed by applying various software such as AMOS and SPSS. Furthermore, the major data analysis techniques that have been used are SEM and CFA. The analysis and discussion have shown that all the hypotheses have accepted. The results have shown that interpersonal justice, informational justice, and distributive justice have a crucial and positive mediating role in the relationship between leader mindfulness and leader-member exchange quality. Moreover, the given study is innovative and original because no previous study has checked the mediating role of interpersonal justice, informational justice and distributive justice in the relationship between leader mindfulness and leader-member exchange quality. The study is effective in terms of theoretical, managerial and practical implications. The study has helped the employees, managers, and companies to understand dimensions of justice, leader mindfulness, and leader-member exchange quality. [ABSTRACT FROM AUTHOR]