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Despite wide-ranging negative consequences of interpersonal mistreatment, research offers few practical solutions to reduce such behavior in organizations. Given that interpersonal relationships are strengthened and desired employee behaviors are more frequent when individuals purposefully cultivate feelings of gratitude, the present study tests the effectiveness of a 10-day gratitude journaling intervention in reducing workplace incivility, gossip, and ostracism. Because research has not examined the mechanisms by which gratitude interventions influence outcomes, we draw on theory and research from the gratitude literature to propose and test a multiple mediator model. Specifically, we examine the moral affect theory of gratitude, find-remind-and-bind theory, self-regulation theory, and social exchange theory as possible explanations for the effects of the intervention. Two field experiments involving 147 (Study 1) and 204 (Study 2) employees demonstrated that the intervention decreased mistreatment (as reported by coworkers) by enhancing self-control resources. We also found that the effects of the intervention were stronger for individuals who perceive higher norms for gratitude in their workplace. The findings support the resource-building nature of gratitude interventions and demonstrate that a gratitude intervention is one effective way to decrease interpersonal mistreatment in organizations. Implications for theory and practice are discussed. (PsycInfo Database Record (c) 2020 APA, all rights reserved).

In this study we make a shift from research examining factors that influence supervisors’ resource depletion to exploring how supervisors’ energy may be increased. Building from work on appreciation in interpersonal relationships, we examine if feeling appreciated by subordinates positively influences supervisors’ energy resources. We complement research on the supervisor-subordinate dyad that focuses on subordinates’ outcomes by making supervisors’ work experiences our central focus. Using Conservation of Resources (COR) theory, we hypothesize feeling appreciated is positively related to supervisors’ energy and positively affects their personal and work-related outcomes. Further, we predict supervisors’ core self-evaluations (CSE) will moderate this indirect relationship. In a daily diary study of supervisors, we find support for these hypotheses. Supervisors’ felt appreciation was resource enhancing and an indirect influence on supervisors’ life satisfaction, optimism, job satisfaction, withdrawal, and helping behavior. Further, supervisors’ CSE moderated this indirect relationship.

Research on justice climate demonstrates a consistent effect on workgroup outcomes such as job satisfaction, commitment, and performance. However, little research considers how justice climate affects these outcomes and when the relationship is stronger or weaker. In an effort to extend the literature on justice climate, we draw on research on other types of organizational climate to suggest justice climate influences the fair behavior of coworkers. Specifically, we propose fair coworker behavior mediates the relationship between justice climate and outcomes. Further, we examine the influence of workgroup structure on this mediated relationship. We examine these relationships in two studies and find support for the mediating effect of fair coworker behavior and the proposed moderated mediation model. Implications of these results for justice and climate research are considered.

Research on trickle effects has proliferated in the past decade. However, the literature has grown in a largely disorganized and fragmented fashion, with the different types of trickle effects (trickle-down, trickle-out, trickle-up, trickle-in, and trickle-around) often examined as independent phenomena. To better understand and integrate this research, we provide a comprehensive review of the empirical literature of trickle effects. In particular, drawing on an indirect social influence perspective, we clarify the definition of trickle effects as a process whereby perceptions, feelings, attitudes, or behaviors of a source affect perceptions, feelings, attitudes, or behaviors of a transmitter, which in turn affect perceptions, feelings, attitudes, or behaviors of a recipient. We then review the works collectively, cataloging them by trickle type. Next, we examine boundary conditions (moderators) of the effects, methodologies utilized, and the theoretical accounts proposed to explain the effects. Finally, we introduce a conceptual framework that allows us to organize trickle-effects research and identify paths for future trickle-effects research.

[Correction Notice: An Erratum for this article was reported in Vol 103(1) of Journal of Applied Psychology (see record 2017-44052-001). In the article, the fit statistics in Study 3 were reported in error. The fit of the measurement model is: Χ²(362) = 563.66, p = .001; CFI = .94; SRMR = .05; RMSEA = .04. The fit of the SEM model is: Χ²(362) = 563.66, p = .001; CFI = .94; SRMR = .05; RMSEA = .04.] Workplace cheating behavior is unethical behavior that seeks to create an unfair advantage and enhance benefits for the actor. Although cheating is clearly unwanted behavior within organizations, organizations may unknowingly increase cheating as a byproduct of their pursuit of high performance. We theorize that as organizations place a strong emphasis on high levels of performance, they may also enhance employees' self-interested motives and need for self-protection. We suggest that demands for high performance may elicit performance pressure-the subjective experience that employees must raise their performance efforts or face significant consequences. Employees' perception of the need to raise performance paired with the potential for negative consequences is threatening and heightens self-protection needs. Driven by self-protection, employees experience anger and heightened self-serving cognitions, which motivate cheating behavior. A multistudy approach was used to test our predictions. Study 1 developed and provided validity evidence for a measure of cheating behavior. Studies 2 and 3 tested our predictions in time-separated field studies. Results from Study 2 demonstrated that anger mediates the effects of performance pressure on cheating behavior. Study 3 replicated the Study 2 findings, and extended them to show that self-serving cognitions also mediate the effects of performance pressure on cheating behavior. Implications of our findings for theory and practice are provided. (PsycINFO Database Record

Building on fairness heuristic theory and dual-process theories of cognition, we examine individuals’ perceptions of phase shifting. We define phase shifting as an individual perception that trigge...

Employees’ positive affective displays have been widely used as a strategic tool to enhance service experience and strengthen customer relationships. Companies have primarily focused their employee...

Drawing on Bandwidth Fidelity Theory (Cronbach, 1970; Cronbach & Gleser, 1965), this chapter argues for more specificity with regard to conceptualizing and measuring variables in the field of behavioral ethics. We provide an example of how this might be accomplished, by building on recent work on organizational support that emphasizes more specific facets of perceived organizational support (POS). We introduce the concept of perceived organizational support for ethics (POS-E) and test its predictive power on a sample of 4,315 employees from manufacturing and technology firms. We find support for our assertions that ethics-specific support is a better predictor of ethics-related outcomes (e.g., pressure to violate ethical standards, preparedness to handle ethical violations) and general support (POS) is a better predictor of more general organizational outcomes (i.e., job satisfaction). Theoretical and practical implications of these results and the importance of moving toward more specific versus general constructs in the field of behavioral ethics are discussed.

Organizational research has established the existence of trickle-down effects, wherein the perceptions, attitudes, or behavior of one person in an organization affects those of another person at a ...

International audience; This study examines the influence of a dimension of a strategic organizational change context—namely informational distance—on employees’ justice expectations and their behavioral intentions toward the change. Drawing on research from organizational justice and from construal level theory, we hypothesize that informational distance, i.e., the extent to which employees feel knowledgeable about the coming change, affects the relative influence of the anticipatory justice facets and anticipatory overall justice in predicting support for change. Consistent with the hypotheses, results from participants of a merger suggest that when employees feel less knowledgeable about the future change (high-informational distance), overall anticipatory justice predicts their intention to cooperate with the change. However, when employees feel more knowledgeable about the future change (low-informational distance), anticipatory justice facets predict intention to cooperate. Implications for research on organizational justice and change as well as considerations for practice are discussed.

In this paper, we introduce the construct of abusive supervision climate, the collective perceptions employees hold regarding abusive supervision in their work unit. We thereby extend research on abusive supervision to the team level, which allows us to explore its relationship with outcomes not addressed by individual-level theories of abuse. First, we explain the emergence of abusive supervision climate through the lens of social information processing theory. Then, drawing on team process and effectiveness models, we develop a multiple-mediation model that identifies two distinct mechanisms by which abusive supervision climate impacts group-level outcomes: social identity and collective efficacy. Results demonstrate that abusive supervision climate influences social- and task-related group outcomes through these two mediation processes.

This research examines organizational attempts to recover internally from ethical failures witnessed by employees. Drawing on research on service failure recovery, relationship repair, and behavioral ethics, we investigate how witnessing unethical acts in an organization impacts employees and their relationship with their organization. In two studies—one in the lab and one in the field—we examine the extent to which it is possible for organizations to recover fully from these ethical lapses. Results reveal an ethical recovery paradox, in which exemplary organizational efforts to recover internally from ethical failure may enhance employee perceptions of the organization to a more positive level than if no ethical failure had occurred.

Despite the larger body of research that highlights the benefits of social inclusion (the act of including someone in interpersonal relationships) and costs of social exclusion (the act of excludin...

Questions related to why employees behave badly, who is most likely to either instigate or be targeted with antisocial workplace behaviors, as well as how to prevent the occurrence of or otherwise ...

Supervisors' perceptions of how fairly they are treated by their own supervisors can influence their subordinates' perceptions, attitudes, and behavior. We present a moderated mediation model that demonstrates how work group structure can enhance or constrain these effects. Results show supervisors' perceptions of the fairness of the interactional treatment they receive relate to their subordinates' perceptions of interactional justice climate, and this relationship is stronger in work groups with more organic structures. Furthermore, consistent with the moderated mediation prediction, interactional justice climate mediates the relationship between supervisors' perceptions of interactional justice and outcomes when work group structures are more organic. We discuss the implications of the findings for research on justice and trickle-down effects.

This research examines employees' behavioral reactions to perceived supervisor aggression. The goal is to understand what makes employees react constructively or destructively to aggression. Three types of behavioral reactions are investigated: retaliation, coworker displaced aggression, and problem solving. We suggest employee reactions are influenced by individual and situational characteristics. We test these ideas by examining the moderating effects of 1 individual factor (locus of control) and 2 situational factors (fear of retaliation and behavioral modeling) on the relationships between perceived supervisor aggression and employee behaviors. The results of an experiment and 2 field studies provide support for the predictions and some unexpected findings. Implications for understanding reactions to perceived supervisor aggression are presented.

摘要 诚信是大多数学者努力进行研究和发表的基础。作者、审稿人、主编在创造和维系我们进行研究和发表论文的体系中共揽责任。然而，研究和发表是复杂的过程。一项简单的研究工作可能涉及多个作者、数百名参与者以及多种技能和工具，历时几个月甚至几年。伦理挑战可能出现在这个过程中的任何时候。因此，入门的和有经验的学者常常努力去理解和维系他们应有的道德标准就不足为怪了。本文着重介绍了学者们面临的一些主要挑战，为寻求解决办法提供初步的指导。但最重要的是，本文为这次研究和发表伦理的特别主编论坛设置了一个舞台。

Integrity provides the foundation for most scholarly endeavours, including research and publishing. Authors, reviewers, and editors share responsibility for creating and maintaining the system in which we conduct and publish our work. However, research and publishing are complicated processes. A single research effort may involve multiple authors, hundreds of participants, and a variety of skills and tools that play out over the course of months or even years. Ethical challenges may arise at any point along the way, so it is not surprising that both new and experienced scholars often struggle to understand and maintain the ethical standards expected of them. This article highlights some of the main challenges scholars face and provides initial guidance for seeking solutions. But most importantly, it sets the stage for this Special Editors' Forum on research and publishing ethics.

Organizational justice research traditionally focuses on the unique predictability of different types of justice (distributive, procedural, and interactional) and the relative importance of these types of justice on outcome variables. Recently, researchers have suggested shifting from this focus on specific types of justice to a consideration of overall justice. The authors hypothesize that overall justice judgments mediate the relationship between specific justice facets and outcomes. They present 2 studies to test this hypothesis. Study 1 demonstrates that overall justice judgments mediate the relationship between specific justice judgments and employee attitudes. Study 2 demonstrates the mediating relationship holds for supervisor ratings of employee behavior. Implications for research on organizational justice are discussed.

Research in organizational justice has always been interested in the relationship between justice and attitudes. This research often examines how different types of justice affect different attitudes, with distributive justice predicted to affect attitudes about specific events (e.g., performance evaluation) and procedural justice predicted to affect attitudes about organizations (e.g., organizational commitment). However, there is mixed support for these predictions. Moreover, this approach generally ignores the relationship between attitudes about the specific event and attitudes toward the organization. In this study we identify three alternative models of justice and attitudes. We use customer responses to complaint handling to test these alternative conceptualizations. Results generally support a mediated model, wherein event attitudes mediate the effect of justice perceptions on system-related attitudes. The implication of these findings for organizations and justice researchers are discussed.

This research examines how the fit between employees moral development and the ethical work climate of their organization affects employee attitudes. Person–organization fit was assessed by matching individuals' level of cognitive moral development with the ethical climate of their organization. The influence of P–O fit on employee attitudes was assessed using a sample of 304 individuals from 73 organizations. In general, the findings support our predictions that fit between personal and organizational ethics is related to higher levels of commitment and job satisfaction and lower levels of turnover intent. Ethical P–O fit was related to higher levels of affective commitment across all three ethical climate types. Job satisfaction was only associated with ethical P–O fit for one of the three P–O fit variables and turnover intentions were significantly associated with two of the ethical P–O fit variables. The most consistent effect was found for the Conventional – Caring fit variable, which was significantly related to all three attitudes assessed. The weakest effect was found for the Preconventional – Instrumental fit variable, which was only predictive of affective commitment. The pattern of findings and implications for practice and future research are discussed.

The chapter by Rupp, Bashur, and Liao (in this volume) is rich with ideas for the study of a justice climate. This comment on their chapter focuses on three areas that flow from their presentation: issues in modeling climate strength, complexity and simplicity in conceptualizing a justice climate, and an alternative conceptualization of a justice climate. Specifically, it describes how polynomial regression and response surface methodology may assist researchers in examining climate fit. The comment also describes the benefits of a simplified view of a justice climate – one focusing on the overall justice climate. Finally, it develops a framework for examining a climate for justice – a climate that promotes fair behavior in organizations.

This chapter reviews the measurement approaches used in the justice literature. We begin by describing fundamental issues involved in constructing measures, such as item content, focus, context, and experience bracketing. We then introduce a 2 x 2 taxonomy wherein measurement approaches are distinguished by (a) whether they emphasize more descriptive perceptions of justice rule adherence or more evaluative perceptions of fairness, and (b) whether they distinguish among particular justice dimensions. The chapter concludes by reviewing a number of emerging measurement issues, including anticipations and expectations, within-person methodologies, the use of multiple sources, and the explicit operationalization of injustice.

This chapter reviews research and theory pertaining to the effect of temporal characteristics of events on perceptions of and reactions to organizational justice. In order to set the context for empirical findings, we first review dynamic aspects of classical and more recent justice theories. We then review findings on several temporal aspects of justice events, including dynamic features (timing, duration of event, and frequency) and temporal perspective (distance, orientation, and scale). Maintaining our focus on specific events, we conclude the chapter by proposing theoretical and empirical avenues for including time in future investigation of organizational justice.