Details van artikel 123 van 206 gevonden artikelen
Process and Decision Control in the Work Place: Separate Effects, Independence From Distributive Justice, and Tests of Explanatory Mechanisms
Titel:
Process and Decision Control in the Work Place: Separate Effects, Independence From Distributive Justice, and Tests of Explanatory Mechanisms
Auteur:
Miller, Mark L.
Verschenen in:
Basic and applied social psychology
Paginering:
Jaargang 10 (1989) nr. 4 pagina's 337-354
Jaar:
1989-12-01
Inhoud:
Research on procedural justice in actual work organizations is not so widespread as research on distributive justice, in spite of the obvious importance of such settings for procedural justice issues. Studies that have been done have failed to examine fully the separate effects of two components of procedural justice: process control and decision control. Further, relatively few explanations of process control and decision control effects have been examined. This study attempted to determine whether or not previously demonstrated process and decision control effects could be observed in organizations, assessed whether such effects were independent of, and comparable in magnitude to, distributive justice concerns, and tests two alternatives to the typical value-expressive interpretation of process control and decision control effects. It was shown that process control and decision control have independent effects on satisfaction with supervisors, perceived fairness of supervisors, and overall job satisfaction. These effects appear to be greater than the effects of the perceived fairness of the employee's level of pay on overall satisfaction and satisfaction with supervisor, while being equivalent to the effects of pay fairness on perceptions of the fairness of the supervisor. Finally, although the value-expressive hypothesis is consistent with the observed pattern of results, a rival hypothesis bears explanatory promise, at least in the work place. This alternative asserts that allowing process control and decision control increases satisfaction with, and perceived fairness of, supervisors, because such behavior is characteristic of competent, effective leaders. Therefore, such supervisors are seen as more properly fulfilling the role implicitly expected of leaders in the work place. The implications of these results are discussed.
Uitgever:
Psychology Press
Bronbestand:
Elektronische Wetenschappelijke Tijdschriften
Details van artikel 123 van 206 gevonden artikelen
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