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  1. Justice Climate and Workgroup Outcomes: The Role of Coworker Fair Behavior and Workgroup Structure.Maureen L. Ambrose, Darryl B. Rice & David M. Mayer - forthcoming - Journal of Business Ethics:1-21.
    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, (...)
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  • Ethical Considerations and Change Recipients’ Reactions: ‘It’s Not All About Me’.Gabriele Jacobs & Anne Keegan - 2018 - Journal of Business Ethics 152 (1):73-90.
    An implicit assumption in most works on change recipient reactions is that employees are self-centred and driven by a utilitarian perspective. According to large parts of the organizational change literature, employees’ reactions to organizational change are mainly driven by observations around the question ‘what will happen to me?’ We analysed change recipients’ reactions to 26 large-scale planned change projects in a policing context on the basis of 23 in-depth interviews. Our data show that change recipients drew on observations with three (...)
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  • Exploring the Relationship Between Exclusive Talent Management, Perceived Organizational Justice and Employee Engagement: Bridging the Literature.Edward P. O’Connor & Marian Crowley-Henry - 2019 - Journal of Business Ethics 156 (4):903-917.
    This conceptual paper explores the relationship between an organization’s exclusive talent management practices, employees’ perceptions of the fairness of exclusive TM practices, and the corresponding impact on employee engagement. We propose that in organizations pursuing exclusive TM programs, employee perceptions of organizational justice of the exclusive TM practices may affect their employee engagement, which may influence both organizational and employee outcomes. Building on extant research, we present a conceptual framework depicting the relationship between exclusive TM practices, organizational justice and employee (...)
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