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Everybody Talks About Organizational Justice, But Nobody Does Anything About It

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  • Greenberg, Jerald

Abstract

Most organizational justice studies focus primarily on theoretical issues and identify implications for practice only in passing. I advocate moving to the next step by testing such implications in theory-based studies that implement and assess the impact of interventions designed to promote organizational justice. Research that promotes organizational justice promises to benefit both organizations and their employees, and may be considered morally appropriate. Although usually not considered in this connection, theory-based application studies also promise to shed light on the theories from which they are derived. Despite these benefits, there are several reasons why such investigations are conducted only rarely. First, because managers tend to be unaware of justice-related problems, they are unlikely to accede to researchers’ requests to address them in research. Second, many researchers erroneously believe that studies assessing ways of improving conditions in organizations lack scientific objectivity. Third, scholarly values favor research that addresses theoretical issues and that eschew practical applications. Finally, the challenges of conducting intervention studies are inclined to be formidable, and these may deter researchers from undertaking such efforts.

Suggested Citation

  • Greenberg, Jerald, 2009. "Everybody Talks About Organizational Justice, But Nobody Does Anything About It," Industrial and Organizational Psychology, Cambridge University Press, vol. 2(2), pages 181-195, June.
  • Handle: RePEc:cup:inorps:v:2:y:2009:i:02:p:181-195_00
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    Cited by:

    1. Shu-Yuan Chen & Jin Feng Uen & Chih-Chan Chen, 2016. "Implementing high performance HR practices in Asia: HR practice consistency, employee roles, and performance," Asia Pacific Journal of Management, Springer, vol. 33(4), pages 937-958, December.
    2. Elizabeth Chinomona, 2017. "Antecedents of Employee Intention to Stay: A Study of Employees in Zimbabwean SMEs," Journal of Economics and Behavioral Studies, AMH International, vol. 9(5), pages 57-73.
    3. Natàlia Cugueró-Escofet & Marion Fortin, 2014. "One Justice or Two? A Model of Reconciliation of Normative Justice Theories and Empirical Research on Organizational Justice," Journal of Business Ethics, Springer, vol. 124(3), pages 435-451, October.
    4. Rupp, Deborah E. & Shao, Ruodan & Jones, Kisha S. & Liao, Hui, 2014. "The utility of a multifoci approach to the study of organizational justice: A meta-analytic investigation into the consideration of normative rules, moral accountability, bandwidth-fidelity, and socia," Organizational Behavior and Human Decision Processes, Elsevier, vol. 123(2), pages 159-185.
    5. van Dijke, Marius & De Cremer, David & Mayer, David M. & Van Quaquebeke, Niels, 2012. "When does procedural fairness promote organizational citizenship behavior? Integrating empowering leadership types in relational justice models," Organizational Behavior and Human Decision Processes, Elsevier, vol. 117(2), pages 235-248.
    6. Raphael M. Herr & Jian Li & Peter Angerer, 2019. "The Synergistic Effects of Organizational Justice and Trust to Supervisor on Vagal Tone: Preliminary Findings of an Empirical Investigation," IJERPH, MDPI, vol. 16(5), pages 1-9, March.
    7. Lalit Kumar Yadav & Pawan Gupta, 2017. "Procedural Justice, Job Satisfaction and Organizational Citizenship Behaviour: Mediating Role of Organizational Trust—Indian Tourism Industry Study," Management and Labour Studies, XLRI Jamshedpur, School of Business Management & Human Resources, vol. 42(3), pages 275-292, August.
    8. Rasim Serdar Kurdoglu, 2020. "The Mirage of Procedural Justice and the Primacy of Interactional Justice in Organizations," Journal of Business Ethics, Springer, vol. 167(3), pages 495-512, December.

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