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Organizational Justice
Greenberg (1987) introduced the concept of organizational justice with regard to how an employee judges the behavior of the organization and the employee's resulting attitude and behaviour. For example, if a firm makes redundant half of the workers, an employee may feel a sense of injustice with a resulting change in attitude and a drop in productivity. Justice or fairness refers to the idea that an action or decision is morally right, which may be defined according to ethics, religion, fairness, equity, or law. People are naturally attentive to the justice of events and situations in their everyday lives, across a variety of contexts. Individuals react to actions and decisions made by organizations every day. An individual's perceptions of these decisions as fair or unfair can influence the individual's subsequent attitudes and behaviors. Fairness is often of central interest to organizations because the implications of perceptions of injustice can impact job attitudes and behavio ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Justice
Justice, in its broadest sense, is the principle that people receive that which they deserve, with the interpretation of what then constitutes "deserving" being impacted upon by numerous fields, with many differing viewpoints and perspectives, including the concepts of moral correctness based on ethics, rationality, law, religion, equity and fairness. The state will sometimes endeavor to increase justice by operating courts and enforcing their rulings. Early theories of justice were set out by the Ancient Greek philosophers Plato in his work The Republic, and Aristotle in his Nicomachean Ethics. Advocates of divine command theory have said that justice issues from God. In the 1600s, philosophers such as John Locke said that justice derives from natural law. Social contract theory said that justice is derived from the mutual agreement of everyone. In the 1800s, utilitarian philosophers such as John Stuart Mill said that justice is based on the best outcomes for the gre ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Equity Theory
Equity theory focuses on determining whether the distribution of resources is fair to both relational partners. Equity is measured by comparing the ratio of contributions (or costs) and benefits (or rewards) for each person. Considered one of the justice theories, equity theory was first developed in the 1960s by J. Stacy Adams, a workplace and behavioral psychologist, who asserted that employees seek to maintain equity between the inputs that they bring to a job and the outcomes that they receive from it against the perceived inputs and outcomes of others. According to Equity Theory, in order to maximize individuals' rewards, we tend to create systems where resources can be fairly divided amongst members of a group. Inequalities in relationships will cause those within it to be unhappy to a degree proportional to the amount of inequality. The belief is that people value fair treatment which causes them to be motivated to keep the fairness maintained within the relationships of thei ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Industrial And Organizational Psychology
Industrial and organizational psychology (I-O psychology), an applied discipline within psychology, is the science of human behavior in the workplace. Depending on the country or region of the world, I-O psychology is also known as occupational psychology in the United Kingdom, organisational psychology in Australia and New Zealand, and work and organizational (WO) psychology throughout Europe and Brazil. Industrial, work, and organizational (IWO) psychology is the broader, more global term for the science and profession.Spector P. E. (2021). Industrial and Organizational Psychology: Research and Practice 8th ed. Hoboken, NJ: John Wiley. I-O psychologists are trained in the scientist–practitioner model. As an applied field, the discipline involves both research and practice and I-O psychologists apply psychological theories and principles to organizations and the individuals within them. They contribute to an organization's success by improving the job performance, wellbeing, m ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Structural Equation Modeling
Structural equation modeling (SEM) is a label for a diverse set of methods used by scientists in both experimental and observational research across the sciences, business, and other fields. It is used most in the social and behavioral sciences. A definition of SEM is difficult without reference to highly technical language, but a good starting place is the name itself. SEM involves the construction of a ''model'', to represent how various aspects of an observable or theoretical phenomenon are thought to be causally structurally related to one another. The ''structural'' aspect of the model implies theoretical associations between variables that represent the phenomenon under investigation. The postulated causal structuring is often depicted with arrows representing causal connections between variables (as in Figures 1 and 2) but these causal connections can be equivalently represented as equations. The causal structures imply that specific patterns of connections should appe ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Organizational Commitment
In organizational behavior and industrial and organizational psychology, organizational commitment is an individual's psychological attachment to the organization. Organizational scientists have also developed many nuanced definitions of organizational commitment, and numerous scales to measure them. Exemplary of this work is Meyer and Allen's model of commitment, which was developed to integrate numerous definitions of commitment that had been proliferated in the literature. Meyer and Allen's model has also been critiqued because the model is not consistent with empirical findings. It may also not be fully applicable in domains such as customer behavior. There has also been debate surrounding what Meyers and Allen's model was trying to achieve. The basis behind many of these studies was to find ways to improve how workers feel about their jobs so that these workers would become more committed to their organizations. Organizational commitment predicts work variables such as tur ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Organizational Citizenship Behavior
In industrial and organizational psychology, organizational citizenship behavior (OCB) is a person's voluntary commitment within an organization or company that is not part of his or her contractual tasks. Organizational citizenship behavior has been studied since the late 1970s. Over the past three decades, interest in these behaviors has increased substantially. Organizational behavior has been linked to overall organizational effectiveness, thus these types of employee behaviors have important consequences in the workplace. Dennis Organ is generally considered the father of OCB. Organ expanded upon Katz's (1964) original work. Definition of the concept Organ (1988) defines OCB as "individual behavior that is discretionary, not directly or explicitly recognized by the formal reward system, and that in the aggregate promotes the effective functioning of the organization". Organ, D. W. (1988). Organizational Citizenship behavior: The good soldier syndrome. Lexington, MA: Le ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Occupational Injustice
Occupational injustice derives from the concept of occupational justice, which originated in 1997 with social scientists/ occupational therapists Ann Wilcock of Australia and Elizabeth Townsend of Canada.Stadnyk, Robin L., Townsend, Elizabeth A, & Wilcock, Ann A. (2010). Occupational justice. In Christiansen, C.H. & Townsend, E.A.(Eds). ''Introduction to Occupation-The Art and Science of Living''. Upper Saddle River, NJ: Pearson.(pp. 329-358). As a particular application of social justice, occupational injustice occurs when a person is denied, excluded from or deprived of opportunity to pursue meaningful Occupational therapy, occupations or when unchosen occupations are imposed upon them Whiteford, G. (2000). Occupational deprivation: Global challenge in the new millennium. British Journal of Occupational Therapy, 63(5), 200-204. thus limiting life satisfaction. The construct of occupational rights stems from human rights but focuses on the inherent right of individuals to participate ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Job Satisfaction
Job satisfaction, employee satisfaction or work satisfaction is a measure of workers' contentedness with their job, whether they like the job or individual aspects or facets of jobs, such as nature of work or supervision. Job satisfaction can be measured in cognitive (evaluative), affective (or emotional), and behavioral components.Hulin, C. L., & Judge, T. A. (2003). Job attitUdes. In W. C. Borman, D. R. ligen, & R. J. Klimoski (Eds.), Handbook of psychology: Industrial and organizational psychology (pp. 255-276). Hoboken, NJ: Wiley. Researchers have also noted that job satisfaction measures vary in the extent to which they measure feelings about the job (affective job satisfaction). or cognitions about the job (cognitive job satisfaction). One of the most widely used definitions in organizational research is that of Edwin A. Locke (1976), who defines job satisfaction as "a pleasurable or positive emotional state resulting from the appraisal of one's job or job experiences" (p.&n ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Job Performance
Job performance assesses whether a person performs a job well. Job performance, studied academically as part of industrial and organizational psychology, also forms a part of human resources management. Performance is an important criterion for organizational outcomes and success. John P. Campbell describes job performance as an individual-level variable, or something a single person does. This differentiates it from more encompassing constructs such as organizational performance or national performance, which are higher-level variables. Features There are several key features to Campbell's conceptualization of job performance which help clarify what job performance means. Outcomes First, Campbell defines performance as behavior, which is something done by an employee. This concept differentiates performance from outcomes. Outcomes result partially from an individual's performance, but they are also the result of other influences. In other words, there are more factors that de ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Perceived Organizational Support
Perceived organizational support (POS) is the degree to which employees believe that their organization values their contributions and cares about their well-being and fulfills socioemotional needs. POS is generally thought to be the organization's contribution to a positive reciprocity dynamic with employees, as employees tend to perform better to reciprocate received rewards and favorable treatment. This idea bloomed from Eisenberger and Rhoades' organizational support theory.Eisenberger, R., Huntington, R., Hutchison, S., & Sowa, D. 1986. Perceived organizational support. ''Journal of Applied Psychology'', 71: 500 –507; Rhoades, L., & Eisenberger, R. 2002 Overview According to the POS website: Perceived Organizational Support website Research on POS began with the observation that managers' concern with their employees' commitment to the organization is positively correlated with employees' focus on the organization's commitment to them. For employees, organizations serve as ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Perceived Psychological Contract Violation
Perceived psychological contract violation (PPCV) is a construct that regards employees’ feelings of disappointment (ranging from minor frustration to betrayal) arising from their belief that their organization has broken its psychological contract of work-related promises, and is generally thought to be the organization’s contribution to a negative reciprocity dynamic, as employees tend to perform more poorly to pay back PPCV. Differentiation from perceived organizational support Both PPCV and perceived organizational support (POS) are based on the norm of reciprocity. Both POS and PPCV are types of social exchanges and therefore involve implicit obligations, rather than economic exchanges, which involve explicit obligations. Perceived organizational support is focused on favorable treatment and the degree to which employees engage in positive reciprocity with the organization, whereas PPCV is focused on unfavorable treatment and the degree to which employees engage in negat ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Emotional Exhaustion
Emotional exhaustion is a chronic state of physical and emotional depletion that results from excessive job, personal demands, and/or continuous stress. It describes a feeling of being emotionally overextended and exhausted by one's work. It is manifested by both physical fatigue and a sense of feeling psychologically and emotionally "drained". Burnout Most emotional exhaustion research has been guided by Christina Maslach's and Susan E. Jackson's three-component conceptualization of burnout. This model suggests burnout consists of three interrelated parts: emotional exhaustion, depersonalization, and diminished personal accomplishment. Diminished personal accomplishment refers to negative evaluations of the self. Some new perspectives on how to prevent burnout, also suggested by Christina Maslach, include two approaches. These two go about burnout differently in how they do not directly address stress, but rather the situation. The first approach includes recognizing how the r ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
