An Actor-Focused Model of Justice Rule Adherence and Violation: The Role of Managerial Motives and Discretion
Research on organizational justice has focused primarily on the receivers of just and unjust treatment. Little is known about why managers adhere to or violate rules of justice in the first place. The authors introduce a model for understanding justice rule adherence and violation. They identify bot...
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| Veröffentlicht in: | Journal of applied psychology 2009-05, Vol.94 (3), p.756-769 |
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| container_end_page | 769 |
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| container_issue | 3 |
| container_start_page | 756 |
| container_title | Journal of applied psychology |
| container_volume | 94 |
| creator | Scott, Brent A Colquitt, Jason A Paddock, E. Layne |
| description | Research on organizational justice has focused primarily on the receivers of just and unjust treatment. Little is known about why managers adhere to or violate rules of justice in the first place. The authors introduce a model for understanding justice rule adherence and violation. They identify both cognitive motives and affective motives that explain why managers adhere to and violate justice rules. They also draw distinctions among the justice rules by specifying which rules offer managers more or less discretion in their execution. They then describe how motives and discretion interact to influence justice-relevant actions. Finally, the authors incorporate managers' emotional reactions to consider how their actions may change over time. Implications of the model for theory, research, and practice are discussed. |
| doi_str_mv | 10.1037/a0015712 |
| format | Article |
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J</contributor><creatorcontrib>Scott, Brent A</creatorcontrib><creatorcontrib>Colquitt, Jason A</creatorcontrib><creatorcontrib>Paddock, E. Layne</creatorcontrib><title>An Actor-Focused Model of Justice Rule Adherence and Violation: The Role of Managerial Motives and Discretion</title><title>Journal of applied psychology</title><addtitle>J Appl Psychol</addtitle><description>Research on organizational justice has focused primarily on the receivers of just and unjust treatment. Little is known about why managers adhere to or violate rules of justice in the first place. The authors introduce a model for understanding justice rule adherence and violation. They identify both cognitive motives and affective motives that explain why managers adhere to and violate justice rules. They also draw distinctions among the justice rules by specifying which rules offer managers more or less discretion in their execution. They then describe how motives and discretion interact to influence justice-relevant actions. Finally, the authors incorporate managers' emotional reactions to consider how their actions may change over time. Implications of the model for theory, research, and practice are discussed.</description><subject>Adherence</subject><subject>Biological and medical sciences</subject><subject>Decision Making</subject><subject>Discretion</subject><subject>Emotional Responses</subject><subject>Emotions</subject><subject>Ethics, Institutional</subject><subject>Execution</subject><subject>Fundamental and applied biological sciences. Psychology</subject><subject>Guilt</subject><subject>Human</subject><subject>Human behaviour</subject><subject>Humans</subject><subject>Justice</subject><subject>Management</subject><subject>Management Personnel</subject><subject>Management theory</subject><subject>Models, Organizational</subject><subject>Motivation</subject><subject>Occupational psychology</subject><subject>Organization and management. Professional relation</subject><subject>Organizational Behavior</subject><subject>Organizational Justice</subject><subject>Organizational Objectives</subject><subject>Personnel Management</subject><subject>Psychology</subject><subject>Psychology. Psychoanalysis. Psychiatry</subject><subject>Psychology. Psychophysiology</subject><subject>Rationalization</subject><subject>Regulation</subject><subject>Social Justice</subject><subject>Social Values</subject><subject>Sociology of work</subject><subject>Studies</subject><subject>Violations</subject><issn>0021-9010</issn><issn>1939-1854</issn><fulltext>true</fulltext><rsrctype>article</rsrctype><creationdate>2009</creationdate><recordtype>article</recordtype><sourceid>EIF</sourceid><sourceid>7QJ</sourceid><recordid>eNqF0d9r1TAUwPEgynY3B_4FUkRFGHU5-dEkL8JlbOqYCGP6Gk7TFDtymy5pH_bfm3HvFEXcUzjw4cDJl5AXQN8D5eoEKQWpgD0hKzDc1KCleEpWlDKoDQW6Tw5yvilIcEP3yD4YIcsEK_JhPVZrN8dUn0e3ZN9VX2LnQxX76mLJ8-B8dbUEX627Hz75sYw4dtX3IQachzg-J896DNkf7d5D8u387Pr0U3359ePn0_VljZI1c-2V6zVD5EL4ViIzjTbIwHRoDHbQM9FLLdoGPBWaNl25SWloNadMMNG2_JC83e6dUrxdfJ7tZsjOh4Cjj0u2jWLCUNY8CqViSlMhHoVcgdRMqQJf_QVv4pLGcq1toHwjK-x_iAEvSQTogt5tkUsx5-R7O6Vhg-nOArX3He1Dx0Jf7vYt7cZ3v-EuXAFvdgCzw9AnHN2QfzkGQitJZXHHW4cT2infOUwlavDZLan0nC1OwRphuVXy_vde_1v_yX4C2t-7iw</recordid><startdate>20090501</startdate><enddate>20090501</enddate><creator>Scott, Brent A</creator><creator>Colquitt, Jason A</creator><creator>Paddock, E. 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Layne</author></sort><facets><frbrtype>5</frbrtype><frbrgroupid>cdi_FETCH-LOGICAL-a526t-e7cf82aa344eb5a29689a219da99ad1f24f584b61e04806d037781b8302424bb3</frbrgroupid><rsrctype>articles</rsrctype><prefilter>articles</prefilter><language>eng</language><creationdate>2009</creationdate><topic>Adherence</topic><topic>Biological and medical sciences</topic><topic>Decision Making</topic><topic>Discretion</topic><topic>Emotional Responses</topic><topic>Emotions</topic><topic>Ethics, Institutional</topic><topic>Execution</topic><topic>Fundamental and applied biological sciences. Psychology</topic><topic>Guilt</topic><topic>Human</topic><topic>Human behaviour</topic><topic>Humans</topic><topic>Justice</topic><topic>Management</topic><topic>Management Personnel</topic><topic>Management theory</topic><topic>Models, Organizational</topic><topic>Motivation</topic><topic>Occupational psychology</topic><topic>Organization and management. Professional relation</topic><topic>Organizational Behavior</topic><topic>Organizational Justice</topic><topic>Organizational Objectives</topic><topic>Personnel Management</topic><topic>Psychology</topic><topic>Psychology. Psychoanalysis. Psychiatry</topic><topic>Psychology. Psychophysiology</topic><topic>Rationalization</topic><topic>Regulation</topic><topic>Social Justice</topic><topic>Social Values</topic><topic>Sociology of work</topic><topic>Studies</topic><topic>Violations</topic><toplevel>peer_reviewed</toplevel><toplevel>online_resources</toplevel><creatorcontrib>Scott, Brent A</creatorcontrib><creatorcontrib>Colquitt, Jason A</creatorcontrib><creatorcontrib>Paddock, E. 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| ispartof | Journal of applied psychology, 2009-05, Vol.94 (3), p.756-769 |
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| language | eng |
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| source | Applied Social Sciences Index & Abstracts (ASSIA); MEDLINE; EBSCOhost APA PsycARTICLES |
| subjects | Adherence Biological and medical sciences Decision Making Discretion Emotional Responses Emotions Ethics, Institutional Execution Fundamental and applied biological sciences. Psychology Guilt Human Human behaviour Humans Justice Management Management Personnel Management theory Models, Organizational Motivation Occupational psychology Organization and management. Professional relation Organizational Behavior Organizational Justice Organizational Objectives Personnel Management Psychology Psychology. Psychoanalysis. Psychiatry Psychology. Psychophysiology Rationalization Regulation Social Justice Social Values Sociology of work Studies Violations |
| title | An Actor-Focused Model of Justice Rule Adherence and Violation: The Role of Managerial Motives and Discretion |
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