1. Who cares about justice? Values as moderators of justice effects
Ron Fischer
Psyc325

2. Overview Importance of organizational justice for work behaviour
Procedural justice in context: the importance of values
Method
Moderated Multiple Regression
Results
Conclusions

3. Importance of justice
Perceived procedural justice is an important determinant of work behaviour (Colquitt et al., 2003)
Relational model of authorities (Tyler & Lind, 1992)
Relational concerns: Neutrality, trust in benevolence & status recognition

4. Procedural justice in context
Lind, Tyler & Huo (1997)
Status recognition less important in societies with greater power distance (Japan)
Values as moderators
Evaluative and guiding beliefs about right and wrong that transcend specific situations (Schwartz & Bilsky, 1987)

5. Schwartz Value Survey (1992)

6. Values as moderators CONSERVATION OPENNESS TO CHANGE
Acceptance of their position in society; obedience to authorities
Focus less on quality of relationship with supervisor
Procedural injustice carries important relational information for those with less conservative values
OPENNESS TO CHANGE
Seek stimulation and excitement, but are less closely attached to their groups
Need social approval to maintain positive self-image
Focus on social standing within their work groups because provides important relational information

7. Hypothesis
The association between procedural justice and work outcome variables will be stronger among those who endorse openness to change and weaker among those who endorse conservation values

8. Outcome variables
Affective organizational commitment (Allen & Meyer, 1990)
Extra-role behaviour
Proactive behaviour: Voice
Passive behaviour: Conscientiousness

9. Method Focus on full-time employees Snowball sampling
N = 130 (UK); N = 187 (EG)
German sample older (39 vs 32 years)
More Germans were employed in public organisations (32%) compared with Britons (25%)

10. Questionnaire Schwartz value survey (alphas: .75 - .87)
Global justice evaluations (alpha: .89)
Affective organizational commitment (alpha UK: .86; G: .82)
Conscientiousness (alpha UK: .85; G: .80)
Voice (alpha UK: .70; G: .75).

11. Method for moderator analysis
Moderated Multiple Regression
Using mean centred values (Aiken & West, 1992; Stone, 1986)
Dependent variable: Work variables
First step: Demographic variables
Second step: Country
Third step: centred main effects (value + justice)
Fourth step: two-way interaction effects (interaction of interest: value x justice)
Fifth step: three-way interaction

12. Problems in detecting significant moderators (Villa et al., 2003)
Less power (increase in Type II error) when
Small sample size
Range restriction
Measurement error in predictor variables that make up the interaction term
Predictor intercorrelation
Problem!!!
Often no theoretical rationale; large number of atheoretical tests with large numbers of predictors

15. Interaction effect of procedural justice and conservation on organisational commitment in the German sample

17. Interaction effect of procedural justice and openness to change on organisational commitment.

18. Interaction effect of procedural justice and openness to change on conscientiousness

19. Implications
Cultural values influence how individuals react to work place (e.g., justice issues)
Importance for:
Managing culturally diverse work force
Assignment of managers to overseas posts
Mergers and acquisitions
Co-operations and partnerships between organizations from different cultural backgrounds

20. Implications for research
What is seen as fair or just in different societies?
What is the link between national culture, organizational practices and behaviour and attitudes of employees in organizations?

21. Challenges for research: Understanding the link between national culture, organizational practices and work behaviour
Cultural values
Organizational practices
Work behaviour and attitudes

22. Organizations, Culture and Behaviour Project