Procedural justice and voice: a group engagement model
Department or Administrative Unit
The purpose of this paper is to examine the impact on employee voice from formal vs informal sources of procedural justice: group responsiveness and interactional justice, and to test how this impact may vary according to employees’ traditionality.
Dyadic data were collected from 261 employees and their supervisors. Results of the analyses offered support for the hypothesized moderated mediation model where group responsiveness and interactional justice would influence employee voice through enhanced organization-based self-esteem, and where such influence would be moderated by traditionality.
The findings showed that when there was a high level of group responsiveness, low traditionalists spoke up more, but when there was a high level of interactional justice, high traditionalists spoke up more.
By adopting the group engagement model, this study presented an alternative to the conventional perspective from uncertainty management theory about justice and voice, and tended to the neglect of fairness as an antecedent of voice by investigating how employees’ engagement in voice can be affected by their experience with different sources of procedural fairness information.
Xiang, C., Li, C., Wu, K., & Long, L. (2019). Procedural justice and voice: a group engagement model. Journal of Managerial Psychology, 34(7), 491–503. https://doi.org/10.1108/jmp-12-2018-0557
Journal of Managerial Psychology
© Emerald Publishing Limited
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