Book contents
- The Cambridge Handbook of Workplace Affect
- The Cambridge Handbook of Workplace Affect
- Copyright page
- Contents
- Figures
- Tables
- Contributors
- Foreword
- Part I Theoretical and Methodological Foundations
- Part II Workplace Affect and Individual Worker Outcomes
- Part III Workplace Affect and Interpersonal and Team-Level Processes
- Part IV Workplace Affect and Organizational, Social, and Cultural Processes
- 24 Organizational Entry and Workplace Affect
- 25 Performance Management and Workplace Affect
- 26 Feeling the Heat
- 27 Gender and Workplace Affect
- 28 Affective Climate and Organization-Level Emotion Management
- Part V Discrete Emotions at Work
- Part VI New Perspectives on Workplace Affect
- Index
- References
26 - Feeling the Heat
The Importance of Affect to Organizational Justice for Receivers, Actors, and Observers
from Part IV - Workplace Affect and Organizational, Social, and Cultural Processes
Published online by Cambridge University Press: 25 June 2020
- The Cambridge Handbook of Workplace Affect
- The Cambridge Handbook of Workplace Affect
- Copyright page
- Contents
- Figures
- Tables
- Contributors
- Foreword
- Part I Theoretical and Methodological Foundations
- Part II Workplace Affect and Individual Worker Outcomes
- Part III Workplace Affect and Interpersonal and Team-Level Processes
- Part IV Workplace Affect and Organizational, Social, and Cultural Processes
- 24 Organizational Entry and Workplace Affect
- 25 Performance Management and Workplace Affect
- 26 Feeling the Heat
- 27 Gender and Workplace Affect
- 28 Affective Climate and Organization-Level Emotion Management
- Part V Discrete Emotions at Work
- Part VI New Perspectives on Workplace Affect
- Index
- References
Summary
Broadly, the literature on organizational justice is concerned with a key question that employees often ask themselves when evaluating events that occur at work: “Was that fair?” (Colquitt, 2012, p. 526). Decades of research on organizational justice have revealed that individuals assess fairness when evaluating a) the outcomes they receive, including whether they are equitable (distributive justice: Adams, 1965; Leventhal, 1976), b) the procedures used to determine those outcomes, including whether they are consistent, accurate, unbiased, correctable, and provide voice and input (procedural justice: Leventhal, 1980; Thibaut & Walker, 1975), c) the information conveyed by authority figures, including whether it is honest and detailed (informational justice: Bies & Moag, 1986; Greenberg, 1993), and d) the interpersonal treatment they receive during interactions, including whether it is respectful and polite (interpersonal justice: Bies & Moag, 1986; Greenberg, 1993). The answers they receive to these questions (i.e. how fair or unfair an event was) are critical, as greater perceptions of fairness have been consistently linked to key outcomes such as well-being, job attitudes, and various indicators of job performance (for a meta-analysis, see Colquitt, Scott, Rodell, Long, Zapata, Conlon, & Wesson, 2013).
- Type
- Chapter
- Information
- The Cambridge Handbook of Workplace Affect , pp. 350 - 362Publisher: Cambridge University PressPrint publication year: 2020