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Organisational Justice and Work-Family Policies

Published online by Cambridge University Press:  05 May 2015

Jarrod Haar ,
Chester S. Spell  and
Michael P. O'Driscoll
Jarrod Haar*
Affiliation:
Department of Strategy and Human Resource Management, University of Waikato, New Zealand
Chester S. Spell
Affiliation:
School of Business, Rutgers University, United States
Michael P. O'Driscoll
Affiliation:
Department of Psychology, University of Waikato, New Zealand
*
Department of Strategy and Human Resource Management, University of Waikato, Private Bag 3105 Hamilton, New Zealand. Email: [email protected]
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Abstract

Based in a local government organisation in New Zealand, this paper links the literature on work-family balance to the literature on organisational justice, by examining the predictors of perceived fairness in work-family polices. The study also expands an earlier study in Grover (1991), by considering work-family policy sets, rather than single policies only. Perceptions of the fairness in work-family policies were partly predicted, positively, by a combination of management seniority, perceived benefits in work-family policies, and own usage of those policies. These findings suggest the influence of both group values and self-interest. In terms of organisational justice, the findings raise a question for future research, namely how fairness attitudes relate to the sustainability of work-family initiatives.

Type
Articles
Information
South Pacific Journal of Psychology , Volume 16 , 2005 , pp. 30 - 39
Copyright
Copyright © University of Papua New Guinea and Massey University, New Zealand/Aotearoa 2005

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