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Chapter 11 Collective reactions to bad bosses: status and interpersonal justice at the group level

Fairness and Groups

ISBN: 978-0-85724-161-0, eISBN: 978-0-85724-162-7

Publication date: 7 June 2010

Abstract

Purpose – We offer a view of interpersonal justice climate in which the benefits of fair treatment might be stronger within some groups versus others, depending on characteristics of the supervisor, the group, and the organization in which the group is embedded. We further identify a potential silver lining that may be associated with low interpersonal justice climate. Overall, our intent of this chapter is to offer a more nuanced view of the topic to enhance our understanding of interpersonal justice within groups.

Design/methodology/approach – We review literature on status to support our propositions.

Findings – We examine how a supervisor's idiosyncrasy credits, a group's status, and an organization's emphasis on hierarchy will moderate the relationship between unfair interpersonal treatment from a supervisor and the group's perceived interpersonal justice climate. Also, we suggest that low levels of interpersonal justice climate may actually lead to greater affiliation among group members and ultimately enhance perceptions of group cohesion.

Originality/value – Previous literature on justice climate has largely focused on procedural justice, whereas generally ignoring interpersonal exchanges between a group and its supervisor. This chapter contributes to research on justice at the group level by examining the potential moderating effects of status on the generation of interpersonal justice climate. Further, and in contrast to previous research, we offer a potential positive outcome that may result from low interpersonal justice climate.

Citation

Umphress, E.E. and Stoverink, A.C. (2010), "Chapter 11 Collective reactions to bad bosses: status and interpersonal justice at the group level", Mannix, E.A., Neale, M.A. and Mullen, E. (Ed.) Fairness and Groups (Research on Managing Groups and Teams, Vol. 13), Emerald Group Publishing Limited, Leeds, pp. 299-330. https://doi.org/10.1108/S1534-0856(2010)0000013014

Publisher

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Emerald Group Publishing Limited

Copyright © 2010, Emerald Group Publishing Limited