the effects of organizational justice and ethical climate on

8/19/2019 The Effects of Organizational Justice and Ethical Climate On

1/12

Procedia - Social and Behavioral Sciences 150 (2014) 1187 – 1198

Available online at www.sciencedirect.com

ScienceDirect

1877-0428 © 2014 The Authors. Published by Elsevier Ltd. This is an open access article under the CC BY-NC-ND license

(http://creativecommons.org/licenses/by-nc-nd/3.0/ ).

Peer-review under responsibility of the International Strategic Management Conference.

doi:10.1016/j.sbspro.2014.09.134

10th International Strategic Management Conference

The Effects of Organizational Justice and Ethical Climate on

Perceived Work Related Stress

Arzu Serta, Meral Elçi b, Tanyeri Usluc, İrge Şener d a*

a bGebze Institute of Technology, Kocaeli, 41400, Turkey

cYeditepe University, İ stanbul, 34755, Turkey d Çankaya University, Ankara, 06810, Turkey

Abstract

Stress leads to negative consequences for employees and organizations. Therefore, understanding the relation of stress with other

variables is important. This paper examines the relationship between organizational justice, ethical climate and perceived work

Related Stress. According to the findings from 915 employees, there exists a significant negative relationship between

distributional and procedural justice and work related stress. In addition, ethical climate also has a negative effect on work related

stress. With this study, it can be inferred that development of ethical climate and organizational justice within the organizations

help to decrease the work related stress of employees.

*Corresponding author. Tel.: +90-533-529-45 63

E-mail address: [email protected]

1. Introduction

“Do you truly believe that life is fair, Senor de la Vega? -No, maestro, but I plan to do everything in my power to

make it so.” ― Allende, Zorro, 2005.Issues of justice are the greatest interest to all individuals. Especially in the workplace, statements are often heard

by everyone such as ‘’life is not fair’’, ‘’that is not fair’’ and ‘’how can the problem be solved fairly’’. Employees

generally compare the rewards, which they receive, with the rewards, which are received by their colleagues whomake the same contributions to the organization in the work setting (J. S. Adams, 1965; Leventhal, 1976). In addition

they judge whether the decision making procedures which are used by organization are fair or not (Greenberg, 1986;

Leventhal, 1980; Thibaut and Walker, 1975 in Judge and Colquitt, 2004:395). The researches on organizational justice

have demonstrated that fairness can affect the attitudes and behaviors of employees (for reviews, see Colquitt and

Greenberg, 2003; Cropanzano, Byrne, Bobocel, and Rupp, 2001; Cropanzano and Greenberg, 1997, in Judge and

Colquitt, 2004: 395). Unfair distributions of outcomes and procedures, which are used in distributing outcomes, may

Keywords: Organizational Justice, Distributive Justice, Procedural Justice, Ethical Climate, Work Related Stress

© 2014 The Authors. Published by Elsevier Ltd. This is an open access article under the CC BY-NC-ND license

(http://creativecommons.org/licenses/by-nc-nd/3.0/ ).

Peer-review under responsibility of the International Strategic Management Conference.

http://crossmark.crossref.org/dialog/?doi=10.1016/j.sbspro.2014.09.134&domain=pdfhttp://crossmark.crossref.org/dialog/?doi=10.1016/j.sbspro.2014.09.134&domain=pdf


2/12

1188 Arzu Sert et al. / Procedia - Social and Behavioral Sciences 150 (2014) 1187 – 1198

create stressors that can cause stress ‘’called work stress’’ for employees. Thus, job stress leads to a great number of

negative effects between employees and work relations. Many factors in work environment have been linked to job

stress such as conditions that are associated with organization’s ethical climate and structure (Parker and DeCotiis,

1983). Hence distributive unfairness such as underpayment inequity can cause psychological problem as stress related

sleep disorder (Greenberg, 2006); which stress can become a factor that threatens employees’ health and cause a

number of undesired organizational outcomes such as turnover intention, job dissatisfaction, absenteeism and lower

performance.The purpose of the presented study is to examine organizational justice’s components distributive and procedural

affects on employee perceptions of work related stress and then to examine the effect of ethical climate on the same

issue.

2. Literature Review and Hypotheses

2.1 Organizational Justice

The term justice refers to ‘’oughtness’’ or ‘’righteousness’’ (Colquitt et. al., 2001:425). Organizational justice is a

concept defined as the quality of social interaction in the workplace (Greenberg, 1990; Konovsky, 2000; Lind and

Tayler, 1988), and organizational justice refers to the extent which employees are treated fairly in their workplace

(Moorman, 1991; in Elovainio, van den Bos, Linna, Kivimaki, Ala-Mursula, Pentti and Vahtera, 2005: 2501).

Justice is a multi-dimensional construct that evolves from how much the employees get paid to how fairly the

employees are treated by upper management. Because of its content; researchers divided justice into several

dimensions such as distributive justice, procedural justice, interpersonal justice, and informational justice and

examined the questions raised by different issues according to these dimensions (Greenberg, 2005: 37). According to

Bornstein and Dietrich (2007: 72) the field of justice research resembles an ice cream market full of different flavors.

In the center of this mixture of flavors, the most powerful ones – the chocolate and vanilla of the justice world – are

procedural and distributive justice. In this study, we focused on the distributive and procedural components of

organizational justice.

Distributive Justice

The oldest theory of distribution justice can be traced to Aristotle. In his Nicomachean Ethics, the philosophermaintained that justice distribution involved “something proportionate,” which he defined as “equality of ratios.”

Adams (1965) rearranging this notion, represented effective equity theory of distribution justice in the context of

social exchange (Cropanzano et. al.,2007: 37) which is indicated by the equation: Outcome1 / Input1 = Outcome2 /

Input2. Distributive justice is based on social exchange theory. According to the social exchange theory, each part provides

something valuable to the other part and receives something valuable in return. For example, employees provide their

knowledge, intelligence, skills, and labor to their superiors and they receive wages or salaries, rewards and other

benefits in return. Adams (1965) investigated at which degree employees perceive such exchanges (proportion of

outcome to input) as fair or unfair and how they respond to perceptions of unfairness (Poole, 2007:728). Arslan

(2005:19-20) noted that employees who make the same contribution to the organization, compare the outcomes they

received to the ones their colleagues receive. For instance imagine two employees who put in the same amount of

energy for similar jobs. It is expected that they be paid the same amount for their efforts. If one works two timesharder than the other, then the harder worker is expected to be paid two times more in comparison to the colleague

who works less.

Perceptions of distributive justice are important for organizations because of their effects on a number of

organizational outcomes such as performance, commitment, job satisfaction, organizational citizenship behavior; and

turnover intentions (Flint and Haley, 2013: 50).

Procedural Justice

Procedural Justice is concerned with the fairness of judgments ab out the process of decision making (Thibaut and

Walker, 1975; in Kumar, Bakhshi and Rani, 2009: 26). Procedural justice focuses on the process which is used to

determine the amount of punishment or reward and evaluates its fairness (Cropanzano and Schminke, 2001; De

Conninck, 2003: 24). If individuals perceive the decision making process as fair, they are more agreeing to the


3/12


negative outcomes in their cases. This does not mean people are happy if they fail to get the outcomes they expect but

if they trust the fairness of the decision (Burke and Leben, 2007: 6). In addition, when the individuals’ perceived

degree of procedural fairness is low, they are relatively dissatisfied with favorable outcomes (Bornstein and Dietrich,

2007: 72). One of the important conclusions of research on procedural justice is that when employees are given

‘‘voice’’ in decision making process and provided an ‘’explanation’’ for their case, they will be more likely to accept

the outcomes even if they are negative about it (e.g., Bies and Shaprio, 1988; Cropanzano and Folger, 1989; in

DeConinck, 2003: 24). Greenberg (2005) suggests that people take different criteria into consideration while they judge the fairness of procedures. (Greenberg, 2005: 39). These criteria are:

Voice in the decision making: when people are given a voice in the decision, they perceive procedural justice.

Consistency in applying rules: the rules used in decision making process must be equal and applicable for

everyone.

Accuracy in use of information: fair decision must be derived from accurate information.

Opportunity to be heard: everyone must have an opportunity to correct any mistake that has been made.

Safeguards against bias: there must not be any opportunity for decision makers to bias the results

2.2 Ethical Climate

The concept of ethical climate was developed by Victor and Cullen (Shafer, 2009: 1091). Victor and Cullen (1988:

101) described ethical climate as “shared perceptions of what is ethically correct behavior and how ethical issues

should be handled in the organization”. From cultural perspective, an organization resembles a tribe. Just as tribemembers develop their languages, celebrations, power structures and stories, organizations develop their structures,

politics and procedures, a set of values and norms that generate a unique perspective called organizational culture.

How an organization responds to ethical issues is a part of this culture. Every organization enforces its ethical

standards, values and develops guidelines for the ethical dilemmas it faces. “Ethical climate, in turn, shapes

individual’s ethical decision making and behavior and their perceptions on what is right and wrong’’ (Craig, 2008:

267-268). Ethical climate does not only help organization’s members on moral decision to find the answer to the

question of ‘‘what should I do?’’ but it also helps in the decision making process to answer the question of ‘’how shall

I do it?’’(Cullen, Victor and Stephens, 1989: 51). De George (1995) who described ethical climate as procedures,

practice and values that involve the moral attitudes of organization, stated that ethical climate provides the decisions to

have moral contents and get these decisions applied into the relationship between the individuals and the stakeholders

(Ferrato and Arruda, 2005:138).

2.3 Work Related Stress

The stress literature offers so many “stress definition”. However there are some differences, in common it is

accepted that the individuals who are trying to fulfill the requirements over their capacities, are under stress (Carver,

1995; Vermunt and Steensma, 2003: 137). Parker and DeCotiis (1983: 161) defined work stress as “a particular

individual’s awareness or feeling of personal dysfunction as a result of perceived conditions or happenings in the work

settings’’. Emotions have an important role in work stress as emotions response immediately to conditions which are

perceived as stressful to individuals (Lazarus, 1991; Lovallo, 1997; Payne, 1999) and as they motivate physiological

change (Cartwright and Cooper, 1997; Spector, 1998). Fox, Spector and Miles (2001: 292) defined emotions role as a

mediator between job stressors and strains. Work related stress is a factor that threatens employees’ health. The

English courts have recognized that work related stressors are associated with employees’ mental breakdowns and

their physical health, and employers are responsible from the health of their employees (Onciul, 1996:748).

Epidemiological studies show that the risks of musculoskeletal injuries or symptoms that can be increased by work

stress (Bernard, 1997; Joksimovic et al., 2002; Gillen et al., 2007; Burgel et al., 2010; Eatough et al., 2012; Yu et al.,

2012; in Lee, Lee, Gillen and Krause, 2014: 214).

2.4 Organizational Justice and Work Related Stress

Elovainio, Kivimaki and Vahtera (2002) found that organizational justice is one of the stress factors that can cause

physical and psychological reactions. Virtanen and Kettikangas-Jarvinen (2003) stated that organizational justice can

lead to stress related sleep disorder and Elovainio, Kivimaki and Helkama (2001) suggested that there is a relationship

between stress reactions and procedural justice ( Elovainio, van den Bos, Linna, Kivimaki, Ala-Mursula, Pentti and

Vahtera, 2005: 2503-2508). According to Greenberg (2004: 356), distributive justice is a great stressor when

employees believe that distributive unfairness is caused by unfair procedures. Therefore, if perceived injustice


4/12


includes both distributive and procedural components, it causes higher stress reactions in comparison to the existence

of distributive justice only. Lambert, Hogan and Griffin (2007: 651) found distributive justice has a significant effect

on work stress. The findings suggest that employees have increased work stress when they feel outcomes are unfair.

Judge and Colquitt (2004) found that procedural justice affects employee stress, even if this effect is mediated by

work – family conflict. Overall, all these studies show that procedural and distributive justice have important effects on

employees’ psychology.

2.5 Ethical Climate and Work Related Stress

Levy and Dubinsky (1983) state that when employees come across with ethical challenges, the level of their work

related stress might increase. Although Jaramillo et. al. (2013) did not find a direct impact of ethical climate on work

related stress in their studies, the findings showed that ethical climate had a significant positive impact on experienced

meaningfulness which leads to lower stress. Jaramillo, Mulki and Boles (2013: 2302-2306) and Briggs, Jaramillo and

Weeks (2012: 430) suggest that a salesperson’s perceptions of ethical climate have a direct effect on their work related

stress and attitude. Although a great number of studies demonstrate that ethics has an important role in stress

perceptions, the research on ethical climate associated with work related stress is limited.

The following hypotheses are proposed for testing:

H1: Distributive justice negatively influences work related stress.

H2: Procedural justice negatively influences work related stress.

H3: Ethical climate negatively influences work related stress.

3. Methodology

3.1. Research Goal and the Theoretical Model

In this study, it was intended to examine how ethical climate and organizational justice influence employee s’

perception of work related stress. Theoretical model of the research is demonstrated in Figure 1.

Figure 1: The Conceptual Model

3.2. Sample and Data Collection

The study was conducted in Turkey. The data were collected from 915 employees from 44 different companies.

Most of the participants were males (57,4%) and married (64,3%). 52,3% of the participants were employed in service

H1 & H2

Work related

stress

H2

H3

Organizational

justice

Distributive

justice

Procedural

justice

Ethical climate


5/12


sector, 10,4% of them were employed in education sector, 19,2% were employed in finance and 18.1% of them were

employed in health sector. The occupations of the participants included staff positions (39,3%), managerial positions

(37,6%) and professional positions (23,1%). Most of the participants were employed in the private sector (68,4%) and

their ages ranged from 18 to 63 years, in addition their tenure in the organization ranged from 1 year to over 27 years;

most of the participants (71,6%) have a university degree.

Responses were obtained using 5 point Likert-type scale where (1) represents ‘strongly agree’ and (5) represents

‘strongly disagree’. Data obtained from the participants were analyzed by SPSS 17.0 statistical package program.

Organizational ethical climate was measured by a scale which was adopted from Schwepker et al., (2001). Work

related stress scale was adopted from Keller (1984) and organizational justice scale was adopted from Niehoff and

Moorman (1993).

Table 1: Factor analysis for Ethical Climate, Organizational Justice and Work related Stress

EC DJ WRS PJ

The top management of the company doesn't tolerate the unethical conducts definitely. ,860

If someone who works in this company, acts unethical for her/his advantage, He/she gets punishment or to be censured

officially. ,858To be successful at this company needs to act accordance with business ethics ,788

The managers act in accordance with business ethics in the company ,735

If someone who works in this company, acts unethical for the company's advantage, He/she gets punishment or to becensured officially ,663

I think my workload is quite fair ,874

I think I am paid a fair salary ,833

I think the general outcomes of my work is fair ,804

The working program which is given me by my manager is fair ,776

I feel my authority and responsibility are fair ,559

I have difficulty in relaxing after the work ,890

I keep worrying about the problems related to my work after the working hours ,876

I feel exhausted and well tired ,830

My work is stressful and it requires effort ,791

I often feel stress and anxiety related to my work ,710

Before taking decisions, my manager makes sure that he learn all the employees' point of views ,820

While taking decision, my manager collects correct and exact information ,811

When my manager takes decision, he explains it exactly and gives further information when it is necessary ,792

My manager takes fair decisions ,584

My manager allows employees to question the decision ,552

Extraction Method: Principal Component Analysis. Rotation Method: Varimax with Kaiser Normalization. a. Rotation converged

in 5 iterations. EC: ethical climate, DJ: Distributive justice, PJ: Procedural justice, WRS: Work related stress

Since the scales were applied to a Turkish sample, explanatory factor analyses were undertaken for each of them.

The best fit of the data was obtained with a principal component analysis with a varimax rotation. The factor loadings

for each scale are displayed in Table 1. A strong factor structure is resulted through the factor analyses performed

upon variables concerned with distributive justice, procedural justice, ethical climate and work related stress. This

indicates that the questionnaire statements used to measure these concepts were loaded to the variables. The total

variance explained by this analysis is 68,865. The Cronbach’s alpha reliability scores of the factors are 0,90, 0,77, 0,88

and 0,88 respectively. The alpha coefficients demonstrate that the items are reliable (Table 2).


6/12


Table 2 shows the reliabilities, mean, standard deviations and correlations for the variables in the study. Hence, as

can be seen along the diagonal of the correlation matrix, each scale has satisfactory reliability with Cronbach alfa

above 0, 70. Further, the correlation among ethical climate, organizational justice and work related Stress is

demonstrated in Table 2.

Table 2: Correlations, Mean, Standard Deviations and Alpha reliabilities

Mean SD N Alpha EC DJ PJ

Ethical climate 3,9266 ,83082 913 α=0,885 1

Distributive justice 3,3403 ,97489 914 α=0,903 ,484** 1

Procedural justice 3,4218 1,03580 914 α=0,773 ,527** ,576 1

Work related stress 2,9956 1,03035 914 α=0,884 -,042* -,222** -,163**

**p


7/12


Table 4: T-test for Sector Groups

Sector

N Mean

Std.

Deviation

Mean

Difference t

Sig.

(2-

tailed)

Ethical climate private 625 4,0179 ,82069 ,28911 4,094 ,000

public 177 3,7288 ,85952Distributive justice private 626 3,3633 1,02972 ,07633 ,907 ,365

public 177 3,2870 ,82620

Procedural justice private 626 3,4754 1,11367 ,12201 1,353 ,176

public 177 3,3534 ,83733

Work related stress private 626 2,9875 1,08454 ,11070 1,245 ,214

public 177 2,8768 ,88880

Conclusion

When employees are forced to obey organizational rules, policies and procedures that they believe to be unfair, and

when they perceive that there is no ethical environment inside the organization, it will cause serious problems at the

workplace associated with work related stress. The results of this research are consistent with the literature, indicating

that both organizational justice and ethical climate are related negatively to work related stress. According to several

studies (Babin et al.,2000; Jaramillo et al., 2006; Mulki et al., 2006), ethical climate has an influence on employees’

role stress and a study by DeConinck (2010) supported the findings as it was found that ethical norms is related

negatively to role stress. Also a number of studies (Bowers and Mclver 2001; Imants and Van Zoelen, 1995; Myburgh

and Poggenpoel, 2002; Norton, 1998) show that when individuals perceive their workplace has low ethical values and

principles of justice are not applied, they are prone to absenteeism associated with work related stress.

The finding that procedural Justice is related negatively to work related stress is consistent with a study concluded

by Lucas, Alexander, Firestone and Lebreton (2008). The study indicated that the perceived procedural justice is

associated with lower levels of stress. In addition, there have been several studies that found linkages between

procedural justice and work related stress (Elovainio et al., 2001; Judge and Colquitt, 2004). Tomaka and Blascovich

(1994) stated that individuals who believe that they don’t get what they deserve (distributive justice), perceive the task

on hand as stressful. A study by Tep per (2001) about American employees’ perceptions of fairness indicated that

when employees experience lower distributive justice and procedural justice, they endure greater stress.

‘’Justice is ethics’’ John Rawls (1971). In this context, where is ethics, there is justice. Perceived fairness of

organizational outcomes such as salary, rewards and other benefits and perceived fairness of organizational outcomes,

which are allocated to the employees, is important to build up better ethical work climates. Employees, who work in awork environment which has ethical climate, were more prone to perceive respect, more participation and they have

better relationship with their superiors than the employees who work in a work place that has less ethical climate.

Creating an ethical climate in the work place means enhancing perceived procedural justice (Newman, 1993:1510).

Gilligan (1982) stated that ethical climate and justice both focus on responsibility, social relationship and protecting

employees’ rights (e.g. rewards) by rules and some regulations (Shapira-Lishchinsky and Even-Zohar, 2011:432).

Thus, an organization that has such characteristics lead to decrease work related stress. In addition, the decrease in

work related stress saves organizations from undesired outcomes such as job dissatisfaction, intention to quit,

absenteeism which may affect the organization negatively. Moreover, managers who make fair decisions become a


8/12


moral model for their subordinates and play an important role in developing ethical climate (Brown, Treviño and

Harrison, 2005). Thus, they have the most direct effect on employee’s ethical behaviour and perceptions.

In literature, although there have been many studies which demonstrates that ethics have an important role in stress

perceptions; the lack of research investigation link between ethical climate and work related stress indicates a need for

further analysis.

References

Adams, J. S. (1965). Inequity in social exchange. In L. Berkowitz (Ed.), Advances in experimental social psychology

(Vol. 2, pp. 267 – 299). NewYork: Academic Press.

Allende, Isabel. 2005. Zorro.

Arslan, M. (2005). Iş ve Meslek Ahlak ı. Siyasal Kitabevi, s.17-20.

Babin BJ, Boles JS, Robin DP. (2000). Representing the perceived ethical work climate among marketing employees.

J Acad Mark Sci 2000;28(3):345 – 58.

Bies, R.J. and Shapiro, D.L. (1988). Voice and justification: Their influence on procedural and fairness judgments,Academy of Management Journal, 31 (September), p. 676-685). In Deconinck, James (2003); The impact of a

corporate code of ethics and organizational justice on sales managers’ ethical judgments and reaction to unethical

behavior, Marketing Management Journal, vol. 13, issue 1, p. 23-31.

Bernard BP. (1997). Musculoskeletal disorders and workplace factors: A critical review of epidemiologic evidence for

work-related musculoskeletal disorders of the neck, upper extremity, and low back. In: U. S. Department of Health

and Human Services, National Institute for Occupational Safety and Health. In Lee, S. Y., Lee, J. H., Gillen, M.

and Krause, N. (2014). Job Stress and Work-Related Musculoskeletal Symptoms Among Intensive Care Unit

Nurses: A Comparison Between Job Demand-Control and Effort-Reward Imbalance Models. American Journal of

Industrial Medicine 57: pp. 214-221.

Bornstein, B. H., Dietrich, H. (2007). Fair procedures, yes. But we dare not lose sight of fair outcomes. Court Review;

the Journal Of American Judges Assocation, Vol. 44, Issue ½ , p. 72,74

Bowers, T., and Mclver, M. (2001). Ill health retirement and absenteeism among teachers. Research report No 235.

School of Education, University of Cambridge.

Briggs, E., Jaramillo, F., and Weeks, W. A. (2012). The influences of ethical climate and organization identity

comparisons on salespeople and their job performance. Journal of Personal Selling and Sales Management, 32:4,

421-436.

Brown, M.E., Treviño, L.K., Harrison, D.A., (2005). Ethical Leadership: a Social Learning Perspective for Construct

Development and Testing. Organizational Behavior and Human Decision Processes 97, pp. 117 – 134.

Burgel BJ, White MC, Gillen M, Krause N. 2010. Psychosocial work factors and shoulder pain in hotel room cleaners.

Am J Ind Med 53:743 – 756. In Lee, S. Young, Lee, J. Hee, Gillen, Marion and Krause, Niklas (2014). Job Stress

and Work-Related Musculoskeletal Symptoms Among Intensive Care Unit Nurses: A Comparison Between Job

Demand-Control and Effort-Reward Imbalance Modfels. American Journal of Industrial Medicine 57: pp. 214-

221.

Burke, K. and Leben, S. (2007). Procedural fairness: A key ingredient in public satisfaction. Court Review; The

Journal of American Judges Assocation, Vol.44, Issue ½, p.6.


9/12


Carver, C. S. (1995). Stress and coping. In: Maustead, A. S., and Hewstone, M. (eds.), The Blackwell Encyclopedia of

Social Psychology, Blackwell, Oxford, pp. 635 – 639. In Vermunt, Riel and Steensma, Herman (2003).

Physiological relaxation: Stress reduction through fair treatment. Social Justice Research, Vol. 16, No.2, June

2003, pp. 137

Colquitt, J. A., and Greenberg, J. (2003). Organizational justice: A fair assessment of the state of the literature. In J.

Greenberg (Ed.), Organizational behavior: The state of the science (pp. 165 – 210). Mahwah, NJ: Erlbaum.

Colquitt, J.A., Conlon, D.E., Wesson, M.J., Porter, O.L.H., Ng, K.Y. (2001). Justice at the millennium: A Meta

analytic review of 25 years of organizational justice research. Journal of Applied Psychology 2001. Vol. 86, No:3,

425-445.

Craig, J. (2008). Meeting the ethical challenges of leadership: Casting light or shadow. (3rd Edition) Thousand Oaks,

CA: SAGE, 2008, pp.267-268.

Cropanzano, R., and Greenberg, J. (1997). Progress in organizational justice: Tunneling through the maze. In C. L.

Cooper and I. T. Robertson (Eds.), International review of industrial and organizational psychology pp. 317 – 372.

New York: Wiley.

Cropanzano, R., Byrne, Z. S., Bobocel, D. R., and Rupp, D. E. (2001). Moral virtues, fairness heuristics, social

entities, and other denizens of organizational justice. Journal of Vocational Behavior, 58, 164 – 209.

Cropanzano, Russell and Marshall, Schminke (2001). Using social justice to build effective groups, in Groups at

work: Theory and research, Mahwah, New Jersey; Lawrence Erlbaum Associates, 271-302, In Deconinck, James

(2003). The impact of a corporate code of ethics and organizational justice on sales managers’ ethical judgments

and reaction to unethical behavior. Marketing Management Journal, vol. 13, issue 1, p. 23-31.

Cropanzano, Russell and Folger, Robert (1989). Referent cognitions and task decision autonomy. Beyond equity

theory, Journal of Applied Psychology, 74(April), p. 293-299. In Deconinck, James (2003). The impact of a

corporate code of ethics and organizational justice on sales managers’ ethical judgments and reaction to unethical

behavior. Marketing Management Journal, vol. 13, issue 1, pp. 23-31.

Cropanzano, Russell, Bowen, David E., and Gilliland, Stephen W. (2007). The management of organizational justice.

Academy of Management Perspectives, 21, pp. 34.-48.

Cullen, John B., Victor, Bart, Stephens, Carroll (1989). An ethical weather report: Assessing the organization’s ethical

climate. Organizational Dynamics, 18(2), pp. 50 – 62.

DeConinck, James (2003). The impact of a co rporate code of ethics and organizational justice on sales managers’

ethical judgments and reaction to unethical behavior. Marketing Management Journal, vol. 13, issue 1, pp. 23-31.

DeConinck James B. (2010), The influence of ethical climate on marketing employees' job attitudes and behaviors,

Journal of Business Research 63 (2010) 384 – 391.

De George, Richard. (1995); Business Ethics. 4a ed. New Jersey: Princeton Hall Inc. In Ferrato, Elio y Arruda, MariaCecilia Coutinho de (2005). Clima etico corporativo: Una aplicación del modelo de Victor y Cullen en las

em presas del estado de São Paulo. Cuad. Difus. 10 (18-19), 2005, p.138

Gillen M, Yen IH, Trupin L, Swig L, Rugulies R, Mullen K, Font A, Burian D, Ryan G, Janowitz I, Quinlan PA,

Frank J, Blanc P. 2007. The association of socioeconomic status and psychosocial and physical workplace factors

with musculoskeletal injury in hospital workers. Am J Ind Med 50:245 – 260.In Lee, S. Young, Lee, J. Hee, Gillen,

Marion and Krause, Niklas (2014). Job Stress and Work-Related Musculoskeletal Symptoms Among Intensive

Care Unit Nurses: A Comparison Between Job Demand-Control and Effort-Reward Imbalance Models. American

Journal of Industrial Medicine 57: pp. 214-221.


10/12


Gilligan, C.: (1982). In a Different Voice: Psychological Theory and Women’s Development. Harvard University

Press, Cambridge, MA. In Shapira-Lishchinsky, Orly and Even-Zohar, Shmuel (2011). Withdrawal Behaviors

Syndrome: An Ethical Perspective. Journal of Business Ethics (2011) 103: pp. 432.

Greenberg, J. (1986). Determinants of perceived fairness of performance evaluations. Journal of Applied Psychology,

71, 340 – 342.

Greenberg, J. (1990). Organizational justice: Yesterday, today, and tomorrow. Journal of Management, 16, 399 – 432.

In Elovainio et. al. (2005), Combined effects of uncertainty and organizational justice on employee health: Testing

the uncertainty management model of fairness judgments among Finnish public sector employees. Social Science

and Medicine 61 (2005) 2501 – 2512.

Greenberg, Jerald (2004). Stress Fairness to Fare No Stress: Managing Workplace Stress by Promoting Organizational

Justice. Organizational Dynamics, Vol. 33, No. 4, pp. 352-359.

Greenberg, Jerald (2005). Managing Behavior in Organizations. Fourth Edition, Copyright © 2005 by Pear son

Education, Inc. Published by Prentice Hall, pp. 38-39.

Greenberg, J. (2006). Losing sleep over organizational injustice: Attenuating insomniac reactions to underpayment

inequity with supervisory training in interactional justice. Journal of Applied Psychology, 91(1): pp. 58-69.

Eatough EM, Way JD, Chang CH. 2012. Understanding the link between psychosocial work stressors and work-

related musculoskeletal complaints. Appl Ergon 43:554 – 563.

Elovainio, M., Kivimaki, M., and Helkama, K. (2001). Organizational justice evaluations, job control, and

occupational strain. Journal of Applied Psychology, 86, 418 – 424.

Elovainio, M., Kivimaki, M., and Vahtera, J. (2002). Organizational justice: Evidence of a new psychosocial predictor

of health. American Journal of Public Health, 92, 105 – 108.

Elovainio, M., Kivimaki, M., Vahtera, J., Keltikangas-Jarvinen, L., and Virtanen, M. (2003). Sleeping problems and

health habits as mediators between organizational justice and health. Health Psychology, 22, 287 – 293.

Elovainio, M., van den Bos, Kees, Linna, Anne Kivimaki, Mika, Ala-Mursula, Leena, Pentti, Jaana and Vahtera, Jussi(2005). Combined Effects of Uncertainty and Organizational Justice on Employee Health: Testing the Uncertainty

Management Model of Fairness Judgments Among Finnish Public Sector Employees. Social Science and

Medicine, 61, 2005, pp. 2501-2512.

Elovainio, Marko, van den Bos, Kees, Linna, A., Kivimaki, M., Ala-Mursula, L., Pentti, J., and Vahtera, J. (2005),

Combined effects of uncertainty and organizational justice on employee health: Testing the uncertainty

management model of fairness judgments among Finnish public sector employees. Social Science and Medicine

61 (2005) 2501 – 2512.

Flint, H. Douglas and Haley, Lynn M. (2013). Distributive justice in human resources management: A multisystem

approach. The Journal of American Business Review, Cambridge Vol. 2, No: 1, December 2013, pp. 50-57.

Fox, S., Spector, P. E. and Miles, D. (2001). Counterproductive work behavior (CWB) in response to job stressors

and organizational justice: some mediator and moderator tests for autonomy and emotions. Journal of Vocational

Behavior 59, 2001, pp. 292.

Imants, J., and Van Zoelen, A. V. (1995). Teachers' sickness absence in primary schools, school climate and teachers'

sense of efficacy. School Organization, 15, 77−86.

Jaramillo F, Mulki JP, Solomon P. (2006). The role of ethical climate on salesperson's role stress, job attitudes,

turnover intention, and job performance. J Pers Sell Sales Manage 2006; 26:271 – 82 (Summer).


11/12


Jaramillo, F., Mulki, J. P. and Boles, J.S. (2013). Bringing Meaning to the Sales Job: The Effect of Ethical Climate

and Customer Demandingness. Journal of Business Research, 2013, pp. 2301-2307.

Joksimovic L, Starke D, v d Knesebeck O, Siegrist J. (2002). Perceived work stress, overcommitment, and self-

reported musculoskeletal pain: a cross-sectional investigation. Int J Behav Med 9:122 – 138.

Judge, Timothy, A. and Colquitt, Jason, A.(2004). Organizational Justice and Stress: The Mediating Role of Work –

Family Conflict. Journal of Applied Psychology, 2004, Vol. 89, No. 3, 395 – 404.

Keller, D.(1984). Humor as therapy. Wauwatosa, WI: Med-Psych Publications.

Konovsky, M. A. (2000). Understanding procedural justice and its impact on business organizations. Journal of

Management, 26, 489 – 511

Lambert, Eric G., Hogan, Nancy L., Griffin, Marie L. (2007); The Impact of Distributive and Procedural Justice on

Correctional Staff Job Stress, Job Satisfaction and Organizational Commitment’’, Journal of Criminal Justice, 35

(2007), pp. 644-656.

Lazarus, R. S. (1991). Psychological Stress in the Workplace. In P. L. Perrewe (Ed.), Journal of Social Behavior and

Personality: Vol. 6. Handbook on job stress(special issue) (pp. 1 – 13). San Rafael, CA: Select Press. In Fox, S.,

Spector, P.E. and Miles, D. (2001). Counterproductive work behavior (CWB) in response to job stressors and

organizational justice: some mediator and moderator tests for autonomy and emotions. Journal of Vocational

Behavior 59, 2001, pp. 292.

Lee, S. Y., Lee, J. H., Gillen, M. and Krause, N. (2014). Job Stress and Work-Related Musculoskeletal Symptoms

Among Intensive Care Unit Nurses: A Comparison Between Job Demand-Control and Effort-Reward Imbalance

Models. American Journal of Industrial Medicine 57: pp. 214-221.

Levy, M., and Dubinsky, A. J. (1983). Identifying and addressing retail salespeople's ethical problems: A method and

application. Journal of Retailing, 59(1), 46 – 66. In Jaramillo, F., Mulki, J. P. and Boles, J.S. (2013). Bringing

Meaning to the Sales Job: The Effect of Ethical Climate and Customer Demandingness. Journal of Business

Research, 2013, pp. 2301-2307.Leventhal, G. S. (1976). The distribution of rewards and resources in groups and organizations. In L. Berkowitz and

W. Walster (Eds.), Advances in experimental social psychology (Vol. 9, pp. 91 – 131). New York: Academic Press.

Leventhal, G. S. (1980). What should be done with equity theory? New approaches to the study of fairness in social

relationship. In K. J. Gergen, M. S. Greenberg, and R. H. Willis (Eds.), Social exchange: Advances in theory and

research (pp. 27 – 55). New York: Plenum.

Lind, E. A., and Tyler, T. R. (1988). The social psychology of procedural justice. New York: Plenum. In Elovainio et.

al. (2005). Combined effects of uncertainty and organizational justice on employee health: Testing the uncertainty

management model of fairness judgments among Finnish public sector employees. Social Science and Medicine

61 (2005) 2501 – 2512.

Lovallo, W. R. (1997). Stress and Health: Biological and psychological interactions’’, Thousand Oaks, CA: Sage. In

Fox, S., Spector, P. E. and Miles, D. (2001). Counterproductive work behavior (CWB) in response to job stressors

and organizational justice: some mediator and moderator tests for autonomy and emotions. Journal of Vocational

Behavior 59, 2001, pp. 292.

Lucas, T., Alexander,S., Firestone,I., and Llebreton, J.M. (2008). Just world beliefs, perceived stress, and health

behavior: The impact of a procedurally just world. Psychology and Health October 2008; 23(7): 849 – 865.

Moorman, R. H. (1991). Relationship between organizational justice and organizational citizenship behaviors: Do

fairness perceptions influence employee citizenship? Journal of Applied Psychology, 76, 845 – 855. In Elovainio et.


12/12


al. (2005). Combined effects of uncertainty and organizational justice on employee health: Testing the uncertainty

management model of fairness judgments among Finnish public sector employees. Social Science & Medicine 61

(2005) 2501 – 2512.

Mulki JP, Jaramillo F, Locander WB. (2006). Effects of ethical climate and supervisory trust on salesperson's jobattitudes and intentions to quit. J Pers Sell Sales Manage 2006; 26 (1):19 – 26.

Myburgh, C., and Poggenpoel, M. (2002). Teachers' experience of their school environment implications for health

promotion. Education, 123, 260−279.

Newman, Karen L. (1993). The Just Organization: Creating and Maintaining Justice in Work Environments.

Washington and Lee Law Review, Vol. 50, Issue 4, Article 8, pp. 1510-1512.

Niehoff, B.P and Moorman, R.H. (1993). Justice as a mediator of the relationship between methods of monitoring and

organizational citizenship behaviour. Academy of management journal. 36 (3):527-556.

Norton, M. S. (1998). Teacher absenteeism: Growing dilemma in education. Contemporary Education, 69, 95−99.

Parker, Donald F. and DeCotiis, Thomas A. (1983). Organizational determinants of job stress, Organizational

Behavior and Human Performance 32, pp. 161-164.

Payne, R. (1999). Stress at work: A conceptual framework. In J. Firth-Cozens and R. Payne (Eds.), Stress in health

professionals: Psychological and organisational causes and interventions (pp. 3 – 16). Chichester, UK: Wiley.

Poole, Wendy L. (2007). Organizational justice as a framework for understanding union-management relations in

education, Canadian Journal of Education 30,3 (2007): pp.728.

Rawls, John (1971). A Theory of Justice.

Schwepker, C.H. Jr.: 2001. Ethical Climate’s Relationship to Job Satisfaction, Organizational Commitment and

Turnover in the Sales Force. Journal of Business Research 54 (1), 39 – 52.

Shafer, William E. (2009). Ethical climate, organizational- professional conflict and organizational commitment’’,

Accounting, Auditing & Accountability Journal Vol. 22 No. 7, 2009, pp. 1091.

Tepper, B. J. (2001). Health consequences of organizational injustice: Tests of main and interactive effects.

Organizational Behavior and Human Decision Processes, 86, 197 – 215.

Thibaut, J. and Walker, L. (1975). Procedural justice: A Psychological Analysis, Erlbaum, Hillsdale, NJ, USA.

Tomaka, J.; Blascovich, J. (1994). Effects of justice beliefs on cognitive appraisal of and subjective physiological, and

behavioral responses to potential stress. Journal of Personality and Social Psychology, Vol 67(4), Oct 1994, 732-

740.

Victor, B, Cullen J.B., (1988). The organizational basis of ethical work climates, Administrative Science Quarterly, No:33

Von Onciul, J. (1996). Stress at work. British Medical Journal (International Edition); 9/21/96, Vol. 313 Issue 7059,

pp. 745-748.

Yu S, Lu ML, Gu G, Zhou W, He L, Wang S. 2012. Musculoskeletal symptoms and associated risk factors in a large

sample of Chinese workers in Henan province of China. Am J Ind Med 55:281 –293. In Lee, S. Yç, Lee, J. H.,

Gillen, M. and Krause, N. (2014). Job Stress and Work-Related Musculoskeletal Symptoms Among Intensive

Care Unit Nurses: A Comparison Between Job Demand-Control and Effort-Reward Imbalance Models. American

Journal of Industrial Medicine 57: pp. 214-221.

the effects of organizational justice and ethical climate on

Documents