Cited by 3,010Social Power and Status DynamicsJob Satisfaction and Organizational BehaviorSocial and Intergroup Psychology

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What Should Be Done with Equity Theory?

Leventhal, Gerald S.·1980·Social Exchange

DOI 10.1007/978-1-4613-3087-5_2

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The good and bad of being fair: Effects of procedural and interpersonal justice behaviors on regulatory resources
Johnson, R. E., Lanaj, K., & Barnes, C. M. (2014) · Journal of Applied Psychology · doi:10.1037/a0035647 · Cited by 277
“Leventhal (1980) identified six rules that exemplify fair procedures: accuracy (i.e., decisions are based on accurate information), bias suppression (i.e., self-interest is kept in check), consistency (i.e., procedures are consistently applied across people and time), correctability (i.e., there…”
Background
The employment relationships of foreign workers versus local employees: a field study of organizational justice, job satisfaction, performance, and OCB
Ang, S., Dyne, L. V., & Begley, T. M. (2003) · Journal of Organizational Behavior · doi:10.1002/job.202 · Cited by 275
“Prior research and theory on social exchange and procedural justice suggest that when organizational decision-making is consistent and meets the bias suppression rule (uniform treatment of all), employees have positive assessments of procedural justice (Leventhal, 1980).”
Background
Fairness at the Group Level: Justice Climate and Intraunit Justice Climate
Li, A., & Cropanzano, R. (2009) · Journal of Management · doi:10.1177/0149206308330557 · Cited by 290
“According to Leventhal, Karuza, and Fry (1980; Leventhal, 1976, 1980), the following six attributes make processes fair: consistency, freedom from bias, accuracy, representativeness for all stakeholders, correctability, and consistency with ethical standards.”
Background
Organizational justice evaluations, job control, and occupational strain.
Elovainio, M. J., Mika Kivimaki, B., & Helkama, K. (2001) · Journal of Applied Psychology · doi:10.1037/0021-9010.86.3.418 · Cited by 290
On the malleability of ideology: Motivated construals of color blindness.
Knowles, E. D., Lowery, B. S., Hogan, C. M., & Chow, R. M. (2009) · Journal of Personality and Social Psychology · doi:10.1037/a0013595 · Cited by 297
“, patterns of resource apportionment), whereas procedural justice captures individuals’ desire for fair institutional rules (Blader & Tyler, 2003; Bobocel, Song Hing, Davey, Stanley, & Zanna, 1998; Leventhal, 1980; Schweitzer, Sylvester, & Saks, 2007).”
Influential
Leader–member exchange (LMX) differentiation and work outcomes: Conceptual clarification and critical review
Martin, R., Thomas, G., Legood, A., & Russo, S. D. (2017) · Journal of Organizational Behavior · doi:10.1002/job.2202 · Cited by 281
“In the context of work teams, this can be particularly problematic as there is often an assumption that leaders need to treat team members the same to be seen as procedurally fair (Leventhal, 1980).”
Background
Effects of computer surveillance on perceptions of privacy and procedural justice.
Alge, B. J. (2001) · Journal of Applied Psychology · doi:10.1037/0021-9010.86.4.797 · Cited by 288
The Influence of Fairness Perceptions and Goal Commitment on Managers' Performance in a Budget Setting
Wentzel, K. (2002) · Behavioral Research in Accounting · doi:10.2308/bria.2002.14.1.247 · Cited by 266
Corporate Social Responsibility in Global Supply Chains: A Procedural Justice Perspective
Boyd, D. E., Spekman, R. E., Kamauff, J. W., & Werhane, P. H. (2007) · Long Range Planning · doi:10.1016/j.lrp.2006.12.007 · Cited by 267
Designing fair AI for managing employees in organizations: a review, critique, and design agenda
Robert, L. P., Pierce, C., Marquis, L., Kim, S., & Alahmad, R. (2020) · Human–Computer Interaction · doi:10.1080/07370024.2020.1735391 · Cited by 268
“To be procedurally fair, all parties must be heard before a decision is made (Leventhal, 1980).”
Background
Telecommuting: Justice and Control in the Virtual Organization
Kurland, N. B., & Egan, T. D. (1999) · Organization Science · doi:10.1287/orsc.10.4.500 · Cited by 259
Procedural context and culture: Variation in the antecedents of procedural justice judgments.
Lind, E. A., Tyler, T. R., & Huo, Y. J. (1997) · Journal of Personality and Social Psychology · doi:10.1037/0022-3514.73.4.767 · Cited by 267
“Theories of procedural justice have tended also to focus on procedures that involve third parties in disputes or other authority figures (see, e.g., Thibaut & Walker, 1975; Leventhal, 1980; Lind & Tyler, 1988; Tyler & Lind. 1992).”
Background
Ethical Leadership Behavior and Employee Justice Perceptions: The Mediating Role of Trust in Organization
Xu, A. J., Loi, R. C. H., & Ngo, H. (2014) · Journal of Business Ethics · doi:10.1007/s10551-014-2457-4 · Cited by 289
High involvement management, high-performance work systems and well-being
Wood, S., & de Menezes, L. M. (2011) · The International Journal of Human Resource Management · doi:10.1080/09585192.2011.561967 · Cited by 277
Cross‐level effects of high‐performance work systems (HPWS) and employee well‐being: the mediating effect of organisational justice
Heffernan, M., & Dundon, T. (2016) · Human Resource Management Journal · doi:10.1111/1748-8583.12095 · Cited by 269
Climate for diversity and its effects on career and organisational attitudes and perceptions
Hicks‐Clarke, D., & Iles, P. (2000) · Personnel Review · doi:10.1108/00483480010324689 · Cited by 271
Social Justice: History, Theory, and Research
Jost, J. T., & Kay, A. C. (2010) · Wiley eBooks · doi:10.1002/9780470561119.socpsy002030 · Cited by 298
Managing Group Behavior: The Interplay Between Procedural Justice, Sense of Self, and Cooperation
Cremer, D. D., & Tyler, T. R. (2005) · Advances in experimental social psychology · doi:10.1016/s0065-2601(05)37003-1 · Cited by 258
Exchange fairness and employee performance: An examination of the relationship between organizational politics and procedural justice
Aryee, S., Chen, Z. X., & Budhwar, P. S. (2004) · Organizational Behavior and Human Decision Processes · doi:10.1016/j.obhdp.2004.03.002 · Cited by 247
“Operating within a structural framework, Leventhal and his associates (Leventhal, 1980; Leventhal, Karuza, & Fry, 1980) focus on reward allocation decisions extended the notion of procedural justice into nonlegal contexts such as organizational settings.”
Background
Effort-reward imbalance, procedural injustice and relational injustice as psychosocial predictors of health: complementary or redundant models?
Kivimäki, M., Vahtera, J., Elovainio, M., Virtanen, M., & Siegrist, J. (2007) · Occupational and Environmental Medicine · doi:10.1136/oem.2006.031310 · Cited by 245
JUST AND UNJUST PUNISHMENT: INFLUENCES ON SUBORDINATE PERFORMANCE AND CITIZENSHIP.
Ball, G. A., Treviño, L. K., & Sims, H. P. (1994) · Academy of Management Journal · doi:10.2307/256831 · Cited by 350
Organization structure and fairness perceptions: The moderating effects of organizational level
Schminke, M. J., Cropanzano, R., & Rupp, D. E. (2002) · Organizational Behavior and Human Decision Processes · doi:10.1016/s0749-5978(02)00034-1 · Cited by 242
“In doing so, individuals may reciprocate both concrete material outcomes (e.g., money) as well as particularistic socioemotional benefits (e.g., love or respect; Farrell & Rusbult, 1981; Foa & Foa, 1974, 1980 ).”
Background
The utility of a multifoci approach to the study of organizational justice: A meta-analytic investigation into the consideration of normative rules, moral accountability, bandwidth-fidelity, and social exchange
Rupp, D. E., Shao, R., Jones, K. S., & Liao, H. (2014) · Organizational Behavior and Human Decision Processes · doi:10.1016/j.obhdp.2013.10.011 · Cited by 264
“Does This Sound Like a Fair Deal?”: Antecedents and Consequences of Fairness Expectations in the Individual’s Decision to Participate in Firm Innovation
Franke, N., Keinz, P., & Klausberger, K. (2012) · Organization Science · doi:10.1287/orsc.1120.0794 · Cited by 242
“Brand trust is usually highly correlated with organizational identification (Bhattacharya and Sen 2003; Lewicki and Bunker 1995, 1996) because a firm’s brands usually affect the corporate image, and vice versa.”
Background
Is consistently unfair better than sporadically fair? An investigation of justice variability and stress
Matta, F. K., Scott, B. A., Colquitt, J. A., Koopman, J., & Passantino, L. G. (2017) · Academy of Management Journal · doi:10.5465/amj.2014.0455 · Cited by 235
The Deep Structure of Confucianism: A social psychological approach
Hwang, K. (2001) · Asian Philosophy · doi:10.1080/09552360120116928 · Cited by 236
Antecedents of trust in online auctions
Chiu, C.-M., Huang, H.-Y., & Yen, C.-H. (2010) · Electronic Commerce Research and Applications · doi:10.1016/j.elerap.2009.04.003 · Cited by 236
Shared and Configural Justice: A Social Network Model of Justice in Teams
Roberson, Q. M., & Colquitt, J. A. (2005) · Academy of Management Review · doi:10.5465/amr.2005.17293715 · Cited by 239
Justice, Morality, and the Dehumanization of Refugees
Esses, V. M., Veenvliet, S. G., Hodson, G., & Mihić, L. (2008) · Social Justice Research · doi:10.1007/s11211-007-0058-4 · Cited by 229
Procedural Justice and Policing: A Rush to Judgment?
Tyler, T. R. (2017) · Annual Review of Law and Social Science · doi:10.1146/annurev-lawsocsci-110316-113318 · Cited by 243
“The initial procedural justice model is found in the literature in social psychology (Leventhal 1980, Thibaut & Walker 1975), so initial evidence comes from research in the field of social psychology.”
Classroom justice: student aggression and resistance as reactions to perceived unfairness
Chory-Assad, R. M., & Paulsel, M. L. (2004) · Communication Education · doi:10.1080/0363452042000265189 · Cited by 244
“With procedural justice, the focus is on the individual’s evaluation of events that precede the distribution (Leventhal, 1980).”
Background
Effects of User Participation in Systems Development: A Longitudinal Field Experiment1
Hunton, J. E., & Beeler, J. D. (1997) · MIS Quarterly · doi:10.2307/249719 · Cited by 230
Emotional Exhaustion and Job Performance: The Moderating Roles of Distributive Justice and Positive Affect
Janssen, O., Lam, C. K., & Huang, X. (2010) · Journal of Organizational Behavior · doi:10.1002/job.614 · Cited by 230
THE PRECURSORS AND PRODUCTS OF JUSTICE CLIMATES: GROUP LEADER ANTECEDENTS AND EMPLOYEE ATTITUDINAL CONSEQUENCES
Mayer, D. M., Nishii, L. H., Schneider, B. N., & Goldstein, H. W. (2007) · Personnel Psychology · doi:10.1111/j.1744-6570.2007.00096.x · Cited by 231
“Largely consistent with hypotheses derived from procedural (Leventhal, 1980; Thibaut & Walker, 1975) and interactional justice (Bies & Moag, 1996; Greenberg, 1993) theories, and research on leadership and personality, we found that leader agreeableness was positively related to procedural, interpersonal, and informati…”
Examining the Construct of Organizational Justice: A Meta-Analytic Evaluation of Relations with Work Attitudes and Behaviors
Viswesvaran, C., & Öneş, D. S. (2002) · Journal of Business Ethics · doi:10.1023/a:1015820708345 · Cited by 245
Procedural Justice in Algorithmic Fairness
Lee, M. K., Jain, A., Jin, H., Ojha, S., & Kusbit, D. (2019) · Proceedings of the ACM on Human-Computer Interaction · doi:10.1145/3359284 · Cited by 267
Effects of perceived service fairness on emotions, and behavioral intentions in restaurants
Namkung, Y., & Jang, S. (2010) · European Journal of Marketing · doi:10.1108/03090561011062826 · Cited by 245
The effects of procedural and informational justice in the integration of related acquisitions
Ellis, K. M., Reus, T. H., & Lamont, B. T. (2008) · Strategic Management Journal · doi:10.1002/smj.728 · Cited by 224
Does the Justice of the One Interact With the Justice of the Many? Reactions to Procedural Justice in Teams.
Colquitt, J. A. (2004) · Journal of Applied Psychology · doi:10.1037/0021-9010.89.4.633 · Cited by 235
“Thibaut and Walker (1975) and Leventhal (1980) seemed to suggest that control-based and rule-based criteria are judged objectively, in absolute rather than relative terms.”
Background
Predicting workplace deviance from the interaction between organizational justice and personality
Henle, C. A. (2001) · doi:10.25675/3.026898 · Cited by 224
Rethinking Equity Theory
Folger, R. G. (1986) · Critical issues in social justice · doi:10.1007/978-1-4684-5059-0_8 · Cited by 230
A Vigilante Model of Justice: Revenge, Reconciliation, Forgiveness, and Avoidance
Tripp, T. M., Bies, R. J., & Aquino, K. F. (2007) · Social Justice Research · doi:10.1007/s11211-007-0030-3 · Cited by 220
The FAIRSERV Model: Consumer Reactions to Services Based on a Multidimensional Evaluation of Service Fairness
Carr, C. L. (2007) · Decision Sciences · doi:10.1111/j.1540-5915.2007.00150.x · Cited by 218
“Organizational procedures represent the activities and policies by which the organization allocates resources (Leventhal, 1980).”
Background
Justice perceptions of performance appraisal practices
Thurston, P. W., & McNall, L. A. (2010) · Journal of Managerial Psychology · doi:10.1108/02683941011023712 · Cited by 219
“Raters, however, may also feel driven to develop appraisals that conform to other distribution norms such as equality, need, or social status which may seem unfair to those being rated (Leventhal, 1980).”
BackgroundMethod
Unfairness at work as a predictor of absenteeism
de Boer, E. M., Bakker, A. B., Syroit, J., & Schaufeli, W. B. (2002) · Journal of Organizational Behavior · doi:10.1002/job.135 · Cited by 231
Fair Process: Striving for Justice in Family Business
der Heyden, L. V., Blondel, C., & Carlock, R. S. (2005) · Family Business Review · doi:10.1111/j.1741-6248.2005.00027.x · Cited by 215
Secondary Victimization of Crime Victims by Criminal Proceedings
Orth, U. (2002) · Social Justice Research · doi:10.1023/a:1021210323461 · Cited by 230
How Important are Shared Perceptions of Procedural Justice in Cooperative Alliances?
Luo, Y. (2005) · Academy of Management Journal · doi:10.5465/amj.2005.17843946 · Cited by 212
Research Notes. Getting More Than You Pay For: Organizational Citizenship Behavior and Pay-For-Performance Plans
Deckop, J. R., Mangel, R., & Cirka, C. C. (1999) · Academy of Management Journal · doi:10.5465/257012 · Cited by 224
The influence of voice and explanation on performance in a participative budgeting setting
Libby, T. (1999) · Accounting Organizations and Society · doi:10.1016/s0361-3682(98)00043-9 · Cited by 207
“…elements of voice and explanation as de®ned by organizational justice theory, a theory with a long history in social psychology (Greenberg, 1993b).2 Voice is de®ned as the ability of subordinates to be involved in a decision process by communicating their views to their superiors (Leventhal, 1980).”
BackgroundInfluential
The Influence of Perceptions of Fairness on Performance Appraisal Reactions
Jawahar, I. M. “. (2007) · Journal of Labor Research · doi:10.1007/s12122-007-9014-1 · Cited by 228
Stargazing: An integrative conceptual review, theoretical reconciliation, and extension for star employee research.
Call, M. L., Nyberg, A. J., & Thatcher, S. M. B. (2015) · Journal of Applied Psychology · doi:10.1037/a0039100 · Cited by 220
“Employees are more likely to respond positively to treatment differences (e.g., pay disparity) if consistent and nonbiased treatment exists (Leventhal, 1980; Nyberg, Pieper, & Trevor, in press; Thibaut & Walker, 1978), such that there is a clear justification for the disparity (Day, 2011).”
Background
Justice and Identity: Changing Perspectives on What Is Fair
Clayton, S., & Opotow, S. V. (2003) · Personality and Social Psychology Review · doi:10.1207/s15327957pspr0704_03 · Cited by 224
“…justice, questioning the conditions under which distributions of resources were considered fair (e.g., Deutsch, 1975), led to a consideration of the "how" of procedural justice, explicating processes through which decisions were made (Leventhal, 1980; Lind & Tyler, 1988; Thibaut & Walker, 1975).”
Background
Coping with Job Insecurity: The Role of Procedural Justice, Ethical Leadership and Power Distance Orientation
Loi, R. C. H., Lam, L. W., & Chan, K. W. (2011) · Journal of Business Ethics · doi:10.1007/s10551-011-1095-3 · Cited by 213
“In addition to designing consistent, accurate, and bias-avoiding policies and procedures (Leventhal 1980), organizations also needs ethical agents to reinforce and execute these procedural rules.”
Background
Motivating factors: perceptions of justice and their relationship with managerial and organizational trust
Hubbell, A. P., & Chory‐Assad, R. M. (2005) · Communication Studies · doi:10.1080/0008957042000332241 · Cited by 218
“…justice scholars have assumed the rule for judging distributive justice is equity, although scholars recognize the possibility that rules such as need or equality may also be used (Adams, 1965; Cropanzano & Greenberg, 1997; Deutsch, 1985; Kabanoff, 1991; Leventhal, 1980; McFarlin & Sweeney, 1992).”
Background
Organizational justice and turnover in public accounting firms: a research note
Parker, R. J., & Kohlmeyer, J. M. (2004) · Accounting Organizations and Society · doi:10.1016/j.aos.2004.05.001 · Cited by 207
Moral Rules: Their Content and Acquisition
Darley, J. M., & Shultz, T. R. (1990) · Annual Review of Psychology · doi:10.1146/annurev.ps.41.020190.002521 · Cited by 208
Sixty years of discrimination and diversity research in human resource management: A review with suggestions for future research directions
Triana, M. D. C., Gu, P., Chapa, O., Richard, O. C., & Colella, A. J. (2021) · Human Resource Management · doi:10.1002/hrm.22052 · Cited by 273
Toward general principles of managerial fairness
Sheppard, B. H., & Lewicki, R. J. (1987) · Social Justice Research · doi:10.1007/bf01048014 · Cited by 204
“The second model, developed by Leventhal (1980) , concerns procedures related to questions of resource allocation (e.g., pay and budget decisions).”
Background
Are Outcome Fairness and Outcome Favorability Distinguishable Psychological Constructs? A Meta-Analytic Review
Skitka, L. J., Winquist, J. R., & Hutchinson, S. R. (2003) · Social Justice Research · doi:10.1023/a:1026336131206 · Cited by 208
“(2001) made even finer distinctions between different possible forms of procedural fairness than Cohen-Charash and Spector (2001) by coding whether studies operationalized procedural fairness in terms of process control, Leventhal’s criteria (consistency, lack of bias, accuracy, correctability, voice, and ethicality)…”
Background
Antecedents and Consequences of Merit Pay Fairness for Industrial Salespeople
Ramaswami, S. N., & Singh, J. (2003) · Journal of Marketing · doi:10.1509/jmkg.67.4.46.18690 · Cited by 205
“The second category includes factors that level the playing field, such as the use of appropriate performance measures (Leventhal 1980) and their consistent application across all employees (Greenberg 1986).”
Background
Artificial intelligence ethics by design. Evaluating public perception on the importance of ethical design principles of artificial intelligence
Kieslich, K., Keller, B., & Starke, C. (2022) · Big Data & Society · doi:10.1177/20539517221092956 · Cited by 259
“However, decision-making procedures are perceived as fair when the procedure guarantees a maximum degree of consistency on the one hand and is free from personal bias on the other (Leventhal, 1980).”
Background
Organisational justice, trust and the management of change
Saunders, M. N. K., & Thornhill, A. R. (2003) · Personnel Review · doi:10.1108/00483480310467660 · Cited by 205
The Role of Procedural Justice and Power Distance in the Relationship Between High Performance Work Systems and Employee Attitudes: A Multilevel Perspective
Wu, P., & Chaturvedi, S. (2009) · Journal of Management · doi:10.1177/0149206308331097 · Cited by 221
“As Leventhal (1980) pointed out, a fair procedure is based on six factors: It should be consistent, unbiased, correct, accurate, representative, and ethical.”
Green Tape: A Theory of Effective Organizational Rules
DeHart‐Davis, L. (2008) · Journal of Public Administration Research and Theory · doi:10.1093/jopart/mun004 · Cited by 211
“The association of consistent rule application with organizational fairness jibes with the role of consistent procedural application as one of six theoretical dimensions of procedural justice, which pertains to individual perceptions of fairness in administrative processes (Leventhal 1980, 35).”
Background
Unfairness by Design? The Perceived Fairness of Digital Labor on Crowdworking Platforms
Fieseler, C., Bucher, E. L., & Hoffmann, C. P. (2017) · Journal of Business Ethics · doi:10.1007/s10551-017-3607-2 · Cited by 206
“Decision-making processes are in turn perceived as fair when they adhere to standards such as accuracy and consistency and when they are unbiased, correctable, representative, and ethical (Leventhal 1980; Thibaut and Walker 1975).”
Background
Price fairness perceptions and customer loyalty in a retail context
Martin, W. C., Ponder, N., & Lueg, J. E. (2008) · Journal of Business Research · doi:10.1016/j.jbusres.2008.05.017 · Cited by 202
Of Different Minds: An Accessible Identity Model of Justice Reasoning
Skitka, L. J. (2003) · Personality and Social Psychology Review · doi:10.1207/s15327957pspr0704_02 · Cited by 204
“Relevant Justice Constructs Primal justice Equity (Adams; 1965; Walster, Walster, & Berscheid, 1978); market pricing (Fiske, 1991); structural aspects of procedures (e.g., accuracy, consistency; Leventhal, 1980) Respect, status, and standing (e.”
BackgroundInfluential
LAYOFFS, EQUITY THEORY, AND WORK PERFORMANCE: FURTHER EVIDENCE OF THE IMPACT OF SURVIVOR GUILT.
Brockner, J., Greenberg, J., Brockner, A., Bortz, J., Davy, J., & Carter, C. (1986) · Academy of Management Journal · doi:10.2307/256193 · Cited by 197
Service Fairness, Consumption Emotions, Satisfaction, and Behavioral Intentions: The Experience of Chinese Heritage Tourists
Su, L., & Hsu, M. K. (2013) · Journal of Travel & Tourism Marketing · doi:10.1080/10548408.2013.835228 · Cited by 205
“As shown in Table 1, first mention the items used in this study were mainly adapted from Leventhal (1980), Bies and Moag (1986), and Shapiro, Buttner, and Barry (1994).”
Method
Preferences for and evaluation of self-relevant information depending on the elaboration of the self-schemata involved
Stahlberg, D., Petersen, L., & Dauenheimer, D. (1999) · European Journal of Social Psychology · doi:10.1002/(sici)1099-0992(199906)29:4 · Cited by 31
Fairness and organizational citizenship behavior: What are the connections?
Organ, D. W., & Moorman, R. H. (1993) · Social Justice Research · doi:10.1007/bf01048730 · Cited by 189
Elevation at work: The effects of leaders’ moral excellence
Vianello, M., Galliani, E. M., & Haidt, J. (2010) · The Journal of Positive Psychology · doi:10.1080/17439760.2010.516764 · Cited by 203
Marketing Dataveillance and Digital Privacy: Using Theories of Justice to Understand Consumers’ Online Privacy Concerns
Ashworth, L., & Free, C. W. (2006) · Journal of Business Ethics · doi:10.1007/s10551-006-9007-7 · Cited by 202
Enhancing Student Perceptions of Fairness: The Relationship between Instructor Credibility and Classroom Justice
Chory, R. M. (2006) · Communication Education · doi:10.1080/03634520600994300 · Cited by 192
“Early research on student evaluations and justice indicates that instructors perceived as inaccurate graders, a characteristic of procedural injustice (Leventhal, 1980), received lower evaluations than did accurate graders (Cooper, Stewart, & Gudykunst, 1982).”
Result
Formalized Hrm Structures: Coordinating Equal Employment Opportunity Or Concealing Organizational Practices?
Konrad, A. M., & Linnehan, F. (1995) · Academy of Management Journal · doi:10.5465/256746 · Cited by 191
Fair Process, Trust, and Cooperation: Moving Toward an Integrated Framework of Police Legitimacy
Hamm, J. A., Trinkner, R. J., & Carr, J. D. (2017) · Criminal Justice and Behavior · doi:10.1177/0093854817710058 · Cited by 204
“Numerous accounts of the components of procedural fairness exist in the literature (Bies, 2005; Greenberg & Lind, 2000; Leventhal, 1980; Tyler, 2000; see also Colquitt, 2001; Colquitt et al., 2001), and although consistency has been limited (Gau, 2011), measures typically revolve around a presence…”
Background
Leadership and fairness: The state of the art
van Knippenberg, D., David De Cremer, A., & van Knippenberg, B. (2007) · European Journal of Work and Organizational Psychology · doi:10.1080/13594320701275833 · Cited by 191
Justice-based opposition to social policies: Is it genuine?
Bobocel, D. R., Hing, L. S. S., Davey, L. M., Stanley, D. J., & Zanna, M. P. (1998) · Journal of Personality and Social Psychology · doi:10.1037/0022-3514.75.3.653 · Cited by 194
“It could be argued, however, that the PT program also violates the consistency principle of procedural justice (e.g., Lea, 1995; Leventhal, 1980).”
Background
Employee voice to supervisors
Saunders, D. M., Sheppard, B. H., Knight, V., & Roth, J. (1992) · Employee Responsibilities and Rights Journal · doi:10.1007/bf01385051 · Cited by 187
A test and refinement of the equity sensitivity construct
King, W. C., Miles, E. W., & Day, D. D. (1993) · Journal of Organizational Behavior · doi:10.1002/job.4030140403 · Cited by 185
Distributive justice: Theory and research
Cohen, R. L. (1987) · Social Justice Research · doi:10.1007/bf01049382 · Cited by 196
“It is difficult to imagine how the complex models of cognition hypothesized to describe such judgments (e.g., Anderson, 1974, 1976; Leventhal, 1976, 1980 ) would be relevant to very large recipient aggregates.”
Background
Contagious Justice: Exploring The Social Construction of Justice in Organizations
Degoey, P. (2000) · Research in Organizational Behavior · doi:10.1016/s0191-3085(00)22003-0 · Cited by 187
Scientists' Perceptions of Organizational Justice and Self-Reported Misbehaviors
Martinson, B. C., Anderson, M. S., Crain, A. L., & De Vries, R. (2006) · Journal of Empirical Research on Human Research Ethics · doi:10.1525/jer.2006.1.1.51 · Cited by 180
Distributive and procedural justice in the workplace
Folger, R. (1987) · Social Justice Research · doi:10.1007/bf01048013 · Cited by 183
Talent management and organisational justice: employee reactions to high potential identification
Gelens, J., Hofmans, J., Dries, N., et al. (2013) · Human Resource Management Journal · doi:10.1111/1748-8583.12029 · Cited by 183
Fair today, fair tomorrow? A longitudinal investigation of overall justice perceptions.
Holtz, B. C., & Harold, C. M. (2009) · Journal of Applied Psychology · doi:10.1037/a0015900 · Cited by 184
A Multi-Level Analysis of Organizational Justice Climate, Structure, and Employee Mental Health†
Spell, C. S., & Arnold, T. J. (2007) · Journal of Management · doi:10.1177/0149206307305560 · Cited by 184
Exchange Ideology as a Moderator of Job Attitudes‐Organizational Citizenship Behaviors Relationships1
Witt, L. A. (1991) · Journal of Applied Social Psychology · doi:10.1111/j.1559-1816.1991.tb00483.x · Cited by 183
Mentoring and Organizational Justice: An Empirical Investigation
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“Just procedures are suggested to be based on accurate information, free of bias, applied consistently across people and time, have a mechanism to correct flaws, consider the opinions of several affected groups, and conform to ethical standards (Colquitt et al., 2001; Leventhal, 1980).”
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“Procedural justice is referred to as the extent to which supervisors use correct and fair procedures in allocating outcomes (Thibaut & Walker 1975, Leventhal 1980).”
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“…more fair (MacCoun and Tyler 1988) and that consistency in the application of rules over time 910 james r. zink, james f. spriggs ii, and john t. scott and across individuals is a major criterion in whether decisions are perceived as fair (Leventhal 1980; Leventhal, Karuza, and Fry 1980).”
Background

Authors: Leventhal, G. S.
Affiliations: Wayne State University (US)
Corresponding author: Leventhal, Gerald S.
ORCID: Leventhal, Gerald S.
Venue: Social Exchange
Publisher: Springer US
Published: 1980
Pages: 27-55
DOI: 10.1007/978-1-4613-3087-5_2
OpenAlex: W1526225581
Cited by: 3,010
References: 0
Citations by year: 2026: 130 · 2025: 109 · 2024: 114 · 2023: 122 · 2022: 168 · 2021: 157 · 2020: 153 · 2019: 124 · 2018: 137 · 2017: 133 · 2016: 124 · 2015: 114 · 2014: 120 · 2013: 93 · 2012: 129
FWCI: 16.34
Type: book chapter
Language: en
Open access: closed
Locations: Springer eBooks (publishedVersion)
Topics: Social Sciences › Sociology and Political Science › Social Power and Status Dynamics
Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Job Satisfaction and Organizational Behavior
Social Sciences › Sociology and Political Science › Social and Intergroup Psychology
Keywords: equity theory, reward allocation, resource allocation, social systems, organizational justice, punishment

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