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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Items 301–400 of 1,004

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“So far, the major theories of procedural justice have proposed rather general criteria for fair procedures (e.g., Leven- thal, 1980) without sufficiently considering the impact of the social context on what might be regarded as procedurally fair.”
Survivors and Victims, a Meta‐analytical Review of Fairness and Organizational Commitment after Downsizing
van Dierendonck, D., & Jacobs, G. (2010) · British Journal of Management · doi:10.1111/j.1467-8551.2010.00724.x · Cited by 135
The role of participation and control in the effects of computer monitoring on fairness perceptions, task satisfaction, and performance.
Douthitt, E. A., & Aiello, J. R. (2001) · Journal of Applied Psychology · doi:10.1037/0021-9010.86.5.867 · Cited by 121
Perceptions of Discrimination and Justice
Foley, S., Ngo, H., & Wong, A. W. C. (2005) · Group & Organization Management · doi:10.1177/1059601104265054 · Cited by 124
“The manner in which a social system deals with allocating rewards and resources has an impact on organizational effectiveness and on the satisfaction of organizational members (Leventhal, 1980).”
Background
A Letter from the Tax Office: Compliance Effects of Informational and Interpersonal Justice
Wenzel, M. (2006) · Social Justice Research · doi:10.1007/s11211-006-0011-y · Cited by 122
“First, it might convey the impression that the authority made an informed decision, took all necessary information into account, and acted in a reasonable and unbiased way (accuracy; Leventhal, 1980; neutrality; Tyler, 1989).”
Background
The Last Word in Court--A Hidden Disadvantage for the Defense.
Englich, B., Mussweiler, T., & Strack, F. (2005) · Law and Human Behavior · doi:10.1007/s10979-005-8380-7 · Cited by 118
Power distance as a moderator of the relationship between justice and employee outcomes in a sample of Chinese employees
Begley, T. M., Lee, C., Fang, Y., & Li, J. (2002) · Journal of Managerial Psychology · doi:10.1108/02683940210450493 · Cited by 119
Service Fairness and Customer Satisfaction in Internet Banking: Exploring the Mediating Effects of Trust and Customer Value
Zhu, Y.-Q., & Chen, H.-G. (2012) · Internet Research · doi:10.1108/10662241211251006 · Cited by 135
“…and specific explanations 0.776 0.836 0.630 Gives thorough explanations 0.814 Provides reasonable explanations 0.79 Procedural fairness (Carr, 2007; Leventhal, 1980) The process is generally fair 0.816 0.867 0.684 The activities are conducted without bias 0.813 The procedures are consistent across…”
BackgroundInfluential
The Interpersonal Benefits of Leader Mindfulness: A Serial Mediation Model Linking Leader Mindfulness, Leader Procedural Justice Enactment, and Employee Exhaustion and Performance
Schuh, S. C., Zheng, X., Xin, K., & Fernández, J. A. (2017) · Journal of Business Ethics · doi:10.1007/s10551-017-3610-7 · Cited by 133
INTEREST ALIGNMENT AND COALITIONS IN MULTIPARTY NEGOTIATION.
Polzer, J. T., Mannix, E. A., & Neale, M. A. (1998) · Academy of Management Journal · doi:10.2307/256896 · Cited by 123
Relative Deprivation
Smith, H. J., & Huo, Y. J. (2014) · Policy Insights from the Behavioral and Brain Sciences · doi:10.1177/2372732214550165 · Cited by 128
“If people believe that they have a “voice” (Lind, Kanfer, & Earley, 1990) or that the procedures include opportunities for correction (Leventhal, 1980), they should be more likely to perceive the system as fair and work within it to improve their individual circumstances.”
Background
The influence of organizational justice on job performance
Swalhi, A., Zgoulli-Swalhi, S., & Hofaidhllaoui, M. (2017) · Journal of Management Development · doi:10.1108/jmd-11-2015-0162 · Cited by 146
Artificial Intelligence, Employee Engagement, Fairness, and Job Outcomes
Hughes, C., Robert, L., Frady, K. K., & Arroyos, A. (2019) · Emerald Group Publishing Limited eBooks · doi:10.1108/978-1-78973-077-720191005 · Cited by 151
The Social Implications of Punishing Unethical Behavior: Observers' Cognitive and Affective Reactions
Treviño, L. K., & Ball, G. A. (1992) · Journal of Management · doi:10.1177/014920639201800409 · Cited by 118
Fairness from the Top: Perceived Procedural Justice and Collaborative Problem Solving in New Product Development
Li, H., Bingham, J. B., & Umphress, E. E. (2007) · Organization Science · doi:10.1287/orsc.1060.0231 · Cited by 117
Power, justice, and trust: A moderated mediation analysis of tax compliance among Ethiopian business owners
Gobena, L. B., & van Dijke, M. (2015) · Journal of Economic Psychology · doi:10.1016/j.joep.2015.11.004 · Cited by 139
A devil's bargain: Rural environmental injustices and hydraulic fracturing on Pennsylvania's farms
Malin, S. A., & Master, K. D. (2016) · Journal of Rural Studies · doi:10.1016/j.jrurstud.2015.12.015 · Cited by 126
Compromise in an Age of Party Polarization
Wolak, J. (2020) · doi:10.1093/oso/9780197510490.001.0001 · Cited by 119
The mediating role of perceived organizational support in the effects of interpersonal and informational justice on organizational citizenship behaviors
Cheung, M. F. Y. (2013) · Leadership & Organization Development Journal · doi:10.1108/lodj-11-2011-0114 · Cited by 127
Group Cohesion as an Enhancement to the Justice—Affective Commitment Relationship
Andrews, M. C., Kacmar, K. M., Blakely, G. L., & Bucklew, N. S. (2008) · Group & Organization Management · doi:10.1177/1059601108326797 · Cited by 115
“Leventhal (1980) later introduced the study of procedural justice to organizational settings and developed further guidelines for promoting procedural justice.”
Background
Organizational justice and employee satisfaction in performance appraisal
Palaiologos, A., Papazekos, P., & Panayotopoulou, L. (2011) · Journal of European Industrial Training · doi:10.1108/03090591111168348 · Cited by 117
Is innovative behavior really good for the firm?
Shih, H., & Susanto, E. (2011) · International Journal of Conflict Management · doi:10.1108/10444061111126666 · Cited by 113
Illuminating the ‘Face’ of Justice: A Meta‐Analytic Examination of Leadership and Organizational Justice
Karam, E. P., Hu, J., Davison, R. B., Juravich, M., Nahrgang, J. D., Humphrey, S. E., & DeRue, D. S. (2018) · Journal of Management Studies · doi:10.1111/joms.12402 · Cited by 131
Organizational justice and knowledge sharing behavior
Hameed, Z., Khan, I. U., Sheikh, Z., Islam, T., Rasheed, M. I., & Naeem, R. M. (2019) · Personnel Review · doi:10.1108/pr-07-2017-0217 · Cited by 134
Justice Expectations and Applicant Perceptions
Bell, B. S., Ryan, A. M., & Wiechmann, D. (2004) · International Journal of Selection and Assessment · doi:10.1111/j.0965-075x.2004.00261.x · Cited by 122
“(e.g., Gilliland, 1993; Leventhal, 1980) can be considered”
All My Relations: Understanding Perceptions of Justice and Conflict between Companies and Indigenous Peoples
Whiteman, G. (2009) · Organization Studies · doi:10.1177/0170840608100518 · Cited by 112
“Research has also found that selective choice of participants leads to perceptions of procedural injustice as well as biased results (Leventhal 1980).”
Result
Flight from Unfairness: Effects of Perceived Injustice on Emotional Exhaustion and Employee Withdrawal
Howard, L. W., & Cordes, C. L. (2010) · Journal of Business and Psychology · doi:10.1007/s10869-010-9158-5 · Cited by 112
Becoming an undercover police officer: a note on fairness perceptions, behavior, and attitudes
Farmer, S. J., Beehr, T. A., & Love, K. G. (2003) · Journal of Organizational Behavior · doi:10.1002/job.196 · Cited by 121
Moderating effects of job insecurity in the relationships between procedural justice and employee well-being: Gender differences
Kausto, J., Elo, A.-L., Lipponen, J., & Elovainio, M. J. (2005) · European Journal of Work and Organizational Psychology · doi:10.1080/13594320500349813 · Cited by 114
“The procedural component of justice refers to the perceived quality of decision-making procedures indicating, for example, whether procedures include input from all affected parties, are constantly applied, suppress bias, and are accurate, correctable, and ethical (Leventhal, 1980).”
Background
Audit Partner Perceptions of Post-Audit Review Mechanisms: An Examination of Internal Quality Reviews and PCAOB Inspections
Houston, R. W., & Stefaniak, C. M. (2012) · Accounting Horizons · doi:10.2308/acch-50323 · Cited by 106
Undertrusted, Overtrusted, or Just Right? The Fairness of (In)Congruence between Trust Wanted and Trust Received
Baer, M. D., Frank, E. L., Matta, F. K., Luciano, M. M., & Wellman, N. M. (2020) · Academy of Management Journal · doi:10.5465/amj.2018.0334 · Cited by 124
The Influence of Accuracy as a Function of Leader’s Bias: The Role of Trustworthiness in the Psychology of Procedural Justice
David De Cremer, A. (2004) · Personality and Social Psychology Bulletin · doi:10.1177/0146167203256969 · Cited by 111
An examination of the effect of computerized performance monitoring feedback on monitoring fairness, performance, and satisfaction
Alder, G. S., & Ambrose, M. L. (2005) · Organizational Behavior and Human Decision Processes · doi:10.1016/j.obhdp.2005.03.003 · Cited by 108
Fairness in human resource management, social exchange relationships, and citizenship behavior: testing linkages of the target similarity model among nurses in the United States
Lavelle, J. J., McMahan, G. C., & Harris, C. M. (2009) · The International Journal of Human Resource Management · doi:10.1080/09585190903363748 · Cited by 117
Fairness and devotion go far: Integrating online justice and value co-creation in virtual communities
Chou, E.-Y., Lin, C., & Huang, H. (2015) · International Journal of Information Management · doi:10.1016/j.ijinfomgt.2015.09.009 · Cited by 117
Everybody Talks About Organizational Justice, But Nobody Does Anything About It
Greenberg, J. (2009) · Industrial and Organizational Psychology · doi:10.1111/j.1754-9434.2009.01131.x · Cited by 125
“Leventhal (1980) then added that fair procedures are ones that are applied consistently, unaffected by self-interest, based on valid information, correctable, reflect the concerns of individuals affected by them, and adhere to prevailing ethical standards.”
Background
The Effects of Distributive and Procedural Justice on Performance
Williams, S. (1999) · The Journal of Psychology · doi:10.1080/00223989909599732 · Cited by 110
Organizational Trust and Organizational Citizenship Behaviour
Singh, U., & Srivastava, K. B. L. (2016) · Global Business Review · doi:10.1177/0972150916630804 · Cited by 117
“Since the conceptual development of PJ (e.g., Leventhal, 1976; Thibaut & Walker, 1975), several studies have demonstrated that the perception of PJ is positively related to the trust in leader or management.”
Background
A Deservingness Approach to Respect as a Relationally Based Fairness Judgment
Heuer, L. B., Blumenthal, E., Douglas, A., & Weinblatt, T. (1999) · Personality and Social Psychology Bulletin · doi:10.1177/0146167299258009 · Cited by 112
“, Lind, Kanfer, & Earley, 1990; Lind et al., 1983; Tyler, 1987; Tyler et al., 1985), proposed a Group Value theory of procedural justice. Their relational model emphasizes individuals’ concern about their relationship with social groups and the authorities representing those groups. It assumes that group identificatio…”
BackgroundMethod
An integrated model of perceived unfairness in organizations
Rutte, C. G., & Messick, D. M. (1995) · Social Justice Research · doi:10.1007/bf02334810 · Cited by 107
A Multilevel Study of Antecedents and a Mediator of Employee—Organization Relationships
Kim, H.-S. (2007) · Journal of Public Relations Research · doi:10.1080/10627260701290695 · Cited by 106
“, process control) and making decisions in a manner that is consistent, accurate, and correctable and that suppresses bias (Leventhal, 1980; Thibaut & Walker, 1975).”
Background
The Justice Concept in Social Psychology
COHEN, R. L., & Greenberg, J. (1982) · Elsevier eBooks · doi:10.1016/b978-0-12-299580-4.50007-0 · Cited by 107
Is Being Authentic Being Fair? Multilevel Examination of Authentic Leadership, Justice, and Employee Outcomes
Kiersch, C. E., & Byrne, Z. S. (2015) · Journal of Leadership & Organizational Studies · doi:10.1177/1548051815570035 · Cited by 107
Exploring the continuance intentions of consumers for B2C online shopping
Chen, Y., & Chou, T. (2012) · Online Information Review · doi:10.1108/14684521211209572 · Cited by 121
“for the distribution of the resources (Leventhal, 1980).”
BackgroundInfluential
Justice in Teams: The Context Sensitivity of Justice Rules Across Individual and Team Contexts1
Colquitt, J. A., & Jackson, C. L. (2006) · Journal of Applied Social Psychology · doi:10.1111/j.0021-9029.2006.00047.x · Cited by 114
The Importance of Organizational Justice in Ensuring Research Integrity
Martinson, B. C., Crain, A. L., Vries, R. G. D., & Anderson, M. S. (2010) · Journal of Empirical Research on Human Research Ethics · doi:10.1525/jer.2010.5.3.67 · Cited by 104
“Procedural justice refers to individual perceptions about the fairness of decision-making processes (Leventhal, 1980; Thibaut & Walker, 1975).”
Background
Why procedural justice in organizations?
Greenberg, J., & Tyler, T. R. (1987) · Social Justice Research · doi:10.1007/bf01048012 · Cited by 106
The moderating role of organizational culture in the relationship between organizational justice and organizational citizenship behaviors
Erkutlu, H. (2011) · Leadership & Organization Development Journal · doi:10.1108/01437731111161058 · Cited by 111
The influence of interdependent self-construal on procedural fairness effects
Brockner, J., Cremer, D. D., van den Bos, K., & Chen, Y.-R. (2004) · Organizational Behavior and Human Decision Processes · doi:10.1016/j.obhdp.2004.11.001 · Cited by 106
“Indeed, Leventhal (1980) argued that multiple factors may in X u-ence procedural fairness and that research needs to focus on all of them to reveal a better understanding of the psychology of procedural justice.”
Classroom justice and psychological engagement: students’ and teachers’ representations
Berti, C., Molinari, L., & Speltini, G. (2010) · Social Psychology of Education · doi:10.1007/s11218-010-9128-9 · Cited by 113
“Based on the contributions of several authors (Thibaut and Walker 1975; Leventhal 1980; Lind and Tyler 1988; Tyler and Lind 1992), this area of study has been applied to variousfields, most notably political science and organizational behavior and it has been the object of a large literature across the social sciences.”
Core Self-Evaluations and Employee Voice Behavior
Aryee, S., Walumbwa, F. O., Mondejar, R., & Chu, C. W. L. (2014) · Journal of Management · doi:10.1177/0149206314546192 · Cited by 113
“Building on this initial formulation, Leventhal (1980) highlighted the importance of process control in allocation contexts and noted that procedures that ensure consistency of decisions, bias suppression, and correctability contribute to procedural justice perceptions.”
Background
To leave or not to leave: the effects of perceptions of organizational justice on employee turnover intention via employee-organization relationship and employee job engagement
Kang, M., & Sung, M. (2019) · Journal of Public Relations Research · doi:10.1080/1062726x.2019.1680988 · Cited by 127
“The terms “justice,” “fairness,” and “equity” are used interchangeably in existing literature (e.g., Adams, 1965; Leventhal, 1980; Moorman, 1991).”
Method
Unpackaging manager mistrust in allowing telework: comparing and integrating theoretical perspectives.
Kaplan, S., Engelsted, L., Lei, X., & Lockwood, K. (2018) · Journal of Business and Psychology · doi:10.1007/s10869-017-9498-5 · Cited by 105
Using diaries to promote procedural justice in performance appraisals
Greenberg, J. (1987) · Social Justice Research · doi:10.1007/bf01048017 · Cited by 105
The organizational justice effect among criminal justice employees: A meta‐analysis *
Wolfe, S. E., & Lawson, S. G. (2020) · Criminology · doi:10.1111/1745-9125.12251 · Cited by 116
Victims in the criminal justice system
Wemmers, J.-A. M. (1996) · Data Archiving and Networked Services (DANS) · Cited by 105
Race and Sex Differences in Line Managers' Reactions to Equal Employment Opportunity and Affirmative Action Interventions
Konrad, A. M., & Linehan, F. (1995) · Group & Organization Management · doi:10.1177/1059601195204003 · Cited by 105
PERCEIVED FAIRNESS OF LAYOFFS AMONG INDIVIDUALS WHO HAVE BEEN LAID OFF: A LONGITUDINAL STUDY
Wanberg, C. R., Gavin, M. B., & Bunce, L. W. (1999) · Personnel Psychology · doi:10.1111/j.1744-6570.1999.tb01813.x · Cited by 104
Understanding the motivational effects of procedural and informational justice in feedback processes
Roberson, Q. M., & Stewart, M. M. (2006) · British Journal of Psychology · doi:10.1348/000712605x80146 · Cited by 108
Effects of leadership consideration and structure on employee perceptions of justice and counterproductive work behavior
Holtz, B. C., & Harold, C. M. (2012) · Journal of Organizational Behavior · doi:10.1002/job.1825 · Cited by 116
There is no good war for talent: a critical review of the literature on talent management
Kwon, K., & Jang, S. (2021) · Employee Relations · doi:10.1108/er-08-2020-0374 · Cited by 151
Traditional and Electronic Monitoring from an Organizational Justice Perspective
Stanton, J. M. (2000) · Journal of Business and Psychology · doi:10.1023/a:1007775020214 · Cited by 107
Psychology and Justice
Furby, L. (1986) · Critical issues in social justice · doi:10.1007/978-1-4899-3511-3_6 · Cited by 104
Injustice and Employees' Destructive Responses: The Mediating Role of State Negative Affect
Yperen, N. W. V., Hagedoorn, M., Zweers, M., & Postma, S. (2000) · Social Justice Research · doi:10.1023/a:1026411523466 · Cited by 103
The Delivery of Bad News in Organizations
Bies, R. J. (2012) · Journal of Management · doi:10.1177/0149206312461053 · Cited by 102
“When managers make decisions, they may create an appeal procedure about the decision, as a key criterion of procedural fairness (Leventhal, 1980).”
Background
From the Editors
Harrison, D. A. (2002) · Academy of Management Journal · doi:10.5465/amj.2002.9265944 · Cited by 103
Applicants’ Fairness Perceptions of Algorithm-Driven Hiring Procedures
Lavanchy, M., Reichert, P., Narayanan, J., & Savani, K. (2023) · Journal of Business Ethics · doi:10.1007/s10551-022-05320-w · Cited by 145
“In this context, fairness can be defined as treating everyone equally or equitably based on people’s performance or needs (Alder & Gilbert, 2006; Leventhal, 1980).”
Background
Grade Distributions, Grading Procedures, and Students' Evaluations of Instructors: A Justice Perspective
Tata, J. (1999) · The Journal of Psychology · doi:10.1080/00223989909599739 · Cited by 102
Beaten Before Begun: The Role of Procedural Justice in Planning Change
Korsgaard, M. A., Sapienza, H. J., & Schweiger, D. M. (2002) · Journal of Management · doi:10.1016/s0149-2063(02)00141-1 · Cited by 127
Explaining Injustice: The Interactive Effect of Explanation and Outcome on Fairness Perceptions and Task Motivation
Colquitt, J. A., & Chertkoff, J. M. (2002) · Journal of Management · doi:10.1016/s0149-2063(02)00157-5 · Cited by 126
The mediating role of trust between expatriate procedural justice and employee outcomes in Chinese hotel industry
Hon, A. H. Y., & Lü, L. (2010) · International Journal of Hospitality Management · doi:10.1016/j.ijhm.2010.01.002 · Cited by 100
Interactional justice, leader-member exchange, and employee performance: Examining the moderating role of justice differentiation
He, W., Fehr, R., Yam, K. C., Long, L., & Hao, P. (2016) · Journal of Organizational Behavior · doi:10.1002/job.2133 · Cited by 108
“…the fairness of resource allocation; Adams 1965), procedural justice (i.e., the fairness of the processes through which resources are allocated; Leventhal 1980; Thibaut & Walker 1975), and interactional justice (i.e., the fairness of interpersonal treatment one receives from others in the…”
Background
On the Sociology of Justice: Theoretical Notes from an Actual Jury Deliberation
Maynard, D. W., & Manzo, J. F. (1993) · Sociological Theory · doi:10.2307/202141 · Cited by 100
Reactions to Computerized Testing in Selection Contexts
Wiechmann, D., & Ryan, A. M. (2003) · International Journal of Selection and Assessment · doi:10.1111/1468-2389.00245 · Cited by 103
“As these characteristics are considered determinants of fairness perceptions (e.g., Gilliland, 1993; Leventhal, 1980), we hypothesize more positive fairness perceptions from participants taking the computerized version than from those taking the paper-and-pencil version.”
Background
Green Tape and Job Satisfaction: Can Organizational Rules Make Employees Happy?
DeHart‐Davis, L., Davis, R. S., & Mohr, Z. T. (2014) · Journal of Public Administration Research and Theory · doi:10.1093/jopart/muu038 · Cited by 117
Arrestees’ Perceptions of the Police
White, M. D., Mulvey, P., & Dario, L. M. (2015) · Criminal Justice and Behavior · doi:10.1177/0093854815602501 · Cited by 103
“…since that time, research has highlighted the importance of procedural justice as a mechanism for generating enhanced police legitimacy (Casper, Tyler, & Fisher, 1988; Hinds & Murphy, 2007; Leventhal, 1980; Lind, 1982; Lind & Tyler, 1988; McEwan & Maiman, 1984; Tyler, Rasinski, & Spodick, 1985).”
Background
The intellectual adolescence of organizational justice: You've come a long way, maybe
Greenberg, J. (1993) · Social Justice Research · doi:10.1007/bf01048736 · Cited by 99
Employee justice perceptions and coworker relationships
Forret, M. L., & Love, M. S. (2008) · Leadership & Organization Development Journal · doi:10.1108/01437730810861308 · Cited by 99
Manager Trustworthiness or Interactional Justice? Predicting Organizational Citizenship Behaviors
Chiaburu, D. S., & Lim, A. S. (2007) · Journal of Business Ethics · doi:10.1007/s10551-007-9631-x · Cited by 100
Perceived fairness of web‐based applicant screening procedures: Weighing the rules of justice and the role of individual differences
Dineen, B. R., Noe, R. A., & Wang, C. (2004) · Human Resource Management · doi:10.1002/hrm.20011 · Cited by 104
“Leventhal (1980), in introducing his procedural justice rules, notes that the consistency rule may be applied to any of the procedural components of an allocation process.”
BackgroundInfluential
Job satisfaction and mental health of temporary agency workers in Europe: a systematic review and research agenda
Hünefeld, L., Gerstenberg, S., & Hüffmeier, J. (2020) · Work & Stress · doi:10.1080/02678373.2019.1567619 · Cited by 97
“…decisions and change processes (procedural justice), when they receive all the necessary information through their supervisors and the social interaction with these supervisors is experienced as respectfully and empathetically (interpersonal justice; Adams, 1965; Colquitt, 2001; Leventhal, 1980).”
Background
Performance appraisal, employee development and organizational justice: exploring the linkages
Nurse, L. (2005) · The International Journal of Human Resource Management · doi:10.1080/09585190500144012 · Cited by 98
“Thibaut and Walker (1975), Leventhal (1980) and Lind and Tyler (1988) set the stage for what has since become a justifiable academic concern with individuals’ responses to perceptions of procedural injustice.”
Background
The Mediating Role of Discrete Emotions in the Relationship Between Injustice and Counterproductive Work Behaviors: A Study in Pakistan
Khan, A. K., Quratulain, S., & Crawshaw, J. R. (2012) · Journal of Business and Psychology · doi:10.1007/s10869-012-9269-2 · Cited by 99
“…individuals’ perceived outcome favorability, in regards to a specific meaningful event, and procedural (or the fairness of the decision-making process – Leventhal, 1980) or interactional (the fairness of the decision maker – Bies & Moag, 1986) justice when predicting a variety of discrete emotions…”
Background
Linking Justice, Performance, and Citizenship via Leader–Member Exchange
Burton, J. P., Sablynski, C. J., & Sekiguchi, T. (2008) · Journal of Business and Psychology · doi:10.1007/s10869-008-9075-z · Cited by 99
“Procedural justice (Leventhal 1980; Thibaut and Walker 1975) deals with one's perception of fairness regarding the procedures used to allocate the outcome(s).”
Method
Person-based reward systems: A theory of organizational reward practices in reform-communist organizations
Pearce, J., Branyiczki, I., & Bakacsi, G. (1994) · Journal of Organizational Behavior · doi:10.1002/job.4030150307 · Cited by 99
Organizational justice, employees' ethical behavior, and job satisfaction in the casino industry
McCain, S. C., Tsai, H. K., & Bellino, N. (2010) · International Journal of Contemporary Hospitality Management · doi:10.1108/09596111011066644 · Cited by 97
The Feasibility of Single-Item Measures for Organizational Justice
Jordan, J. S., & Turner, B. A. (2008) · Measurement in Physical Education and Exercise Science · doi:10.1080/10913670802349790 · Cited by 96
“; Adams, 1965 ); (b) procedural justice, the relative fairness of organizational policies and procedures ( Leventhal, 1980 ); and (c) interactional justice, which is determined by how the organization and supervisory personnel treat the employee ( Bies & Moag, 1986 ).”
Background
Investing in Interactional Justice: A Study of the Fair Process Effect within a Hospitality Failure Context
Collie, T. A., Sparks, B., & Bradley, G. L. (2000) · Journal of Hospitality & Tourism Research · doi:10.1177/109634800002400403 · Cited by 99
“Justice, as treated by social and organizational scientists, is defined phenomenologically; an act is considered “just” because someone perceives it as such (Bazerman, 1993; Cropanzano & Greenberg, 1997; Folger & Cropanzano, 1998; Leventhal, 1980; Seiders & Berry, 1998).”
Background
Fair treatment, fair play? The relationship between fair treatment perceptions, political trust and compliant and cooperative attitudes cross‐nationally
Mariën, S., & Werner, H. (2018) · European Journal of Political Research · doi:10.1111/1475-6765.12271 · Cited by 111
OM Forum—Challenges and Strategies in Managing Nonprofit Operations: An Operations Management Perspective
Berenguer, G., & Shen, Z. M. (2019) · Manufacturing & Service Operations Management · doi:10.1287/msom.2018.0758 · Cited by 84
Old faces, new places: equity theory in cross‐cultural contexts
Bolino, M. C., & Turnley, W. H. (2007) · Journal of Organizational Behavior · doi:10.1002/job.454 · Cited by 95
The Structure of Social Justice Judgments: A Facet Approach
Sabbagh, C., Dar, Y., & Resh, N. (1994) · Social Psychology Quarterly · doi:10.2307/2786879 · Cited by 96
Motivation
Mitchell, T. R., & Daniels, D. (2003) · Handbook of Psychology · doi:10.1002/0471264385.wei1210 · Cited by 96
Perceived algorithmic fairness: An empirical study of transparency and anthropomorphism in algorithmic recruiting
Ochmann, J., Michels, L., Tiefenbeck, V., Maier, C., & Laumer, S. (2024) · Information Systems Journal · doi:10.1111/isj.12482 · Cited by 132
“…multiple criteria: consistent application of procedures across people and time, adherence to unbiased, accurate, and correct-able judgements and ethical standards, and the reflection of basic concerns and values of all individuals affected by the decision outcome (Colquitt, 2001; Leventhal, 1980).”
Background
Perceived justice and consumption experience evaluations
Aurier, P., & Siadou‐Martin, B. (2007) · International Journal of Service Industry Management · doi:10.1108/09564230710826241 · Cited by 99
Contextual influences on training effectiveness.
Quiñones, M. A. (1997) · American Psychological Association eBooks · doi:10.1037/10260-007 · Cited by 96
Forever focused on fairness: 75 years of organizational justice in Personnel Psychology
Colquitt, J. A., Hill, E. T., & Cremer, D. D. (2022) · Personnel Psychology · doi:10.1111/peps.12556 · Cited by 123
Organizational justice research: A review, synthesis, and research agenda
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“Focusing first on procedural justice, this creates a framework to process concerns against inconsistencies (Leventhal, 1980).”
Background
The Framing of Perceptions of Fairness in the Relationship between Venture Capitalists and New Venture Teams
Busenitz, L. W., Moesel, D. D., Fiet, J. O., & Barney, J. B. (1997) · Entrepreneurship Theory and Practice · doi:10.1177/104225879702100301 · Cited by 93

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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