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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Michel, A., Stegmaier, R., & Sonntag, K. (2010) · Journal of Change Management · doi:10.1080/14697010903549432 · Cited by 79
“Thereby, with reference to Leventhal’s procedural justice criteria (Leventhal, 1980), we used one item to focus on consistency and one item to focus on fairness in general.”
BackgroundMethod
A Kantian Theory of Capitalism
Bowie, N. E. (1998) · The Ruffin series · doi:10.5840/ruffinx199814 · Cited by 71
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“Leventhal [34] argued that employers’ perceptions of organizational justice had a significant impact on their work attitudes and performance, and Zohar argues that organizational fairness is closely related to the organization’s atmosphere.”
Background
Measuring distributive and procedural justice: An exploratory investigation of the fairness of retailer‐supplier relationships in the UK food industry
Duffy, R., Fearne, A. P., & Hornibrook, S. A. (2003) · British Food Journal · doi:10.1108/00070700310506236 · Cited by 72
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Maguire, L. A., & Lind, E. A. (2003) · International Journal of Global Environmental Issues · doi:10.1504/ijgenvi.2003.003861 · Cited by 69
“[ 4 ,5]. However, careful studies have shown that this sort of ‘instrumental’ concern for process is only part of the story; people also have intrinsic concerns for just processes independent of how favourable the resulting decision is for them, e.g.”
Background
The social psychological processes of ‘procedural justice’: Concepts, critiques and opportunities
Radburn, M., & Stott, C. (2018) · Criminology & Criminal Justice · doi:10.1177/1748895818780200 · Cited by 78
Psychological capital in sport organizations: Hope, Efficacy, Resilience, and Optimism among Employees in Sport (HEROES)
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“Second, procedural justice in organizations is characterized by consistency across people, accuracy of collected information, mechanisms for correcting flawed decisions, morality, and respect for differences of opinion (Leventhal, 1980).”
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AI credibility and consumer-AI experiences: a conceptual framework
Khan, A. W., & Mishra, A. (2023) · Journal of Service Theory and Practice · doi:10.1108/jstp-03-2023-0108 · Cited by 75
My Share Is Fair, So I Don’t Care
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How to Promote Innovative Behavior at Work? The Role of Justice and Support Within Organizations
Young, L. D. (2012) · The Journal of Creative Behavior · doi:10.1002/jocb.15 · Cited by 71
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Skitka, L. J., & Crosby, F. J. (2003) · Personality and Social Psychology Review · doi:10.1207/s15327957pspr0704_01 · Cited by 70
Moral leadership and psychological empowerment in China
Li, C., Wu, K., Johnson, D. E., & Wu, M. (2012) · Journal of Managerial Psychology · doi:10.1108/02683941211193875 · Cited by 69
“Procedural justice is defined as the perceived fairness of the decision procedures that are critical for outcome distribution ( Leventhal, 1980”
Background
Does ethics code design matter? Effects of ethics code rationales and sanctions on recipients' justice perceptions and content recall
Weaver, G. R. (1995) · Journal of Business Ethics · doi:10.1007/bf00872099 · Cited by 71
Organizational Justice and Managerial Trust as Predictors of Antisocial Employee Responses
Chory, R. M., & Hubbell, A. P. (2008) · Communication Quarterly · doi:10.1080/01463370802448121 · Cited by 68
“Most organizational 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 ; Leventhal, 1980 ; McFarlin & Sweeney, 1992 ).”
Background
The Relationship Between Transformational Leadership and Followers’ Perceptions of Fairness
Bacha, E., & Walker, S. (2012) · Journal of Business Ethics · doi:10.1007/s10551-012-1507-z · Cited by 67
“Following Thibaut and Walker (1975) and Leventhal (1980), justice research typically identifies such factors as voice in the decision-making procedure (in terms of being heard as well as in terms of having actual decision-making responsibility) and the accuracy, consistency, and unbiased nature of…”
Voice, power, and history: ensuring social justice for all stakeholders in water decision-making
Lukasiewicz, A., & Baldwin, C. L. (2014) · Local Environment · doi:10.1080/13549839.2014.942261 · Cited by 68
“…consistency, neutrality of the decision-maker, accuracy (scientifically informed decisions), ability to correct errors, decisions being compatible with fundamental moral and ethical values, timeliness, accessibility, and accountability (based on Leventhal 1980, Lawrence et al. 1997, Baldwin 2008).”
Background
A Study of the Determinants and of the Impact of Flexibility on Employee Benefit Satisfaction
Tremblay, M., Sire, B., & Pelchat, A. (1998) · Human Relations · doi:10.1177/001872679805100505 · Cited by 68
Employee Reactions to Electronic Control Systems
Kidwell, R. E., & Bennett, N. (1994) · Group & Organization Management · doi:10.1177/1059601194192006 · Cited by 70
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Uncertainty, Fairness Perceptions, and Job Satisfaction: A Field Study
Diekmann, K. A., Barsness, Z. I., & Sondak, H. (2004) · Social Justice Research · doi:10.1023/b:sore.0000041292.38626.2f · Cited by 66
EFFECTS OF LMX AND DIFFERENTIAL TREATMENT ON WORK UNIT COMMITMENT
van Breukelen, W., Konst, D., & Vlist, R. V. D. (2002) · Psychological Reports · doi:10.2466/pr0.2002.91.1.220 · Cited by 69
Low organisational justice and heavy drinking: a prospective cohort study
Kouvonen, A. M., Mika Kivimaki, B., Elovainio, M. J., Väänänen, A., Vogli, R. D., Heponiemi, T., Linna, A., Pentti, J., & Vahtera, J. (2007) · Occupational and Environmental Medicine · doi:10.1136/oem.2007.032755 · Cited by 70
Pay fairness and intrinsic motivation: the role of pay transparency
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The Justice Motive: History, Theory, and Research
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Macrojustice: The Political Economy of Fairness
Kolm, S. (2004) · Cited by 67
The dark side of CRM: advantaged and disadvantaged customers
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“At the centre of equity theory in job motivation is the “underpay-overpay” framework (Adams, 1965; Leventhal, 1980).”
Background
The Effects of Leader Fairness and Pay Outcomes on Superior/Subordinate Relations1
Cobb, A. T., & Frey, F. M. (1996) · Journal of Applied Social Psychology · doi:10.1111/j.1559-1816.1996.tb00078.x · Cited by 65
Does Fair Treatment in the Workplace Matter? An Assessment of Organizational Fairness and Employee Outcomes in Government
Hassan, S. (2012) · The American Review of Public Administration · doi:10.1177/0275074012447979 · Cited by 72
“Distributive fairness refers to fairness in the allocation of organizational rewards and resources among employees (Adams, 1965), while procedural fairness refers to fairness of formal policies and procedures used in making those allocation decisions (Leventhal, 1980; Lind & Tyler, 1988).”
Background
In the eyes of the beholder? The role of dispositional trust in judgments of procedural and interactional fairness
Bianchi, E. C., & Brockner, J. (2012) · Organizational Behavior and Human Decision Processes · doi:10.1016/j.obhdp.2011.12.005 · Cited by 66
“Procedural fairness was based on the accuracy of the method used to make the hiring decision, which is one of the procedural fairness elements identified by Leventhal et al. (1980). In the high procedural fairness condition, participants were told that the hiring decision was based on a thorough analysis of what the o…”
BackgroundMethod
When Leaders Are Seen as Transformational: The Effects of Organizational Justice1
David De Cremer, A., van Dijke, M., & Bos, A. E. R. (2007) · Journal of Applied Social Psychology · doi:10.1111/j.1559-1816.2007.00238.x · Cited by 64
Is Relational Exchange Possible in the Absence of Reputations and Repeated Contact?
Hackett, S. C. (1994) · The Journal of Law Economics and Organization · doi:10.1093/oxfordjournals.jleo.a036855 · Cited by 66
Justice Climate Past, Present, and Future: Models of Structure and Emergence
Rupp, D. E., Bashshur, M. R., & Liao, H. (2007) · Research in multi-level issues · doi:10.1016/s1475-9144(07)06017-1 · Cited by 68
Outcome favorability in the link between leader–member exchange and organizational citizenship behavior: Procedural fairness climate matters
Sun, L., Chow, I. H., Chiu, R. K., & Pan, W. (2012) · The Leadership Quarterly · doi:10.1016/j.leaqua.2012.10.008 · Cited by 71
Downsizing Organizations: Uses, Outcomes and Strategies
Ryan, L., & Macky, K. A. (1998) · Asia Pacific Journal of Human Resources · doi:10.1177/103841119803600204 · Cited by 65
Fairness in interorganizational project relations: norms and strategies
Kadefors, A. (2005) · Construction Management and Economics · doi:10.1080/01446190500184238 · Cited by 69
“A fair process, then, should be consistent, bias free, accurate, correctable in case of error, representative of all concerned and based on prevailing ethical standards (Leventhal, 1980).”
Background
Organizational Commitment: The Study of Organizational Justice and Leader Member Exchange (LMX) Among Auditors in Malaysia
Leow, K. L., & Khong, K. W. (2009) · International journal of business and information/International journal of business & information · doi:10.6702/ijbi.2009.4.2.3 · Cited by 65
“Perceptions of distributive justice are largely influenced by such outcomes; people who received favorable outcomes tended to consider the outcomes as fairer [e.g., Greenberg, 1990; Leventhal, 1980].”
Background
Equality Matters
Albin, C., & Druckman, D. (2012) · Journal of Conflict Resolution · doi:10.1177/0022002711431798 · Cited by 65
Maintaining Employees’ Commitment to Organizational Change
Shin, J., Seo, M., Shapiro, D. L., & Taylor, M. S. (2015) · The Journal of Applied Behavioral Science · doi:10.1177/0021886315603123 · Cited by 65
“Procedural justice refers to the extent to which outcome distribution was made through consistent, accurate, and bias-free procedures (Leventhal, 1980; Thibaut & Walker, 1975).”
Background
A Quasi-Experimental Examination of Telework Eligibility and Participation in the U.S. Federal Government
Lee, D., & Kim, S. Y. (2016) · Review of Public Personnel Administration · doi:10.1177/0734371x16680269 · Cited by 65
“Thus, the managerial practices and procedures within organizations should be consistent, reliable, and predictable to improve employees’ perceptions of fairness (Leventhal, 1980; Thibaut & Walker, 1975).”
Background
Self-control, organizational context, and rational choice in Internet abuses at work
Li, H., Luo, X. R., Zhang, J., & Sarathy, R. (2017) · Information & Management · doi:10.1016/j.im.2017.09.002 · Cited by 66
“Additional criteria were then advocated by Leventhal [31] in more general situations, such as consistency, lack of bias, accuracy of information, correctability, representation, and ethicality.”
Background
A closer look at the relationship between justice perceptions and union participation.
Fuller, J. B., & Hester, K. (2001) · Journal of Applied Psychology · doi:10.1037/0021-9010.86.6.1096 · Cited by 65
Sources of Stigma: Analyzing the Psychology of Affirmative Action
Nacoste, R. W. (1990) · Law & Policy · doi:10.1111/j.1467-9930.1990.tb00046.x · Cited by 63
The Construction of General Public Interest: Risk, Legitimacy, and Power in a Public Hearing
Topal, Ç. (2009) · Organization Studies · doi:10.1177/0170840608101481 · Cited by 62
“…legitimation problem seems to be addressed more through the hearing process than through the product or decision of the hearing board (Laufer 2007; Leventhal 1980; Leventhal et al. 1980; Lind and Tyler 1988; Nonet and Selznick 2001; Thiabut and Walker 1975; Tyler 1990, 2004; Walker et al. 1979).”
Background
The meaning of justice in safety incident reporting
Weiner, B. J., Hobgood, C., & Lewis, M. A. (2008) · Social Science & Medicine · doi:10.1016/j.socscimed.2007.08.013 · Cited by 65
“Similarly, people perceive greater procedural justice when they experience procedural rules indicative of fair play (Leventhal, 1980; Thibaut & Walker, 1975).”
Background
Women in the Boardroom: How Do Female Directors of Corporate Boards Perceive Boardroom Dynamics?
Mathisen, G. E., Øgaard, T., & Marnburg, E. (2012) · Journal of Business Ethics · doi:10.1007/s10551-012-1461-9 · Cited by 64
“…justice theory refers to perceptions of fairness in the workplace (Greenberg 1990) and researchers have categorized at least four different forms of justice: procedural (Leventhal 1980), distributive (Adams 1965), interpersonal (Bies and Moag 1986; Moorman 1991) and informational (Greenberg 1993).”
SO YOU DIDN'T GET THE JOB … NOW WHAT DO YOU THINK? EXAMINING OPPORTUNITY‐TO‐PERFORM FAIRNESS PERCEPTIONS
Schleicher, D. J., Venkataramani, V., Morgeson, F. P., & Campion, M. A. (2006) · Personnel Psychology · doi:10.1111/j.1744-6570.2006.00047.x · Cited by 68
“…(b) “researchers should consider the dynamic nature of justice reactions, with the primary determinants of fairness perceptions changing over the course of the hiring process” (Gilliland & Hale, 2005, p. 412; see also Gilliland, 1993; Leventhal, 1980; Ryan & Ployhart, 2000; Truxillo et al., 2001).”
Background
Exploring the “Lost and Found” of Justice Theory and Research
Skitka, L. J. (2009) · Social Justice Research · doi:10.1007/s11211-009-0089-0 · Cited by 67
“Early theories of procedural fairness made consistency of treatment a cornerstone, that is, the notion that people would evaluate formal procedures that were applied consistently across targets as more fair than inconsistent procedures (Leventhal, 1980).”
Background
The Intensification of Hating: A Theory
Opotow, S. V., & McClelland, S. I. (2007) · Social Justice Research · doi:10.1007/s11211-007-0033-0 · Cited by 68
“Procedural justice concerns process and addresses how voice, consistency, impartiality, accuracy, interpretations, correctability, and respect foster fairness (Leventhal, 1980; Lind and Tyler, 1988; Thibaut and Walker, 1975).”
Background
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:10.1177/014920630202800402 · Cited by 64
Workplace Deviance
Bennett, R. J., Marasi, S., & Locklear, L. R. (2018) · Oxford Research Encyclopedia of Business and Management · doi:10.1093/acrefore/9780190224851.013.111 · Cited by 64
How can companies decrease the disruptive effects of stretch goals? The moderating role of interpersonal- and informational- justice climates
Zhang, Z., & Jia, M. (2013) · Human Relations · doi:10.1177/0018726713483630 · Cited by 62
“…of justice: distributive justice, or the perceived fairness of outcomes (Adams, 1965); procedural justice, or the procedures used to derive outcomes (Leventhal, 1980; Thibaut and Walker, 1975); and interactional justice, or the degree to which individuals treat one another with interpersonal…”
Background
Organizational justice enactment: An agent-focused review and path forward
Graso, M., Camps, J., Strah, N., & Brebels, L. (2019) · Journal of Vocational Behavior · doi:10.1016/j.jvb.2019.03.007 · Cited by 69
Can effective organizational rules keep employees from leaving? a study of green tape and turnover intention
Kaufmann, W., Borry, E. L., & DeHart‐Davis, L. (2022) · Public Management Review · doi:10.1080/14719037.2022.2026687 · Cited by 63
“A related stream of research on procedural justice and turnover intention also stresses the importance of rule consistency (e.g. Leventhal 1980).”
Background
Restorative justice: not “rights”, but the right way to heal relationships at work
Kidder, D. L. (2007) · International Journal of Conflict Management · doi:10.1108/10444060710759291 · Cited by 63
Mobility norms, risk aversion, and career satisfaction of Chinese employees
Loi, R., & Ngo, H. (2010) · Asia Pacific Journal of Management · doi:10.1007/s10490-008-9119-y · Cited by 72
Absolute vs Relative Performance Rating Formats: Implications for fairness and organizational justice
Roch, S. G., Sternburgh, A. M., & Caputo, P. M. (2007) · International Journal of Selection and Assessment · doi:10.1111/j.1468-2389.2007.00390.x · Cited by 68
The Disintegrating Effects of Equality: A Study of a Failed International Merger
Meyer, C. B., & Altenborg, E. (2006) · British Journal of Management · doi:10.1111/j.1467-8551.2006.00502.x · Cited by 64
The Influence of Collaboration on Program Outcomes
Hicks, D., Larson, C., Nelson, C., Olds, D. L., & Johnston, E. (2008) · Evaluation Review · doi:10.1177/0193841x08315131 · Cited by 64
“This factor encompasses what Leventhal (1980) identified as the structural features of procedural fairness.”
Background
The Importance of Being Trustworthy
Gilstrap, J. B., & Collins, B. J. (2012) · Journal of Leadership & Organizational Studies · doi:10.1177/1548051811431827 · Cited by 64
Culture‐Inclusive Theories of Self and Social Interaction: The Approach of Multiple Philosophical Paradigms
Hwang, K. (2014) · Journal for the Theory of Social Behaviour · doi:10.1111/jtsb.12050 · Cited by 63
“Distributive justice is the particular method of resource distribution that is accepted by group members (Leventhal, 1976, 1980).”
Method
Procedural justice and organizational staffing: a tale of two paradigms
Cropanzano, R., & Wright, T. A. (2003) · Human Resource Management Review · doi:10.1016/s1053-4822(02)00097-9 · Cited by 64
Justice and Education
Resh, N., & Sabbagh, C. (2016) · Springer eBooks · doi:10.1007/978-1-4939-3216-0_19 · Cited by 74
Organisational justice’s relationship with job satisfaction and organisational commitment among Indian police
Qureshi, H., Frank, J., Lambert, E. G., Klahm, C. F., & Smith, B. W. (2016) · The Police Journal Theory Practice and Principles · doi:10.1177/0032258x16662684 · Cited by 67
“In addition to process control, Leventhal (1980) asserted that the fairness of the outcome of procedures is evaluated by many aspects of procedural justice, such as the selection of decision makers, the procedures for appeal, and the methodology of gathering information to make a decision.”
BackgroundMethod
Procedural Justice
Vermunt, R. C., & Steensma, H. (2016) · Springer eBooks · doi:10.1007/978-1-4939-3216-0_12 · Cited by 72
Bureaucratic discretion, social equity, and the administrative legitimacy dilemma: Complications of New Public Service
Rivera, J. D., & Knox, C. C. (2022) · Public Administration Review · doi:10.1111/puar.13550 · Cited by 83
Personality and Perceived Justice as Predictors of Survivors’ Reactions Following Downsizing1
Brennan, A., & Skarlicki, D. P. (2004) · Journal of Applied Social Psychology · doi:10.1111/j.1559-1816.2004.tb02008.x · Cited by 62
When authorities influence followers' affect: The interactive effect of procedural justice and transformational leadership
David De Cremer, A. (2006) · European Journal of Work and Organizational Psychology · doi:10.1080/13594320600627662 · Cited by 60
“Other relevant (in)justices may, for example, be whether or not the authority is biased, accurate, or consistent across situations and time (e.g., Leventhal, 1980).”
Background
Budget participation's influence on budget slack : the role of fairness perceptions, trust and goal commitment
Maiga, A. S., & Jacobs, F. A. (2007) · Diva portal (Dalarna University Library) · Cited by 62
Exploring the multifaceted structure of sense of deprivation
Dar, Y., & Resh, N. (2001) · European Journal of Social Psychology · doi:10.1002/ejsp.32 · Cited by 64
Fairness and Implied Contract Obligations in Job Terminations: The Role of Remedies, Social Accounts, and the Procedural Justice
Rousseau, D. M., & Aquino, K. F. (1993) · Human Performance · doi:10.1207/s15327043hup0602_3 · Cited by 61
What is procedural justice: Criteria used by Dutch victims to assess the fairness of criminal justice procedures
Wemmers, J.-A. M., van der Leeden, R., & Steensma, H. (1995) · Social Justice Research · doi:10.1007/bf02334711 · Cited by 62
How Politicians’ Reelection Efforts Can Reduce Public Trust, Electoral Support, and Policy Approval
Bøggild, T. (2015) · Political Psychology · doi:10.1111/pops.12303 · Cited by 61
“…fairness theory in social psychology has demonstrated how the adherence of decision-makers to a set of seemingly generic and universal criteria for a “fair process” can foster and maintain high levels of trust and support from group members (Leventhal, 1980; Thibaut & Walker, 1975; Tyler, 1990).”
BackgroundInfluential
Willingness to report crime to the police
Graham, A., Kulig, T. C., & Cullen, F. T. (2019) · Policing An International Journal · doi:10.1108/pijpsm-07-2019-0115 · Cited by 61
How fair is the allocation of bike-sharing infrastructure? Framework for a qualitative and quantitative spatial fairness assessment
Durán-Rodas, D., Villeneuve, D., Pereira, F. C., & Wulfhorst, G. (2020) · Transportation Research Part A Policy and Practice · doi:10.1016/j.tra.2020.08.007 · Cited by 62
Group Assessment at Final Degree Level: An Evaluation
Gammie, E., & Matson, M. (2007) · Accounting Education · doi:10.1080/09639280701234609 · Cited by 61
“This should enhance the perceived fairness and hence the reliability of the process (Leventhal, 1980; Hirschlorn, 1991; Kilpatrick et al., 2001), although Mathews (1994) and Mockford (1994) questioned the reliability of peer-assessment of individual contributions to a group project.”
Background
Police officers’ perceptions of organizational justice and their trust in the public
Carr, J. D., & Maxwell, S. R. (2017) · Police Practice and Research · doi:10.1080/15614263.2017.1387784 · Cited by 61
“Besides equity, Leventhal (1976, 1980) outlined situational circumstances, objectives, and personal motives as other dimensions of fairness that employees consider when assessing outcomes (Deutsch, 1975).”
Background
Effects of competence- and integrity-based trust on public acceptability of renewable energy projects in China and the Netherlands
Liu, L., Bouman, T., Perlaviciute, G., & Steg, L. (2020) · Journal of Environmental Psychology · doi:10.1016/j.jenvp.2020.101390 · Cited by 61
“This corresponds previous literature that argues people evaluate decision-making process favourably particularly when it is fair, transparent and represents different interests (Leventhal, 1980; McComas et al., 2008; Tyler et al., 2016; Visschers & Siegrist, 2012; Zoellner et al., 2008).”
Method
Privacy and procedural justice in organizations
Bies, R. J. (1993) · Social Justice Research · doi:10.1007/bf01048733 · Cited by 61
Does trust in zakat institution enhance entrepreneurs’ zakat compliance?
Bin‐Nashwan, S. A., Abdul-Jabbar, H., & Aziz, S. A. (2021) · Journal of Islamic accounting and business research · doi:10.1108/jiabr-09-2020-0282 · Cited by 63
Investigating the Effects of Applicant Justice Perceptions on Job Offer Acceptance
Harold, C. M., Holtz, B. C., Griepentrog, B. K., Brewer, L. M., & Marsh, S. M. (2015) · Personnel Psychology · doi:10.1111/peps.12101 · Cited by 66
The effects of reward structure, media richness and gender on virtual teams
Bryant, S. M., Albring, S. M., & Murthy, U. S. (2009) · International Journal of Accounting Information Systems · doi:10.1016/j.accinf.2009.09.002 · Cited by 60
Speaking truth to power: The effect of candid feedback on how individuals with power allocate resources.
Oc, B., Bashshur, M. R., & Moore, C. (2014) · Journal of Applied Psychology · doi:10.1037/a0038138 · Cited by 60
“…importance in the power (e.g., DeCelles, DeRue, Margolis, & Ceranic, 2012; Overbeck & Park, 2001, 2006) and organizational justice literatures (e.g., Adams, 1965; Leventhal, 1980; Tyler, 1989) as well as in research on moral and pro-social behavior (Bersoff, 1999; Epley, Caruso, & Bazerman, 2006).”
Background
Decision-Making in Social Enterprises
Ohana, M., Meyer, M., & Swaton, S. (2012) · Nonprofit and Voluntary Sector Quarterly · doi:10.1177/0899764012451368 · Cited by 62
Justice judgements, school failure, and adolescent deviant behaviour
Sanches, C., Gouveia‐Pereira, M., & Carugati, F. (2011) · British Journal of Educational Psychology · doi:10.1111/j.2044-8279.2011.02048.x · Cited by 61
Procedural justice and status judgements: The moderating role of leader ingroup prototypicality
Lipponen, J., Koivisto, S., & Olkkonen, M. (2005) · The Leadership Quarterly · doi:10.1016/j.leaqua.2005.06.004 · Cited by 59
The Impact of Voting on Tax Payments
Wahl, I., Muehlbacher, S., & Kirchler, E. M. (2010) · Kyklos · doi:10.1111/j.1467-6435.2010.00464.x · Cited by 60
Justice is no simple matter: Case for elaborating our model of procedural fairness.
Sheppard, B. H. (1985) · Journal of Personality and Social Psychology · doi:10.1037/0022-3514.49.4.953 · Cited by 60
The European Proceedings of Social & Behavioural Sciences
Căpiță, L. E., Huijgen, T., & Căpiță, C. (2016) · Cited by 60
Inter-organizational unfairness in the construction industry
Loosemore, M., & Lim, B. (2015) · Construction Management and Economics · doi:10.1080/01446193.2015.1057193 · Cited by 59
The Effects of Interview Structure on Recruiting Outcomes
Kohn, L. S., & Dipboye, R. L. (1998) · Journal of Applied Social Psychology · doi:10.1111/j.1559-1816.1998.tb01733.x · Cited by 62
Explaining and tackling the shadow economy in Estonia, Latvia and Lithuania: a tax morale approach
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“This requires a shift from a ‘cops and robbers’ approach and towards a service-oriented culture (Leventhal, 1980; Murphy, 2005).”
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“…to accept campus administrators’ policy decisions if those choices are reached in a fair way, even if the specific policy decision runs against an individual’s own interests or beliefs (Cohen-Charash & Spector, 2001; Colquitt, Conlon, Wesson, Porter, & Ng, 2001; Greenberg, 1990; Leventhal, 1980).”
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“…and Thomas (2008), in fact, provided evidence that if organizational leaders enact fair procedures (e.g., giving voice, being accurate and unbiased in processing information, etc.; Leventhal, 1980) employees infer the idea that the organization considers the value of morality as an important one.”
Background
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“This aspect of justice, first conceived of by Thibaut and Walker (1975) as an issue of ‘process control’ was extended into organizational contexts by leventhal (1980), and it may be viewed as the employee’s ability to have a voice in the decision-making process or influence over the organizational…”
Background
Understanding gender differences in distributive and procedural justice
Kulik, C. T., Lind, E. A., Ambrose, M. L., & MacCoun, R. J. (1996) · Social Justice Research · doi:10.1007/bf02196990 · Cited by 60
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“…manipulated these justice principles, as well as the other three principles of justice—voice (Thibaut & Walker, 1975), equity (Adams, 1965), and accuracy (Leventhal, 1980)—through the outcome of the bonus incentive offered to participants based on their general intelligence tests performance.”
Background
How leader prototypicality affects followers' status: The role of procedural fairness
van Dijke, M., & Cremer, D. D. (2008) · European Journal of Work and Organizational Psychology · doi:10.1080/13594320701743491 · Cited by 62

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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