Please use this identifier to cite or link to this item: http://hdl.handle.net/10397/15620
Title: A cross-level study of procedural justice perceptions
Authors: Hon, AHY 
Yang, J
Lu, L
Keywords: China
Interactional justice
Management power
Organizational structures
Power distance
Procedural justice
Issue Date: 2011
Publisher: Emerald Group Publishing Limited
Source: Journal of managerial psychology, 2011, v. 26, no. 8, p. 700-715 How to cite?
Journal: Journal of Managerial Psychology 
Abstract: Purpose: The purpose of this paper is to examine the relationship between supervisor-perceived procedural justice and subordinate-perceived procedural justice. The moderating roles of the subordinate-perceived interactional justice and power-distance value are also to be examined. Design/methodology/approach: Survey data were obtained from 509 supervisor-subordinate dyads in mainland China. Hierarchical linear modeling was used to test the research hypotheses. Findings: Results revealed that: supervisor-perceived procedural justice is positively related to subordinate-perceived procedural justice; the direct relationship is stronger when the subordinate perceives higher rather than lower interactional justice from the supervisor; and the direct relationship is stronger when the subordinate holds a higher rather than lower power-distance value. Research limitations/implications: The data collected in the present study reside at two hierarchical levels, namely, the employee level and the supervisor level, and the sample size is relatively large. The results are thus less likely subject to common method bias. However, future longitudinal research will be helpful to lend stronger support for the hypothesized causal relationships. Originality/value: The paper uses cognitive social learning theory in a social exchange context to explain the cross-level relationship of procedural justice perceptions in organizations, and to identify its boundary conditions. Results support that fairness perceptions at a higher organizational level can be related to lower-level perceptions along the organizational hierarchy.
URI: http://hdl.handle.net/10397/15620
DOI: 10.1108/02683941111181789
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