Justice Change Matters: Approach and Avoidance Mechanisms Underlying the Regulation of Justice Over Time.
The experience of justice is a dynamic phenomenon that changes over time, yet few studies have directly examined justice change. In this article, we integrate theories of self-regulation and group engagement to derive predictions about the consequences of justice change. We posit that justice change...
| Published in: | Journal of Applied Psychology Vol. 107; no. 7; pp. 1070 - 1094 |
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| Main Authors: | , , , |
| Format: | Article |
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American Psychological Association
Jul2022
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| Subjects: | |
| Online Access: | View this record in EBSCOhost |
| fields | @attributes: recordID: 1 pdfLink: plink: https://search.ebscohost.com/login.aspx?direct=true&db=ssf&AN=161850464&site=ehost-live header: @attributes: shortDbName: ssf uiTerm: 161850464 longDbName: Social Sciences Full Text (H.W. Wilson) uiTag: AN controlInfo: bkinfo: jinfo: jid: 00219010 JAY jtl: Journal of Applied Psychology issn: 00219010 maglogo: N pubinfo: dt: Jul2022 vid: 107 iid: 7 pid: 34 pub: American Psychological Association artinfo: ui: 161850464 10.1037/apl0000973 ppf: 1070 ppct: 24 formats: tig: atl: Justice Change Matters: Approach and Avoidance Mechanisms Underlying the Regulation of Justice Over Time. aug: au: Xu, Xiao-min Du, Danyang Johnson, Russell E. Lu, Chang-qin affil: School of Psychological and Cognitive Sciences, and Beijing Key Laboratory of Behavior and Mental Health, Peking University Advanced Institute of Business, Tongji University Department of Management, Broad College of Business, Michigan State University su: Justice Employee psychology Job vacancies Job involvement Field research sug: subj: Justice Employee psychology Job vacancies Job involvement Field research keyword: approach/avoidance change group engagement model organizational justice self-regulation approach/avoidance change group engagement model organizational justice self-regulation ab: The experience of justice is a dynamic phenomenon that changes over time, yet few studies have directly examined justice change. In this article, we integrate theories of self-regulation and group engagement to derive predictions about the consequences of justice change. We posit that justice change is an important factor because, as suggested by self-regulation theory, people are particularly sensitive to change. Also consistent with self-regulation, we posit that experiencing justice change will influence behavior via separate approach and avoidance systems. Across three multiwave and multisource field studies, we found that justice change predicts employees' engagement in work via perceived insider status along an approach path, whereas it predicts employees' withdrawal from work via exhaustion along an avoidance path, after controlling for the effects of static justice level. Moreover, these approach and avoidance effects are bounded by employees' perception of their employment situation, consistent with a regulatory fit pattern. As expected, employees' perceptions of employment opportunity, which correspond to gains, strengthen the effects along the approach path. Meanwhile, their perceptions of threat of job continuity, which correspond to losses, strengthen the effects along the avoidance path. Importantly, our set of studies highlight the unique influence of justice change incremental to static justice level. pubtype: Academic Journal doctype: Article src: R language: English refInfo: copyright: @attributes: flag: N holdings: @attributes: islocal: N |
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