http://repub.eur.nl/res/aut/14517/ List of Publications en http://repub.eur.nl/static-eur/img/logo.png http://repub.eur.nl http://repub.eur.nl/res/pub/15660/ 2008-01-01T00:00:00Z Using a sample of 212 employees, we conducted a study to examine whether employees use their co-workers' fairness perceptions to generate their own justice judgments and to develop their subsequent affective commitment. The conceptual framework used to investigate these linkages is social exchange theory combined with a multiple foci approach. Results of the structural equation modeling analyses revealed that co-workers' procedural justice judgments strengthened employee's own procedural justice judgments, which in turn influenced their affective commitment to the organisation. Similarly, co-workers' interactional justice judgments increased employee's own interactional justice judgments, which in turn impacted on their affective commitment to both the supervisor and the organisation. As a whole, findings suggest that coworkers' justice judgments strengthened employee's affective attachments toward the justice sources by reinforcing employee's own justice perceptions. http://repub.eur.nl/res/pub/14577/ 2006-08-01T00:00:00Z Using a sample of 212 employees, the authors examined the relationships between employees’ perceptions of procedural and interactional justice and their subsequent trust in their organization and supervisor. Specifically, the authors predicted that the link between procedural justice and trust in organization would be mediated by perceived organizational support (POS), whereas the relationship between interactional justice and trust in supervisor would be mediated by perceived supervisor support (PSS). In line with predictions, the authors found that POS partially mediated the effect of procedural justice on trust in organization and PSS partially mediated the impact of interactional justice on trust in supervisor. These findings suggest that employees develop relationships with their supervisors that are distinct from those relationships they experience with their organization. http://repub.eur.nl/res/pub/14984/ 2005-12-01T00:00:00Z This article presents the results of a field study on the effects of own versus other's fair treatment on positive emotions. From the findings of the field study it is clear that one's own experiences of procedural fairness have a significant influence on one's positive emotional reactions. Indeed, the procedural justice for oneself was correlated to positive emotions when procedural justice for others was high. One positive point with the present research is that it has taken real-life into perspective by taking real-life situation and real-life employees into consideration. Associated researches in the future might be on the topics of influence of other's fair treatment on the reactions of the individuals taken as subjects. Care should be given not only to what degree of fairness do managers treat their subordinates but also to how procedural justice is communicated to the group and managers of an organization. Is is clear that fairness experiences of the organization in turn make fairness experiences of the individuals. http://repub.eur.nl/res/pub/11862/ 2005-01-01T00:00:00Z In the present research, the authors examined the effect of procedural fairness and rewarding leadership style on an important variable for employees: self-esteem. The authors predicted that procedural fairness would positively influence people's reported self-esteem if the leader adopted a style of rewarding behavior for a job well done. Results from a scenario experiment, a laboratory experiment, and an organizational survey indeed show that procedural fairness and rewarding leadership style interacted to influence followers' self-esteem, such that the positive relationship between procedural fairness and self-esteem was more pronounced when the leadership style was high in rewarding behavior. Implications in terms of integrating the leadership and procedural fairness literature are discussed.