Different from distributive and procedural justice, interactional justice refers to the perception of equity in the relationship between supervisors and employees, which is the most recent advance in the justice literature. This paper first gave a brief introduction to the development and formation of the definition of interactional justice as well as its measurement. Then it examined the antecedent variables of interactional justice from leaders and subordinates’ perspectives and the outcome variables of interactional justice from the individual and organizational levels. Finally, it pointed out the limitations of current studies based on the overview and accordingly indicated that future research should integrate interactional justice to the study of leadership behavior, explore the integration mechanism of antecedent variables and outcome variables and strengthen the local research of interactional justice.
References
[1]
Liu, Y., Long, L.R. and Li, Y. (2003) The Influence of Organizational Justice on Organizational Effectiveness Variables. Management World, 5, 126-132.
[2]
Adams, J.S. (1965) Inequity in Social Exchange. Advances in Experimental Social Psychology, 2, 267-299.
http://dx.doi.org/10.1016/S0065-2601(08)60108-2
[3]
Thibaut, J.W. and Walker, L. (1975) Procedural Justice: A Psychological Analysis. L. Erlbaum Associates, Hillsdale.
[4]
Leventhal, G.S., Karuza, J. and Fry, W.R. (1980) Beyond Fairness: A Theory of Allocation Preferences. Justice and Social Interaction, 3, 167-218.
[5]
Bies, R.J. and Moag, J.S. (1986) Interactional Justice: Communication Criteria of Fairness. Research on Negotiation in Organizations, 1, 43-55.
[6]
Greenberg, J. (1990) Organizational Justice: Yesterday, Today, and Tomorrow. Journal of Management, 16, 399-432.
http://dx.doi.org/10.1177/014920639001600208
[7]
Greenberg, J. and Cropanzano, R. (1993) The Social Side of Fairness: Interpersonal and Informational Classes of Organizational Justice. In: Justice in the Workplace: Approaching Fairness in Human Resource Management, Lawrence Erlbaum Associates, Hillsdale.
[8]
Collie, T., Bradley, G. and Sparks, B.A. (2002) Fair Process Revisited: Differential Effects of Interactional and Procedural Justice in the Presence of Social Comparison Information. Journal of Experimental Social Psychology, 38, 545-555. http://dx.doi.org/10.1016/S0022-1031(02)00501-2
[9]
Ando, N. and Matsuda, S. (2010) How Employees See Their Roles: The Effect of Interactional Justice and Gender. Journal of Service Science and Management, 3, 281-286. http://dx.doi.org/10.4236/jssm.2010.32035
[10]
Moorman, R.H. (1991) Relationship between Organizational Justice and Organizational Citizenship Behaviors: Do Fairness Perceptions Influence Employee Citizenship? Journal of Applied Psychology, 76, 845-855.
http://dx.doi.org/10.1037/0021-9010.76.6.845
[11]
Niehoff, B.P. and Moorman, R.H. (1993) Justice as a Mediator of the Relationship between Methods of Monitoring and Organizational Citizenship Behavior. Academy of Management Journal, 36, 527-556.
http://dx.doi.org/10.2307/256591
[12]
Colquitt, J.A. (2001) On the Dimensionality of Organizational Justice: A Construct Validation of a Measure. Journal of Applied Psychology, 86, 386-400. http://dx.doi.org/10.1037/0021-9010.86.3.386
[13]
Colquitt, J.A., Conlon, D.E., Wesson, M.J., Porter, C.O.L.H. and Ng, K.Y. (2001) Justice at the Millennium: A Meta- Analytic Review of 25 Years of Organizational Justice Research. Journal of Applied Psychology, 86, 425-445.
http://dx.doi.org/10.1037/0021-9010.86.3.425
[14]
Ambrose, M.L. and Schminke, M. (2009) The Role of Overall Justice Judgments in Organizational Justice Research: A Test of Mediation. Journal of Applied Psychology, 94, 491-500. http://dx.doi.org/10.1037/a0013203
[15]
Spencer, S. and Rupp, D.E. (2009) Angry, Guilty, and Conflicted: Injustice toward Coworkers Heightens Emotional Labor through Cognitive and Emotional Mechanisms. Journal of Applied Psychology, 94, 429-444.
http://dx.doi.org/10.1037/a0013804
[16]
Scott, B.A., Colquitt, J.A. and Zapata-Phelan, C.P. (2007) Justice as a Dependent Variable: Subordinate Charisma as a Predictor of Interpersonal and Informational Justice Perceptions. Journal of Applied Psychology, 92, 1597-1609.
http://dx.doi.org/10.1037/0021-9010.92.6.1597
[17]
Mayer, D., Nishii, L., Schneider, B. and Goldstein, H. (2007) The Precursors and Products of Justice Climates: Group Leader Antecedents and Employee Attitudinal Consequences. Personnel Psychology, 60, 929-963.
http://dx.doi.org/10.1111/j.1744-6570.2007.00096.x
[18]
Li, F., Yu, K.F., Yang, J., Qi, Z. and Fu, J.H.Y. (2014) Authentic Leadership, Traditionality, and Interactional Justice in the Chinese Context. Management and Organization Review, 10, 249-273. http://dx.doi.org/10.1111/more.12027
[19]
Wang, R. and Jiang, J. (2015) How Abusive Supervisors Influence Employees’ Voice and Silence: The Effects of Interactional Justice and Organizational Attribution. The Journal of Social Psychology, 155, 204-220.
http://dx.doi.org/10.1080/00224545.2014.990410
[20]
Korsgaard, M.A., Roberson, L. and Rymph, R.D. (1998) What Motivates Fairness? The Role of Subordinate Assertive Behavior on Manager’s Interactional Fairness. Journal of Applied Psychology, 83, 731-744.
http://dx.doi.org/10.1037/0021-9010.83.5.731
[21]
Tsui, A.S. and O’Reilly, C.A. (1989) Beyond Simple Demographic Effects: The Importance of Relational Demography in Superior-Subordinate Dyads. Academy of Management Journal, 32, 402-423. http://dx.doi.org/10.2307/256368
[22]
Cohen-Charash, Y. and Spector, P.E. (2001) The Role of Justice in Organizations: A Meta-Analysis. Organizational Behavior and Human Decision Processes, 86, 278-321. http://dx.doi.org/10.1006/obhd.2001.2958
[23]
Ambrose, M.L. and Schminke, M. (2003) Organization Structure as a Moderator of the Relationship between Procedural Justice, Interactional Justice, Perceived Organizational Support, and Supervisory Trust. Journal of Applied Psychology, 88, 295-305. http://dx.doi.org/10.1037/0021-9010.88.2.295
[24]
Otto, K. and Mamatoglu, N. (2015) Why Does Interactional Justice Promote Organizational Loyalty, Job Performance, and Prevent Mental Impairment? The Role of Social Support and Social Stressors. The Journal of Psychology, 149, 193-218. http://dx.doi.org/10.1080/00223980.2013.866535
[25]
Le Roy, J., Bastounis, M. and Poussard, J.M. (2012) Interactional Justice and Counterproductive Work Behaviors: The Mediating Role of Negative Emotions. Social Behavior and Personality: An International Journal, 40, 1341-1355.
http://dx.doi.org/10.2224/sbp.2012.40.8.1341
[26]
Lu, Y. (2006) Toward the Micro and Macro-Level Consequences of Interactional Justice in Cross-Cultural Joint Ventures. Human Relations, 59, 1019-1047. http://dx.doi.org/10.1177/0018726706068769
[27]
Luo, Y.D. (2007) The Independent and Interactive Roles of Procedural, Distributive, and Interactional Justice in Strategic Alliances. Academy of Management Journal, 50, 644-664. http://dx.doi.org/10.5465/AMJ.2007.25526452
[28]
Arino, A. and Ring, P.S. (2010) The Role of Fairness in Alliance Formation. Strategic Management Journal, 31, 1054- 1087. http://dx.doi.org/10.1002/smj.846
[29]
Bies, R.J. (2005) Are Procedural Justice and Interactional Justice Conceptually Distinct? Lawrence Erlbaum Associates Publishers, Hillsdale.
[30]
van Knippenberg, D., De Cremer, D. and van Knippenberg, B. (2007) Leadership and Fairness: The State of the Art. European Journal of Work and Organizational Psychology, 16, 113-140.
http://dx.doi.org/10.1080/13594320701275833
