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Perceptions of organizational fairness have been found to predict important organizational outcomes, including employee loyalty (Schaubroeck, May, & Brown, 1994), commitment (Folger & Konovsky, 1989), and extra role behavior (Moormam, 1991). Studies also show a significant relationship between injustice and negative organizational outcomes, such as retaliatory behaviors (Skarlicki & Folger, 1997), theft (Greenberg, 1990), and rule breaking (Tyler, 1990). Although research in organizational justice has made considerable advances in the past three decades, these studies have taken place predominately in North America. We know relatively less about how employees from other countries make fairness judgements and react to their perceptions. By assuming that our current understanding of work‐place fairness is universal, we overlook the deep cultural differences that can exist between people of different nations.

Proposes that organizational fairness is a psychological mechanism that can mediate employee resistance to change. Focuses on resentment‐based resistance as a subset of all possible resistance behaviors. Uses referent cognitions theory to explain why organizational change not only increases employees’ sensitivity to fairness, but also why change is frequently perceived as a loss. Recent theoretical and empirical research is presented that suggests if researchers and managers focus on the effects of any one of these three types of justice (i.e. distributive, procedural or interactional justice), they might fail to address resistance adequately. Examines how the three forms of justice interact to predict resistance to change, and provides some implications of this interaction effect for change managers.

Effects of voice, compensation, and responsibility attribution on justice perception and post‐complaint behavior in a consumer setting were studied in a cross‐cultural study. Hotel school students in China and Canada (N = 168) read and responded to a scenario which described how a service provider handled the complaint from a customer whose coat was stained with tea. The results showed that collectivists were more likely than individualists to blame the service provider. Also, voice offered by the service provider failed to reduce its blame, and compensation actually led to more blame attributed to the service provider. Responsibility attribution was found to be able to mediate the effect of culture on post complaint behavior. A culture by voice interaction indicated that when voice was offered by the service provider, Canadians were less likely to attribute the responsibility to themselves than were Chinese. The implications of these results on justice, culture, and responsibility attribution are discussed.

We examined relationships between distributive, procedural, and interactional justice and two types of organization‐directed reactions—organizational commitment and turnover intention—across two employee samples each from the U.S. and Bangladesh. Regression analyses of questionnaire data indicated that the three forms of justice were related to the organization‐directed reactions of both the U.S. and Bangladesh employees. The specific nature of the justice relationships varied primarily when comparing employees across the four samples, rather than across the two countries.

This study compares the role of procedural justice in motivating organizational retaliatory behaviors between two employee samples, one American and the other Taiwanese. The cross‐national generality of procedural justice effects on retaliation are examined with regard to three issues. First, this study considers the comparability of the link between procedural justice and retaliation between the two national samples. Second, it examines whether procedural justice effects on retaliation are mediated by organizational identity in both samples, as has been found in previous research based on U.S. employees (Tyler & Blader, 2000). Third, it investigates whether procedural justice is defined similarly in the two samples. Results indicate moderate cultural variation in the influence of procedural justice on retaliation and in the mediating role of organizational identity. Specifically, although procedural justice was slightly less predictive of retaliation among the Taiwanese sample, the association between justice and retaliation for these respondents was fully (as opposed to partially) mediated by organizational identity. Significant national differences also emerged in the meaning of procedural justice. Taiwanese employees demonstrated a balanced influence of relational and instrumental concerns when making overall procedural fairness perceptions, while U.S. employees defined procedural fairness primarily in terms of relational concerns.

Because justice is inherently norm‐based, understanding people's perceptions of fairness in organizations requires considering the prevailing cultural standards in which those organizations operate. Social scien‐tists study cross‐cultural differences in justice primarily to comprehend the connection between culture and fairness, providing insight into the different meanings of justice around the world, and to assess the generalizability of culture‐bound organizational justice phenomena. The present studies focus on assessing generalizability, but fall short of doing so optimally because they suffer from several conceptual and methodo‐logical problems that are endemic in this literature. Cross‐cultural research suggests that although concerns about justice may be universal, operationalization of justice standards is highly particularistic. Finally, I address Gallon's Problem as it pertains to justice—that is, how observed connections between culture and justice perceptions may be inflated spuriously because of inevitable cultural diffusion. In closing, I note that the present research appears to be aimed more squarely at theory‐development rather than theory‐testing, which is appropriate, given the current state of the literature.

The purpose of this paper is to ascertain the interaction effects among organizational citizenship behavior (OCB), work overload (WO) and employees’ performance in the Ghanaian construction industry, thus identifying the thin boundary between advocating OCB and avoiding WO in attempt to increase higher employee performance.

Using a quantitative research method, three hypotheses were tested. The views of 86 project teams were elicited using a structured questionnaire, and linear regression was utilized to validate the hypotheses.

The study proved that OCBs positively affect employee performance in the construction industry. The results implied that increased work load on employees do not increase their productivity levels, but adversely increase the unconsiderable effects of employees’ work lives. In addition, WO played the role of homologizing moderation in the relationship between OCB and employee performance.

The findings suggest that there is a considerable effect of WO on overall employee performance in the construction industry; thus, there is a need for stakeholders to address this issue for performance improvement.

The application and investigation of these issues have dominated the banking industry but lacked in the construction industry. The current study therefore provides useful insight into the interaction effects among organizational citizenship behavior, WO and employees’ performance in the Ghanaian construction industry.

Frontline service employees are often subjected to customer mistreatment and considerable studies have tested outcomes of customer mistreatment. However, the importance of its antecedents is particularly underestimated. This meta-analytic paper aims to develop an overarching framework that identifies the antecedents of customer mistreatment as well as potential boundary conditions to account for observed variations reported in extant studies.

Comprehensive electronic and manual searches were performed to retrieve relevant studies on customer mistreatment, which yielded 125 articles, including 141 independent samples. Altogether, these studies included 40,151 participants. The data were analyzed through random-effect meta-analytic methods in R using the psychmeta package.

Three types of antecedents were identified. In particular, regarding employees’ demographic characteristics, age was found to be negatively correlated with customer mistreatment. Employees’ personality traits such as agreeableness, conscientiousness, positive affectivity, emotion regulation ability and self-efficacy were found to be negatively correlated with customer mistreatment, while neuroticism and negative affectivity were positively correlated with customer mistreatment. In terms of contextual factors, perceived social support and service climate were negatively related to customer mistreatment, whereas job demands were positively related to customer mistreatment. Moreover, the power distance culture and types of service industries moderated some relationships.

This meta-analytic research, drawing upon the perpetrator predation framework, proposed a new and comprehensive framework to explain why customer mistreatment occurs. It not only promoted the advancement of literature on customer mistreatment but also provided effective and targeted guidance for helping frontline service employees reduce such negative experience.

The purpose of this paper is to provide a comprehensive meta-analytic examination of the relationship between employee age and customer mistreatment. Drawing on socioemotional selectivity theory and taking the cross-cultural and cross-sectoral differences into account and making the country-level and occupation-level comparisons possible for uncovering when age matters, the role of employee age on decreasing customer mistreatment is examined.

The data comprises of 103 independent samples collected from 48,067 frontline employees. Random effects individual correction meta-analysis procedure is used to aggregate correlation coefficients and correct them for sampling, measurement and range restriction errors. Meta-regression is used for examining the impact of key moderators.

Results consistently show that frontline employee exposure to customer mistreatment is decreased with age. Regarding national differences, negative associations are stronger in low power distance countries. Age has more potential to provide high-quality relations with customers in healthcare, banking, compared to call centers and hospitality sectors.

Healthy customer relations with fewer customer mistreatments come with employee age. However, results warn service managers about cultural and industry-related boundary conditions such as power distance and service orientation expectations.

This study is the first meta-analysis on the relationship between two contemporary challenges in organizational frontlines: the aging workforce and customer mistreatment. By conducting comprehensive data collection and analyses, this study concludes that older employees, especially in low power distance cultures, bring wisdom to service environments.

The purpose of this paper is to examine the relationships between pay satisfaction, global job satisfaction, loyalty and organizational citizenship behaviors (OCBs) – as they all pertain to contingent workers. The proposed model suggests, due to the nature of contingent work, pay satisfaction will influence the above variables. Additionally, this study aims to explore the relationship between pay satisfaction and OCB directed toward an individual employee.

This study used a cross-sectional research design, administering a web-based survey to the participants (n=117) for data collection. Hierarchical regression, correlation and relative importance analyses were used for hypothesis testing.

The results suggest pay satisfaction of contingent workers is positively related to global job satisfaction, loyalty to a hiring agency, loyalty to a client company and OCB directed toward a client organization.

The primary contribution of the current study was the assessment of extrinsic rewards and their relationship to job satisfaction, loyalty and OCBs among contingent workers. This appears to be the first study to assess the relationship between pay satisfaction and loyalty, along with OCBs of contingent workers. The findings establish the importance of pay when loyalty to both staffing agency and client company is considered.