A central tenet of organizational justice theory is that people prefer decisions to be made with higher than with lower procedural fairness. The results of five studies unearthed a boundary condition for this general tendency. People who experienced non-contingent success had less of a desire to...

This paper examines the hypothesis that in masculine cultures, or other contexts that emphasize competitive achievement, those with higher performance capabilities will feel empowered to have input into decisions and hence will desire opportunities to voice their opinions about decisions to be...

Five studies demonstrate that employees’ trust in management influences the form of the interactive effect of outcome favorability and procedural fairness on employees’ attitudes and behavioral intentions. When trust is high, employees respond particularly negatively when outcome...

1. Introduction -- 2. It's Only Fair -- 3. Making Change Happen: It's All (or at Least Largely) in the Process -- 4. Taking the Process Personally -- 5. For Ethicality, the Process Also Matters -- 6. A High-Quality Process: Easier Said Than Done -- Appendixes -- A. The Change Implementation...

Frontmatter -- Contents -- Acknowledgments -- 1. Introduction -- 2. It's Only Fair -- 3. Making Change Happen: It's All (or at Least Largely) in the Process -- 4. Taking the Process Personally -- 5. For Ethicality, the Process Also Matters -- 6. A High-Quality Process: Easier Said Than Done --...

Two experiments were conducted to evaluate the effects of two variables on psychological entrapment. Experiment 1 was an incrementing counter paradigm in which subjects could quit at any time. Subjects paid for each tick of their counter hoping that cash might eventually be awarded—either...