Vicarious justice and work outcomes : the role of specific emotions
University of Lethbridge. Faculty of Management
Lethbridge, Alta. : University of Lethbridge, Faculty of Management, c2009
This study used an emotion-centered model (Spector & Fox, 2002) to examine predictions about the effect of customer vicarious justice on the three domains of job performance: task performance, counterproductive work behavior (CWB) and organizational citizenship behaviour (OCB). Service-oriented employees (N = 196) completed a survey assessing their justice perceptions of their organizations’ treatment of customers, emotions at work, and several work outcomes. Employees who perceived their organization as treating customers unfairly (vicarious injustice interactional) engaged in more CWB, while employees who perceived fair treatment of customers engaged in more OCB. Different emotions mediated these relationships. Anger and guilt mediated the relationship between vicarious interactional injustice and employee CWB. Pride mediated the relationship between vicarious interactional justice and employee OCB. It was also expected that employees who perceived fair treatment of customers would also exhibit better task performance; however, this hypothesis was not supported.
vii, 76 leaves : ill. ; 29 cm
Customer relations , Organizational justice , Employees -- Attitudes , Employee loyalty , Justice