Justice or Just between Us? Empirical Evidence of the Trade-off between Procedural and Interactional Justice in Workplace Dispute Resolution

Zev J. Eigen and Adam Seth Litwin

ILR Review, 2014, vol. 67, issue 1, 171-201

Abstract: In this article, the authors examine the relationship between an employer's implementation of a typical dispute resolution system (DRS) and organizational justice, perceived compliance with the law, and organizational commitment. They draw on unique data from a single, geographically expansive, U.S. firm with more than 100,000 employees in more than 1,000 locations. Holding all time-constant, location-level variables in place, they find that the introduction of a DRS is associated with elevated perceptions of interactional justice but diminished perceptions of procedural justice. They also find no discernible effect on organizational commitment, but a significant boost to perceived legal compliance by the company. The authors draw on these findings to offer a “differential-effects†model for conceptualizing the relationship among organizational justice, perceived legal compliance, and the implementation of dispute resolution mechanisms.

Date: 2014
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Persistent link: https://EconPapers.repec.org/RePEc:sae:ilrrev:v:67:y:2014:i:1:p:171-201

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