Hostname: page-component-848d4c4894-x5gtn Total loading time: 0 Render date: 2024-05-21T14:09:59.588Z Has data issue: false hasContentIssue false

Greenberg Doth Protest Too Much: Application Always Has Been, and Victims and Morality Always Will Be Critical for Advancing Organizational Justice Research

Published online by Cambridge University Press:  07 January 2015

Laurie J. Barclay*
Affiliation:
Wilfrid Laurier University
Daniel P. Skarlicki
Affiliation:
University of British Columbia
Gary P. Latham
Affiliation:
University of Toronto
*
E-mail: lbarclay@wlu.ca, Address: School of Business & Economics, Wilfrid Laurier University, 75 University Avenue West, Waterloo, Ontario, Canada N2L 3C5

Abstract

Image of the first page of this content. For PDF version, please use the ‘Save PDF’ preceeding this image.'
Type
Commentaries
Copyright
Copyright © Society for Industrial and Organizational Psychology 2009 

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

Footnotes

*

School of Business & Economics, Wilfrid Laurier University

**

Sauder School of Business, University of British Columbia

***

Rotman School of Management, University of Toronto.

References

Barclay, L. J., & Skarlicki, D. P. (2008). Shifting perspectives: Helping victims recover from organizational justice violations. In Gilliland, S. W., Skarlicki, D. P., & Steiner, D. D. (Eds.), Research in social issues in management (Vol. 6, pp. 155199). Greenwich, CT: Information Age.Google Scholar
Barclay, L. J., & Skarlicki, D. P. (2009). Healing the wounds of organizational injustice: Examining the benefits of expressive writing. Journal of Applied Psychology, 94, 511523.Google Scholar
Cole, N. D., & Latham, G. P. (1997). Effects of training in procedural justice on perceptions of disciplinary fairness by unionized employees and disciplinary subject matter experts. Journal of Applied Psychology, 82, 699705.10.1037/0021-9010.82.5.699Google Scholar
Folger, R. (2001). Fairness as deonance. In Gilliland, S. W., Steiner, D. D., & Skarlicki, D. P. (Eds.), Research in social issues in management (Vol. 1, pp. 331). Greenwich, CT: Information Age.Google Scholar
Folger, R., & Salvador, R. (2008). Is management theory too “self-ish”? Journal of Management, 34, 11271151.10.1177/0149206308324321Google Scholar
Greenberg, J. (2009). Everybody talks about organizational justice but nobody does anything about it. Industrial and Organizational Psychology: Perspectives on Science and Practice, 2, 181195.10.1111/j.1754-9434.2009.01131.xGoogle Scholar
Latham, G. P. (2003). Toward a boundaryless psychology. Canadian Psychology, 44, 216217.Google Scholar
Latham, G. P., & Heslin, P. A. (2003). Training the trainee as well as the trainer: Lessons to be learned from clinical psychology. Canadian Psychology/Psychologie Canadienne, 44, 218231.Google Scholar
Lewin, K. A. (1945). The research center for group dynamics at Massachusetts Institute for Technology. Sociometry, 8, 126135.Google Scholar
Locke, E. A. (2007). The case for inductive theory building. Journal of Management, 33, 867890.Google Scholar
Skarlicki, D. P., & Latham, G. P. (1996). Increasing citizenship behavior within a union: A test of organizational justice theory. Journal of Applied Psychology, 81, 161169.Google Scholar
Skarlicki, D. P., & Latham, G. P. (1997). Leadership training in organizational justice to increase citizenship behavior within a union: A replication. Personnel Psychology, 50, 617633.Google Scholar
Taylor, M. S., Tracy, K. B., Renard, M. K., Harrison, J. K., & Carroll, S. J. (1995). Due process in performance appraisal: A quasi-experiment in procedural justice. Administrative Science Quarterly, 40, 495523.Google Scholar