Syllabi

Public Organizations & Management (PBA 525, Fall 07)

Management of Public Organizations (PSC 444, Spring 08)

Public Management (PUAD 619, Fall 15)

Public Organization Theory (PUAD 624, Spring 15)

Doctoral Seminar in Public Organization Theory (PUAD 824, Spring 16)

Readings

Organizational Behavior

Contingent Work

Allan, P., & Sienko, S. (1997). “A comparison of contingent and core workers’ perceptions of their jobs’ characteristics and motivational properties.” SAM  Advanced Management Journal, 4-24.

Bernasek, A., & Kinnear, D. (1999). “Workers’ willingness to accept contingent employment.” Journal of Economic Issues, 33:2, 461-469.

Belous, R.S. (1989) “How human resource systems adjust to the shift toward contingent workers: Costs & Benefits.” Monthly Labor Review 112:3 p7-13.

Belous, R.S. (1995). “The rise of the contingent work force: the key challenges and opportunities”. Washington & Lee Law Review, 52, 863-878.

Belous, R.S. & Lyons, M.R.  (1997) “Is the growth of part-time, temporary and subcontracted employment unfair to workers?” CQ Researcher, 7:40, 953.

Burr, B. (1997, March). “Permanent temps” Governing Executive

Callaghan, P., & Hartmann, H. (1991) Contingent Work: A Chart Book on Part-Time and Temporary Employment. Washington, D.C. Economic Policy Institute.

Clinton, A. (1997, August). “Flexible labor: restructuring the American workforce.” Monthly LaborReview, 3-27.

Cohany, S.R. (1998, November). “Workers in alternative employment arrangements: a second look.” Monthly Labor Review, 3-21.

Connelly, C.E., & Gallagher, D.G. (2004). “Emerging trends in contingent work research.” Journal of Management, 30:6, 959-983.

Coyle-Shapiro, J.A.M., Kessler, I. (2002). “Contingent and non-contingent working in local government: contrasting psychological contract.” Public Administration, 80:1, 77-101.

Dau-Schmidt, K.G. (1995). “The labor market transformed: adapting labor and employment law to the rise of the contingent work force.” Washington & Lee Law Review, 52, 879-888.

De Gilder, D. (2003). “Commitment, trust and work behavior: the case of contingent workers.” Personnel Review, 32:5, 588-604.

DiNatale, M. (2001, March). “Characteristics of and preferences for alternative working arrangements, 1999.” Monthly Labor Review, 28-49.

Farber, H.S. (1999) “Alternative and part-time employment arrangements as a response to job loss.” Journal of Labor Economics, 17(4).

Ferber, M.A.  & Waldfogel, J. (1998, May) “The long term consequences of nontraditional employment.” Monthly Labor Review, 3-12.

Flynn, G. (1995). “Contingent staffing requires serious strategy.” Personnel Journal, 74(4), 50-58.

Hylton, M.O. (1996). “Legal and policy implications of the flexible employment relationship” Journal of Labor Research, 17(4), p. 583-594.

Hipple, S. (2001, March) “Contingent work in the late 1990’s” Monthly Labor Review,3-25.

Howe, W.J. (1986, November) “Temporary help workers: who they are, what jobs they hold.” MonthlyLabor Review, 109,45-47.

Kalleberg, A.L. & Schmidt, K. (1997) “Contingent employment in organizations.” In  A.L. Kalleberg, D. Knoke, P. Marsden, & J. Spaeth (Eds.), Organizations in America: Analyzing their structures and humanresource practices: 253-275. New York: Sage.

Kalleberg, A.L., Rasell, E., Cassirer, N., Reskin, B.F., Hudson, K., Webster, D., Appelbaum, E., Spalter-Roth, R.M. (1997) Nonstandard Work, Substandard Jobs: Flexible Work Arrangements in the U.S. Washington D.C.: Joint Publication of the Economic Policy Institute and Women’s Research & Education Institute.

McKie, W.G. & Lipsett, L. (1995). The Contingent Worker: A Human Resources Perspective. A Special Report for the Society of Human Resources Management.

Middleton, J. (1996). “Contingent workers in a changing economy: endure, adapt, or organize?” New York University Review of Law & Social Change, 22(3), 557-621.

Moorman, R.H. & Harland, L.K. (2002). “Temporary workers as good citizens: Factors influencing their OCB performance.” Journal of Business and Psychology, 17, 171-187.

Morris, M.D.S, & Vekker, A. (2001). “An alternative look at temporary workers, their choices, and the growth in temporary employment.” Journal of Labor Research, 22(2), 373-390.

Nollen, S.D. & Axel, H. (1996). Managing Contingent Workers: How to Reap the Benefits and Reduce the Risks.New York: American Management Association.

O’Connell, M.E. (1995). “Contingent lives: the economic insecurity of contingent workers.” Washington & Lee Law Review, 52, 889-913.

Polivka, A.E. & Nardone, T. (1989) “The definition of contingent work.” Monthly Labor Review, 112, 9-16.

Polivka, A.E. (1996a, October) “Contingent and alternative work arrangements defined.” Monthly Labor Review, 3-9.

Polivka, A.E. (1996b, October) “Into contingent and alternative employment: by choice?” Monthly Labor Review, 55-74.

Sangerman, H. (1999). “The contingent workforce — the NLRB ponders the ’90s phenomenon.”Employee Relations Law Journal, 24(4), 5-20.

Theodore, N., & Peck, J. (2002). “The temporary staffing industry: growth imperatives and limits to contingency.”Economic Geography, 78(4), 463-493.

U.S. Department of Labor, Bureau of Labor Statistics. (2001). Contingent and Alternative Employment Arrangements, Washington, D.C.: U.S. Government Printing Office. USDOL 01-153

U.S. General Accounting Office (now Government Accountability Office). (2000) Contingent workers: incomes and benefits lag  behind those of rest of workforce. Washington, D.C.: U.S. Government Printing Office.

U.S. General Accounting Office. (2000). Contingent Workers: Incomes Lag Behind Those of Rest of Workforce. Washington, D.C.: U.S. Government Printing Office (report # GAO/HEHS-00-76).

U.S. General Accounting Office. (2002). Federal Employees: OPM Data Do Not Identify if Temporary Employees Work for Extended Periods.  Washington, D.C.:  U.S. Government Printing Office (report #  GAO-02- 296).

U.S. General Accounting Office. (2002).Federal Employees: OPM Data Do Not Identify if Temporary Employees Work for Extended Periods.  Washington, D.C.:  U.S. Government Printing Office (report #  GAO-02- 296).

Weins-Tuers, B.A. (2001).“Employee attachment and temporary workers.” Journal of Economic Issues, 35,

Extra-role Behavior/Organizational Citizenship Behavior/ Pro-social Behavior/Social Exchange

Adams, J.S. (1965). “Inequity in social exchange.” In Steers, R.M., & Porter, L.W.  (Eds.) Motivation and Work Behavior, New York: McGraw Hill, 138- 154.

Allen, T.D., Barnard, S., Rush, M.C., & Russell, J.E.A. (2000). “Ratings of organizational citizenship behavior: does the source make a difference?” Human Resource Management Review, 10, 97-114.

Alotaibi, A.G. (2001). “Antecedents of organizational citizenship behavior: a study of public personnel in Kuwait.” Public Personnel Management, 30(3), 363.

Anderson, S.E. & Williams, L.J. (1992). “Assumptions about unmeasured variables with studies of reciprocal relationships: the case of employee attitudes.” Journal of Applied Psychology, 77(5), 638-651.

Anderson, S.E. & Williams, L.J. (1996). “Interpersonal, job, and individual factors related to helping processes at work” Journal of Applied Psychology, 81(3), 282-296.

Bateman T.S., & Organ, D.W. (1983).”Job satisfaction and the good soldier.” Academy of Management  Journal, 26(4), 587-595.

Blau, P. (1964). Exchange and power in social life. New York: Wiley.

Bolino, M.C. (1999). “Citizenship and impression management: good soldiers or good actors?” Academy of Management Review, 24(1), 82-98.

Bolino, M.C., Turnley, W.H., Bloodgood, J.M. (2002). “Citizenship behavior and the creation of social capital in organizations.” Academy of Management Review, 27(4), 505-523.

Bolon, D.S. (1997). “Organizational citizenship behavior among hospital employees: a multidimensional analysis involving job satisfaction and organizational commitment.” Hospital & Health Services Administration, 42(2), 221-242.

Borman, W.C., & Motowidlo, S.J. (1993). “Expanding the criterion domain to include elements of contextual performance” in Schmitt, N., & Borman, W.C. (Eds.) Personnel Selection in Organizations San Francisco: Jossey-Bass.

Borman, W.C., & Motowidlo, S.J. (1997) “Task performance and contextual performance: the meaning for personnel selection research.” Human Performance, 10(2), 99-109.

Brief, A. P., & Motowidlo, S. J. (1986). “Prosocial organizational behaviors.” Academy of Management Review, 11, 710-725.

Cardona, P. (2002). “The effect of rating source in organizational citizenship behavior: a multitrait-multimethod analysis” University of Navarra Research Division (paper 474), IESE.

Carlson, M., Charlin, V., & Miller, N. (1988). “Positive mood and helping behavior:  A  test of six  hypotheses.” Journal of Personality and Social Psychology, 55, 211-229.

Chattopadhyay, P. (1999) “Beyond direct and symmetrical effects: the influence of demographic dissimilarity on organizational citizenship behavior.”Academy of Management Journal, 42(3), 273.

Deckop, J.R., Mangel, R., Cirka, C.C. (1999). “Getting more than you pay for: Organizational citizenship behavior and pay for performance plans.” Academy of Management Journal, 42(4), 420-428.

Deluga, R.J. (1994). “Supervisor trust building, leader-member exchange and organizational citizenship behavior.” Journal of Occupational and Organizational Psychology, 67(4), 315.

Eisenberger, R. Cotterell, N., & Marvel, J. (1987). “Reciprocation ideology.” Journal of Personality and Social Psychology, 53(4), 743-751.

Farh, J.L., Podsakoff, P.M., & Organ, D.W. (1990). “Accounting for organizational citizenship behavior: leader fairness and task scope versus satisfaction.” Journal of Management, 16, 705-721.

Farh, J.L., Early, C.P., & Lin, S.C. (1997). “Impetus for action: a cultural analysis and organizational citizenship behavior in Chinese society.” Administrative Science Quarterly, 42(3), 421-445.

George, J. M., & Brief, A.P. (1992). “Feeling good-doing good: a conceptual analysis of the mood at work- organizational spontaneity relationship.” Psychological Bulletin, 112, 310-329.

George, J.M. & Jones, G.R. (1997). “Organizational spontaneity in context.” Human Performance, 10(2), 153-170.

Graen, G. B., & Uhl-Bien, M. (1995). “Relationship-based approach to leadership: Development of leader–member exchange (LMX) theory of leadership over 25 years: Applying a multi-level multi-domain perspective.” Leadership Quarterly, 6, 219–247.

Graham, J.W.(1991). “An essay on organizational citizenship behavior.” Employee Responsibilities and Rights Journal, 4, 249-270.

Hopkins, K.M. (2002). “Organizational citizenship in social service agencies.” Administration in Social Work, 26(2), 1-15.

Hui, C., Law, K.S., Chen, Z.X. (1999). “A structural equation model of the effects of negative affectivity, leader member exchange, and perceived job mobility on in-role and extra-role performance: a Chinese case.” Organizational Behavior and Human Decision Processes, 77(1), 3-18.

Isen, A., Clark, M., & Schwartz, M.F. (1976) “Duration of the effect of good mood on helping: Footprints in the sand of time.” Journal of Personality and Social  Psychology, 34, 385-393.

Katz, D. (1964). “Motivational basis of organizational behavior.” Behavioral Science, 9, 131-146.

Kidder, D.L. (2002). “The influence of gender on the performance of organizational citizenship behaviors.” Journal of Management, 28(5), 629-648.

Koys, D.J. (2001) “The effects of employee satisfaction, organizational citizenship behavior, and turnover on organizational effectiveness: A unit-level, longitudinal study.” Personnel Psychology, 54(1), 101

Lam, S.K., Hui, C. , & Law, K.S. (1999). “Organizational citizenship behavior: Comparing perspectives of supervisors and subordinates across four international samples.” Journal of Applied Psychology, 84, 594-601.

Lepine, J.A., Erez, A. & Johnson, D.E. (2002). “The nature and dimensionality of organizational citizenship behavior: a critical review and meta-analysis.” Journal of Applied Psychology, 87, 52-65.

Manogran, P., Stauffer, J., & Conlon, E.J. (1994). “Leader-member exchange as a key mediating variable between employees’ perceptions of fairness and organizational citizenship behavior.” Academy of Management Best Papers Proceedings, 54, 249-253.

Medskar, G.J., Williams, L.J., & Holahan, P.J. (1994) “A review of current practices for evaluating causal models in Organizational Behavior and Human Resources Management Research.” Journal ofManagement,20(2), 439-464.

Moorman, R.H., & Podsakoff, P.M. (1992). “A meta-analytic review and empirical test of the potential confounding effects of social desirability response sets in organizational behavior research.” Journal of Occupational and Organizational Psychology, 65(2), 131.

Moorman, R.W. & Moorman, R.H. (1992).”Organizational citizenship behaviors: Encouraging citizens at work.” The National Association of Purchasing Managers Insights, 3(4), 6.

Moorman, R.H. (1993). “The influence of cognitive and affective based job satisfaction on the relationship between satisfaction and organizational citizenship behavior.” Human Relations, 46, 759-776

Moorman, R. H., Niehoff, B. P., & Organ, D. W. (1993). “Treating employees fairly and organizational citizenship behavior: Sorting the effects of job satisfaction, organizational commitment, and procedural justice.” Employee Responsibilities and Rights Journal, 6, 209-225.

Morrison, E.W. (1994) “Role definitions and organizational citizenship behavior: the importance of the employee’s perspective.” Academy of Management Journal, 37(6), 1543-1568.

Morrison, E. W. (1996). “Organizational citizenship behavior as a critical link between HRM Practices Service Quality.” Human Resource Management, 35(4),493-513

Organ, D.W. (1988). Organizational Citizenship Behavior. Lexington: Lexington.

Organ, D.W., & Konovsky, M. (1989). “Cognitive versus affective determinants of organizational citizenship behavior.” Journal of Applied Psychology, 74, 157-163.

Organ, D.W. & Moorman, R.H. (1993). “Fairness and organizational citizenship behavior: What are the connections?” Social Justice Research, 6, 5-18.

Organ, D. W. (1994). “Personality and organizational citizenship behavior.” Journal of Management, 20, 465-478.

Organ, D.W., & Lingl, A.  (1995). “Personality, satisfaction, and organizational citizenship behavior.” Journal of Social Psychology, 135(3), 339-351.

Organ, D.W., & Ryan, K. (1995). “A meta-analytic review of attitudinal and dispositional predictors of organizational citizenship behavior.” Personnel Psychology, 48(4), 775-803.

Organ, D.W. (1997). “Organizational citizenship behavior: it’s construct clean-up time.” HumanPerformance , 10(2), 85-97.

Penner, L.A., Midili, A.R., & Kegelmeyer, J. (1997) “Beyond job attitudes: a personality and social psychology perspective on the causes of organizational citizenship behavior” Human Performance, 10(2), 111-131.

Podsakoff, P.M., MacKenzie, S.B., Moorman, R.H., & Fetter, R. (1990).“Transformational leader behaviors and their effects of followers’ trust in leader, satisfaction, and organizational citizenship  behaviors.” Leadership Quarterly, 1,107- 142.

Podsakoff, P.M., MacKenzie, S.B., Paine, J.B., & Bachrach, D.G. (2000). “Organizational citizenship behaviors: a critical review of the theoretical and empirical literature and suggestions for future research.” Journal of Management, 26(3), 513.   

Podsakoff, P.M. & MacKenzie, S.B. (1993). “Citizenship behavior and fairness in organizations: issues and directions for future research.”Employee Responsibilities and Rights Journal, 6, 257-269.

Podsakoff, P.M. & MacKenzie, S.B. (1997) “Impact of organizational citizenship behavior or organizational performance: a review and suggestions for future research.” Human Performance, 10(2), 133-151.

Scandura, T.A. & Graen, G.B. (1984). “Moderating effects of initial leader-member exchange status on the effects of a leadership intervention.” Journal of Applied Psychology, 69(3), 428-436.

Schnake, M., Cochran, D., Dumler, M. (1995) “Encouraging organizational citizenship: the effects of job satisfaction, perceived equity and leadership.”Journal of Management Issues, 7(2), 209-222.

Schnake, M. & Dumler, M.P. (1997). “Organizational citizenship behavior: the impact of rewards and reward practices.” Journal of Managerial Issues, 9(2), 216-23.

Settoon, R.P., Bennett, N. & Liden, R.C. (1996). “Social exchange in organizations: perceived organizational  support, leader-member exchange, and employee reciprocity.” Journal of Applied Psychology, 81, 219-227.

Sheroney, K.M. & Green, S.G. (2002). “Co-worker exchange: relationships between coworkers, leader-member exchange, and work attitudes.” Journal of Applied Psychology, 87(3), 542-548.

Smith, C.A., Organ, D.W., & Near, J.P. (1983). “Organizational citizenship behavior: it’s nature and antecedents.” Journal of Applied Psychology, 68, 653-633.

Uhl-Bien, M., Graen, G. B., & Scandura, T. A. (2000). “Implications of leader–member exchange (LMX) for strategic human resource management systems: relationships as social capital for competitive advantage.”Research in Personnel and Human Resource Management, 18, 137–185.

Van Dyne, L., Graham, JW., & Dienesch, R.M.(1994). “Organizational citizenship behavior: construct redefinition, measurement, and validation. Academy of Management Journal, 37(4), 765-803.

Van Dyne, L., Cummings, L. L., & Parks, J. M. (1995). “Extra-role behaviors: In pursuit of construct and definitional clarity: A bridge over muddied waters.” In L. L. Cummings & B. M. Staw (Eds.), Research in Organizational Behavior, (Vol. 17), 215–285. Greenwich, CT: JAI Press.

Van Dyne, L. & Ang (1998). “Organizational citizenship behavior of contingent workers in Singapore.” Academy of Management Journal, 41, 692-703.

Van Dyne, L. & LePine, J.A. (1998). “Helping and voice extra-role behaviors: Evidence of construct and predictive validity.” Academy of Management Journal, 41,108-119.

Wagner, S.L., & Rush, M.C. (2000). “Altruistic organizational citizenship behavior: Context, disposition, and age.” The Journal of Social Psychology, 140(3), 379.

Witt, L.A. (1991). “Exchange ideology as a moderator of job attitudes: Organizational citizenship behaviors relationships.” Journal of Applied Social Psychology, 21(18), 1490- 1502.

Zellars, K.L., Bennett, J.T., Duffy, M.K. (2002). “Abusive supervision and subordinates’ organizational citizenship behavior.” Journal of Applied Psychology, 87(6), 1068-1077.

————————————————————————————-

Organizational Commitment

Allen, N.J., & Meyer, J.P. (1990). “The measurement and antecedents of affective, continuance, and normative commitment to the organization.” Journal of Occupational Psychology, 53, 337-348.

Balfour, D.L. & Welchsler (1991). “Commitment, performance, and productivity in public organizations.” Public Productivity & Management Review, 14(4), 355-367.

Lowrey, C.M, Beadles, N.A., Krilowicz. (2002). “Note on the relationships among job satisfaction, organizational commitment, and organizational citizenship behavior.” Psychological Reports, 91(2), 607-618.

Mcclurg, L.N. (1999). “Organizational commitment in the temporary-help service industry.” Journal of Applied Management Studies, 8(1), 1-14.

Meyer, J.P. (1997). Commitment in the Workplace: Theory, Research, and Application. Thousand Oaks, CA: Sage.

Meyer, J.P., & Allen, N.J. (1991). “A three-component conceptualization of organizational commitment.” Human Resource Management, 1, 61-89.

Mowday, R., Porter, L., & Steers, R. (1982). Organizational Linkages: The Psychology of Commitment, Absenteeism, and Turnover. New York: Academic Press.

O’Reilly, C.A. III, & Chatman, J. (1986). “Organizational commitment and psychological attachment: the effects of compliance, identification, and internalization on prosocial behavior.” Journal of Applied Psychology, 74, 157-164.

Porter, L.W., Steers, R.M., Mowday, R.T., & Boulian, P.V. (1974). “Organizational commitment, job satisfaction, and turnover among psychiatric technicians.”Journal of Applied Psychology, 59, 603-609.

Rhoades, L., Eisenberger, R., & Armeli, S. (2001). “Affective commitment to the organization: the contribution of perceived organizational support.” Journal of Applied Psychology, 86(1), 825-836.

Ryan, J.J. (2001). “Moral reasoning as a determinant of organizational citizenship behaviors: a study in the public accounting profession.” Journal of Business Ethics, 33, 233-244.

Schappe, S.P. (1998). “The influence of job satisfaction, organizational commitment, and fairness perceptions on organizational citizenship behavior.” The Journal of Psychology, 132(3), 277

Shore, L.M. & Wayne, S.J. (1993). “Commitment and employee behavior: Comparison of affective commitment and continuance commitment with perceived organizational support.” Journal of Applied Psychology, 78(5), 774-780.

Weiner, Y. (1982). “Commitment in organizations: a normative view.”Academy of Management Review, 7, 418-428.

Williams, L.J., Hazer, J.T. (1986). “Antecedents and consequences of satisfaction and commitment in turnover models: a reanalysis using latent variable structural equation models.” Journal of Applied Psychology, 71(2), 219-231.

Williams, L.J. & Anderson, S.E. (1991). “Job satisfaction and organizational commitment as predictors of organizational citizenship behaviors.”Journal of Management, 17, 601-617.

 —————————————————————————-

Organizational Justice

Bies, R.J., & Moag, J.S. (1986). “Interactional justice: communication criteria of fairness” In R.J. Lewicki, B. H. Sheppard & B.H. Bazerman (Eds.), Research on Negotiation in Organizations (vol. 1, pp. 43-55). Greenwich, CT: JAI.

Brockner, J., Konovsky, M., Cooper-Schneider, R., Folger, R., Martin, C. & Bies, R.J. (1994). “Interactive effects of procedural justice and outcome negativity on victims and survivors of job loss.” Academy of Management Journal, 37(2), 397-410.

Brockner, J. (1994). “Perceived fairness and survivors’ reactions to layoffs, or how downsizing organizations can do well by doing good.” Social Justice Research, 7, 345-363.

Brockner, J., Siegel, P.A., Daly, J.P., Martin, C., Tyler, T. (1997). “When trust matters: the moderating effect of outcome favorability.” Administrative Science Quarterly, 42(3), 558-584.

Brockner, J., Chen, Y.R., Mannix, E.A., Leung, K., Skarlicki, D.P. (2000). “Culture and procedural fairness: when the effects of what you do depend on how you do it.” Administrative Science Quarterly, 45(1), 138-163.

Brockner, J. (2002). “Making sense of procedural fairness: how high procedural fairness can reduce or heighten influence of outcome favorability.” Academy of Management Review, 27(1), 58-77.

Chi, S.C. & Lo, H.H. (2003). “Taiwanese employees’ justice perceptions of co-workers’ punitive events.” The Journal Of Social Psychology, 143(1), 27-42.

Colquitt, J.A., Conlon, D.E., Wesson, M.J., Porter, C.O. L.H., Ng, K. Y.(2001). “Justice at the millennium: A meta-analytic review of 25 years of organizational justice research.” Journal of Applied Psychology, 86(3), 425.

Cropanzano (Ed.) Justice In the  Workplace: From Theory to Practice.Mahwah: Lawrence Erlbaum  Publishing.

Folger, R. & Martin, C. (1986). “Relative deprivation and referent cognitions: Distributive justice and procedural justice effects.” Journal of Experimental Social Psychology, 22, 531-546.

Folger, R. & Konovsky, M.A. (1989). “Effects of procedural and distributive justice of reactions to pay raise decisions.” Academy of Management Journal, 32, 115-130.

Folger, R. & Skarlicki, D.P. (2001). “Fairness as a dependent variable: why tough times can lead to bad management.” In R. Cropanzano (Ed.), Justice In The Workplace: From Theory to Practice (pp. 97-118). Mahwah: Lawrence Erlbaum Publishing.

Goldman, B.M. (2001). “Toward an understanding of employment discrimination claiming: an integration of organizational justice and social information processing theories.” Personnel Psychology, 54, 361-385

Greenberg, J. (1986). “Determinants of perceived fairness of performance evaluations.” Journal ofApplied Psychology, 71, 340-342.

Greenberg, J. (1987a). “A taxonomy of organizational justice theories.” Academy of Management Review, 12(1), 9-22.

Greenberg, J. (1987b). “Reactions to procedural justice in payment distributions: Do the means justify the ends?” Journal of Applied Psychology, 72, 55-61.

Greenberg, J. (1990a) “Organizational justice: yesterday, today, and tomorrow.” Journal of Management, 16, 399-432

Greenberg, J. (1990b). “Looking fair versus being fair: managing impressions of organizational justice. In Cummings, L.L. and Straw, B.M. (Eds.), Research in Organizational Behavior (pp. 111-157). Greenwich, Ct: JAI Press

Greenberg, J. & Wiethoff (2001). “Organizational justice as proaction and reaction: implications for research and application.” In R. Cropanzano (Ed.) Justice in the Workplace: From Theory to Practice (pp. 271-302). Mahwah: Lawrence Erlbaum Publishers.

Konovsky, M. & Cropanzano, R. (1991). “The perceived fairness of employee drug testing as a predictor of employee attitudes and job performance.” Journal of Applied Psychology, 76, 698-707

Moorman, R.H. (1991). “Relationship between organizational justice and organizational citizenship behaviors: Do fairness perceptions influence employee citizenship?” Journal of Applied Psychology, 76, 845.

Niehoff, B.P., & Moorman, R.H. (1993). “Justice as a mediator of the relationship between methods of  monitoring and organizational citizenship behavior.” Academy of Management Journal, 36(3), 527-557.

Niehoff, B.P. & Moorman, R.H. (1996). “Exploring the relationships between top  management behaviors and employee perceptions of fairness.” International Journal of Public Administration, 19, 941-961.

Patterson, J.M., Green, A., Cary, J. (2002). “The measurement of organizational justice in organizational change programmes: a reliability, validity, and context-sensitivity assessment.” Journal of Occupational And Organizational Psychology, 75, 393-408.

Pillai, R., Schriesheim, C.A., & Williams, E.S. (1999). “Fairness perceptions and trust as mediators for transformational and transactional leadership: a two sample study.” Journal of Management, 25(6), 897-933.

Schminke, M., Ambrose, M.L., & Noel, T.W. (1997). “The effect of ethical frameworks on perceptions of organizational justice.”  Academy of Management Journal, 40(5), 1190-1208.

Skarlicki, D.P. & Latham, G.P. (1997). “Leadership training in organizational justice to increase citizenship behavior within a labor union: a replication.” Personnel Psychology, 50, 617-633.

Tang, T.L., Sarsfield-Baldwin, L.J. (1996). “Distributive and procedural justice as related to satisfaction and commitment.” SAM Advanced Management Journal, 61(3), 25-32.

Tansky, J. W. (1993). “Justice and organizational citizenship behavior: What is the relationship?” Employees Responsibilities and Rights Journal, 6: 195-207.

Tepper, B.J. & Taylor, E.C. (2003). “Relationships among supervisors’ and subordinates’ procedural justice perceptions and organizational citizenship behaviors.” Academy of Management Journal, 46(1), 97-105.

Tyler, T.R. & Bies, R.J. (1989). “Beyond formal procedures: interpersonal aspects of procedural justice” in J.S. Carroll (Ed.), Applied Social Psychology and Organizational Settings (pp. 77-98). Hillsdale, NJ.: Erlbaum.

Wayne, S.J., Shore, L.M., Liden, R.C. (1997).”Perceived organizational support and leader-member exchange: a social exchange perspective.” Academy of Management Journal, 40(1), 82-132.

Wayne, S.J., Shore, L.M., Bommer, W.H., Tetrick, L.E. (2002).”The role of fair treatment and rewards in perceptions of organizational support and leader-member exchange.” Journal of Applied Psychology, 87(3), 590-598.

Williams, S., Pitre, R., Zainuba, M. (2002). “Justice and organizational citizenship intentions: fair rewards versus fair treatment.” The Journal Of  Social Psychology, 142(1), 33-44.

—————————————————————————————

Perceived Organizational Support

Allen, D.G., Shore, L.M., Griffith, R.W. (2003). “The role of perceived organizational support and supportive human resources practices in the turnover process”. Journal of Management, 29(1), 99-118.

Armeli, S., Eisenberger, R., Fasalo, P, & Lynch, P. (1998). “Perceived organizational support and police performance: the moderating influence of socioemotional needs” Journal of Applied Psychology, 83(2), 288-298.

Eisenberger, R., Huntington, R., Hutchinson, S., & Sowa, D. (1986). “Perceived organizational support.” Journal of Applied Psychology, 71(3), 500-508.

Eisenberger, R., Fasalo, P., & Davis-LaMastro, V. (1990). “Perceived organizational support and employee diligence, commitment, and innovation.” Journal of Applied Psychology, 75(1), 51-60.

Eisenberger, R., Cummings, J., Armeli, S., & Lynch, P. (1997). “Perceived organizational support, discretionary treatment, and job satisfaction.” Journal of Applied Psychology, 82(5), 812-820.

Eisenberger, R., Armeli, S., Rexwinkle, B., Lynch, P.D., & Rhoades, L. (2001).“Reciprocation of perceived organizational support.” Journal of Applied Psychology, 86(1), 42-51.

Eisenberger, R., Stinglhamber, F., Vandenberghe, C., Sucharski, I.L, & Rhoades, L. (2002). “Perceived supervisor support: contributions to perceived organizational support and employee retention.” Journal of Applied Psychology, 87(3), 565-574.

Fuller, J.B., Barnett, T., Hester, K., & Reylea, C. (2003). “A social identity perspective on the relationship between perceived organizational support and organizational commitment”. The Journal of Social Psychology, 143(6), 789-791.

Lynch, P.D., Eisenberger, R., Armeli, S. (1999). “Perceived organizational support: inferior versus superior performance by wary Employees.” Journal of Applied Psychology, 84(4), 467- 484.

Moorman, R.H., Blakely G.L., & Niehoff, B.P. (1998). “Does perceived organizational support mediate the relationship between procedural justice and organizational citizenship behavior?” Academy ofManagement Journal, 41(3), 351-358.

Orpen, C. (1994). “The effects of exchange ideology on the relationship between perceived organizational support and job performance.” The Journal of Social Psychology, 134(3), 407-409.

Shore, L.M. & Shore, T.H. (1995). “Perceived organizational support and organizational justice” in R. Cropanzano & K.M. Kacmar (Eds.), Organizational Politics, Justice, and Support: Managing the Social Climate of Work Organizations (pp. 149-164). Westport, Ct: Quorum.