Advanced Search

Journal Navigation

Journal Home

Subscriptions

Archive

Contact Us

Table of Contents

Click here to sign up for SAGE Journal Email Alerts today!

Sign In to gain access to subscriptions and/or personal tools.
Group & Organization Management
This Article
Right arrow Full Text (PDF)
Right arrow References
Right arrow Alert me when this article is cited
Right arrow Alert me if a correction is posted
Right arrow Citation Map
Services
Right arrow Email this article to a friend
Right arrow Similar articles in this journal
Right arrow Similar articles in Web of Science
Right arrow Alert me to new issues of the journal
Right arrow Add to Saved Citations
Right arrow Download to citation manager
Right arrowRequest Permissions
Right arrow Request Reprints
Right arrow Add to My Marked Citations
Citing Articles
Right arrow Citing Articles via HighWire
Right arrow Citing Articles via Web of Science (9)
Right arrow Citing Articles via Google Scholar
Right arrow Citing Articles via Scopus
Google Scholar
Right arrow Articles by Camerman, J.
Right arrow Articles by Vandenberghe, C.
Right arrow Search for Related Content
Social Bookmarking
Add to CiteULike   Add to Complore   Add to Connotea   Add to Del.icio.us   Add to Digg   Add to Reddit   Add to Technorati   Add to Twitter  
What's this?

The Benefits of Justice for Temporary Workers

Julie Camerman

Catholic University of Louvain at Louvain-la-Neuve

Russell Cropanzano

University of Arizona

Christian Vandenberghe

Ecole des Hautes Etudes Commerciales, Montréal

This study tested a multidimensional model of organizational justice in the context of contingent employment. Based on previous conceptual and empirical research, the authors generated the following predictions. First, they predicted that the data would be consistent with a four-factor model of organizational justice, including distributive, procedural, interpersonal, and informational justice. Second, distributive justice was expected to predict outcome satisfaction. Third, procedural justice was expected to predict commitment to the temporary organization, though the authors anticipated that this relationship would be mediated by perceived organizational support. Finally, informational and interpersonal justice were thought to predict commitment to one's staffing agent, but this effect was expected to be mediated by trust. These predictions were tested on a sample of 162 employees of a temporary staffing agency. Findings generally supported the predictions, though there were also some unexpected results.

Key Words: organizational justice • social exchange theory • affective commitment • temporary employment

Group & Organization Management, Vol. 32, No. 2, 176-207 (2007)
DOI: 10.1177/1059601102287112
Add to CiteULike CiteULike   Add to Complore Complore   Add to Connotea Connotea   Add to Del.icio.us Del.icio.us   Add to Digg Digg   Add to Reddit Reddit   Add to Technorati Technorati   Add to Twitter Twitter    What's this?


This article has been cited by other articles:


Home page
 Group Organization ManagementHome page
R. Mir and A. Mir
From the Colony to the Corporation: Studying Knowledge Transfer Across International Boundaries
Group Organization Management, February 1, 2009; 34(1): 90 - 113.
[Abstract] [PDF]

Home page
 Group Organization ManagementHome page
M. C. Andrews, K. M. Kacmar, G. L. Blakely, and N. S. Bucklew
Group Cohesion as an Enhancement to the Justice--Affective Commitment Relationship
Group Organization Management, December 1, 2008; 33(6): 736 - 755.
[Abstract] [PDF]

Home page
 Group Organization ManagementHome page
T. J. Zagenczyk, R. Gibney, A. J. Murrell, and S. R. Boss
Friends Don't Make Friends Good Citizens, But Advisors Do
Group Organization Management, December 1, 2008; 33(6): 760 - 780.
[Abstract] [PDF]