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Group & Organization Management
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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
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