Premium
Interactional justice, leader–member exchange, and employee performance: Examining the moderating role of justice differentiation
Author(s) -
He Wei,
Fehr Ryan,
Yam Kai Chi,
Long LiRong,
Hao Po
Publication year - 2017
Publication title -
journal of organizational behavior
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 3.938
H-Index - 177
eISSN - 1099-1379
pISSN - 0894-3796
DOI - 10.1002/job.2133
Subject(s) - interactional justice , moderation , psychology , deontic logic , social psychology , economic justice , social exchange theory , context (archaeology) , multilevel model , organizational justice , organizational commitment , political science , epistemology , law , paleontology , philosophy , machine learning , computer science , biology
Summary Past research suggests that interactional justice plays a pivotal role in facilitating high‐quality leader–member exchange (LMX), with downstream implications for employee performance. However, the broader context in which these effects unfold has received scarce attention. Drawing from deontic justice and social exchange theories, we suggest that interactional justice differentiation is an important contextual moderator of the link between interactional justice and LMX. Specifically, we argue that high interactional justice differentiation attenuates the link between interactional justice and LMX, in turn influencing the effects of interactional justice on employee task and creative performance. Results from two studies employing both experimental and multisource, multilevel survey designs provide convergent support for the hypothesized model. We conclude by highlighting several key theoretical and practical implications of our findings. Copyright © 2016 John Wiley & Sons, Ltd.