Different interactional injustice, different organizational remedy? Evidence from China

Yanhan Zhu1, Yan Kou2
1School of Political Science and Public Adminstration, Southwest University, People’s Republic of China
2School of Economics and Management, Southwest Jiaotong University, People’s Republic of China
Cite this article:  Zhu, Y., & Kou, Y. (2014). Different interactional injustice, different organizational remedy? Evidence from China. Social Behavior and Personality: An international journal, 42(9), 1521-1536.

Volume 42 Issue 9 | e4108 | Published: October 2014 | DOI: https://doi.org/10.2224/sbp.2014.42.9.1521

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We conducted two studies in which we examined the contingent relationships among interactional injustice, workplace aggression, and organizational remedy. In the field study (Study 1) involving 192 full-time employees in Mainland China we found that different types of interactional injustice had very different effects in terms of the form of workplace aggression triggered. In the experimental study (Study 2) with 189 graduate and undergraduate students at 2 Chinese universities, the results revealed that the effectiveness of the organizational remedy in mitigating workplace aggression depended on the matching of the type of remedy offered by the organization or its agents with the type of interactional injustice the aggrieved employee perceived that he or she had suffered. Theoretical and practical implications are discussed.

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