Hostname: page-component-cd9895bd7-jn8rn Total loading time: 0 Render date: 2024-12-19T03:43:09.092Z Has data issue: false hasContentIssue false
  • English
  • Français

It’s not my job: Compensatory effects of procedural justice and goal setting on proactive preventive behavior

Published online by Cambridge University Press:  27 November 2018

Run Ren Open the ORCID record for Run Ren [Opens in a new window] ,
Aneika L. Simmons ,
Adam Barsky ,
Kelly E. See  and
Celile Itir Gogus
Run Ren*
Affiliation:
Guanghua School of Management, Peking University, Beijing, People’s Republic of China
Aneika L. Simmons
Affiliation:
Department of Management and Marketing, Sam Houston State University, Huntsville, TX, USA
Adam Barsky
Affiliation:
Department of Management, University of Melbourne, Parkville, VIC, Australia
Kelly E. See
Affiliation:
Business School, University of Colorado Denver, Denver, CO, USA
Celile Itir Gogus
Affiliation:
Faculty of Business Administration, Bilkent University, Ankara, Turkey
*
* Corresponding author. Email: [email protected]
Get access Rights & Permissions [Opens in a new window]

Abstract

In two experiments, we examined the function of procedural justice in signaling individuals’ value to the group by arguing that individuals treated fairly are more likely to engage in proactive preventive behavior, a behavior that involves proactively revising or correcting the mistakes and intentional deceptions of coworkers. In addition, we extend Staw and Boettger’s (1990) work on task revision and demonstrate that procedural justice and goal setting have compensatory effects, such that procedural justice can be combined with performance goals to reap the valuable aspects of goal setting while minimizing some of the unintended side-effects. Our findings also contribute to the ongoing discussion of the mixed effects of goal setting, as well as the effects of multiple goal assignment.

Keywords

technical goal settingtruth and deceptionmultiple goalsprocedural justiceproactive preventive behavior
Type
Research Article
Information
Journal of Management & Organization , Volume 28 , Issue 4 , July 2022 , pp. 792 - 810
Copyright
Copyright © Cambridge University Press and Australian and New Zealand Academy of Management 2018

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

References

Aquino, K., Lewis, M. U., & Bradfield, M. (1999). Justice constructs, negative affectivity, and employee deviance: A proposed model and empirical test. Journal of Organizational Behavior, 20, 1073–1091.3.0.CO;2-7>CrossRefGoogle Scholar
Aquino, K. F., & Reed, A. II (2002). The self-importance of moral identity. Journal of Personality and Social Psychology, 83, 1423–1440.CrossRefGoogle ScholarPubMed
Aron, A., Aron, E. N., & Smollan, D. (1992). Inclusion of other in the self scale and the structure of interpersonal closeness. Journal of Personality and Social Psychology, 63, 596–612.CrossRefGoogle Scholar
Ashford, S. J., Blatt, R., & VandeWalle, D. (2003). Reflections on the looking glass: A review of research on feedback-seeking behavior in organizations. Journal of Management, 29, 773–799.CrossRefGoogle Scholar
Ashford, S. J., & Cummings, L. L. (1983). Feedback as an individual resource: Personal strategies of creating information. Organizational Behavior and Human Performance, 32, 370–398.CrossRefGoogle Scholar
Ashford, S. J., & Cummings, L. L. (1985). Proactive feedback seeking: The instrumental use of the information environment. Journal of Occupational Psychology, 58, 67–79.CrossRefGoogle Scholar
Barsky, A. (2008). The ethical cost of organizational goal setting. Journal of Business Ethics, 81, 63–81.CrossRefGoogle Scholar
Borman, W. C., & Motowidlo, S. J. (1993). Expanding the criterion domain to include elements of contextual performance. In N. Schmitt, & W. C. Borman (Eds.), Personnel Selection, 71–98. San Francisco: Josey-Bass.Google Scholar
Brickey, K. F. (2003). From Enron to WorldCom and beyond: Life and crime after Sarbanes-Oxley (June 1, 2003). Washington University Law Quarterly, 81, 357–401.Google Scholar
Brockner, J., Tyler, T. R., & Cooper-Schneider, R. (1992). The influence of prior commitment to an institution on reactions to perceived unfairness: The higher they are, the harder they fall. Administrative Science Quarterly, 37, 241–261.CrossRefGoogle Scholar
Cole, R. E. (2011). What really happened to Toyota? MIT Sloan Management Review. http://sloanreview.mit.edu/the-magazine/2011-summer/52417/what-really-happened-to-toyota/.Google Scholar
Colquitt, J. A. (2001). On the dimensionality of organizational justice: A construct validation of a measure. Journal of Applied Psychology, 86, 386–400.CrossRefGoogle ScholarPubMed
Colquitt, J. A., Conlon, D. E., Wesson, M. J., Porter, C. O., & Ng, K. Y. (2001). Justice at the millennium: a meta-analytic review of 25 years of organizational justice research.CrossRefGoogle Scholar
Conlon, D. E. (1993). Some tests of the self-interest and group-value models of procedural justice: Evidence from an organizational appeal procedure. Academy of Management Journal, 36, 1109–1124.Google Scholar
DeShon, R. P., Kozlowski, SW. J., Schmidt, A. M., Milner, K. R., & Wiechman, D. (2004). A multiple-goal, multilevel model of feedback effects on the regulation of individual and team performance. Journal of Applied Psychology, 89, 1035–1056.CrossRefGoogle ScholarPubMed
Dutton, J., & Ashford, S. (1993). Selling issues to top management. Academy of Management Review, 18, 397–428.CrossRefGoogle Scholar
Erez, M., Gopher, D., & Arzi, N. (1990). Effects of goal difficulty, self-set goals, and monetary rewards on dual task performance. Organizational Behavior and Human Decision Processes, 47, 247–269.CrossRefGoogle Scholar
Fay, D., & Frese, M. (2001). The concept of personal initiative: An overview of validity studies. Human Performance, 14, 97–124.CrossRefGoogle Scholar
Fay, D., & Sonnentag, S. (2002). Rethinking the effects of stressors: A longitudinal study on personal initiative. Journal of Occupational Health Psychology, 7, 221–234.CrossRefGoogle ScholarPubMed
Festinger, L. (1954). A theory of social comparison processes. Human Relations, 7, 117–140.CrossRefGoogle Scholar
Frese, M., & Fay, D. (2001). Personal initiative: An active performance concept for work in the 21st century. In B. M. Staw, & R. I. Sutton (Eds.), Research in organizational behavior, Vol. 23, pp. 133–187. Amsterdam: Elsevier Science.Google Scholar
Fritz, C., & Sonnentag, S. (2009). Antecedents of day-level proactive behavior: A look at job stressors and positive affect during the workday. Journal of Management, 35(1), 94–111.CrossRefGoogle Scholar
Gottlieb, J. Z., & Sanzgiri, J. (1996). Towards an ethical dimension of decision making in organizations. Journal of Business Ethics, 15, 1275–1285.CrossRefGoogle Scholar
Grant, A. M. (2007). Relational job design and the motivation to make a prosocial difference. Academy of Management Review, 32, 393–417.CrossRefGoogle Scholar
Grant, A. M., & Ashford, S. J. (2008). The dynamics of proactivity at work. Research in Organizational Behavior, 28, 3–34.CrossRefGoogle Scholar
Greenberg, J. (1987). Reactions to procedural injustice in payment distributions: Do the ends justify the means? Journal of Applied Psychology, 72, 55–61.CrossRefGoogle Scholar
Greenberg, J. (2002). Who stole the money, and when? Individual and situational determinants of employee theft. Organizational Behavior and Human Decision Processes, 91, 985–1003.CrossRefGoogle Scholar
Griffin, R. W. (1987). Toward an integrated theory of task design. Research in Organizational Behavior, 9, 79–120.Google Scholar
Gundlach, M. J., Douglas, S. C., & Martinko, M. J. (2003). The decision to blow the whistle: A social information processing network. Academy of Management Review, 28, 107–123.CrossRefGoogle Scholar
Hogg, M. A. (1992). The social psychology of group cohesiveness: From attraction to social identity. UK: Harvester Wheatsheaf.Google Scholar
Hogg, M. A., & Hains, S. C. (1996). Intergroup relations and group solidarity: Effects of group identification and social beliefs on depersonalized attraction. Journal of Personality and Social Psychology, 70(2), 295–309.CrossRefGoogle Scholar
Hogg, M. A., & Terry, D. I. (2000). Social identity and self-categorization processes in organizational contexts. Academy of Management Review, 25(1), 121–140.CrossRefGoogle Scholar
Hollenbeck, J. R., Williams, C. R., & Klein, H. J. (1989). An empirical examination of the antecedents of commitment to difficult goals. Journal of Applied Psychology, 74, 18–23.CrossRefGoogle Scholar
Jensen, M. C. (2003). Paying people to lie: The truth about the budgeting process. European Financial Management, 9, 379–406.CrossRefGoogle Scholar
Kanfer, R., & Ackerman, P. (1989). Motivation and cognitive abilities: An integrative/aptitude-treatment interaction approach to skill acquisition. Journal of Applied Psychology, 74, 657–690.CrossRefGoogle Scholar
Kernan, M. C., & Lord, R. G. (1990). Effects of valence, expectancies, and goal-performance discrepancies in single and multiple goal environments. Journal of Applied Psychology, 75, 194–203.CrossRefGoogle Scholar
Knight, D., Durham, C. C., & Locke, E. A. (2001). The relationship of team goals, incentives, and efficacy to strategic risk, tactical implementation, and performance. Academy of Management Journal, 44, 326–338.Google Scholar
Kuvaas, B., Buch, R., & Dysvik, A. (2016). Performance management: Perceiving goals as invariable and implications for perceived job autonomy and work performance. Human Resource Management, 55, 401–412.CrossRefGoogle Scholar
Larrick, R. P., Heath, C., & Wu, G. (2009). Goal-induced risk taking in negotiation and decision making. Social Cognition, 27, 342–364.CrossRefGoogle Scholar
LePine, J. A., & Van Dyne, L. (2001). Voice and cooperative behavior as contrasting forms of contextual performance: Evidence of differential relationships with Big Five personality characteristics and cognitive ability. Journal of Applied Psychology, 86, 326–336.CrossRefGoogle ScholarPubMed
Leventhal, G. S., Karuza, J., & Fry, W. R. (1980). Beyond fairness: A theory of allocation preferences. In G. Mikula (Ed.), Justice and social interaction, 167–218. New York: Springer-Verlag.Google Scholar
Liang, J., Farh, CI. C., & Farh, J. L. (2012). Psychological antecedents of promotive and prohibitive voice: A two-wave examination. Academy of Management Journal, 55, 71–92.CrossRefGoogle Scholar
Lind, E. A., Kanfer, R., & Earley, P. C. (1990). Voice, control, and procedural justice: Instrumental and noninstrumental concerns in fairness judgments. Journal of Personality and Social Psychology, 59(5), 952–959.CrossRefGoogle Scholar
Lind, E. A., & Tyler, R. R. (1988). The social psychology of procedural justice. New York: Plenum Press.CrossRefGoogle Scholar
Locke, E. A., & Bryan, J. E. (1969). The directing function of goals in task performance. Organizational Behavior and Human Performance, 4, 35–42.CrossRefGoogle Scholar
Locke, E. A., & Latham, G. P. (1984). Goal setting: A motivational technique that works!. Englewood Cliffs: Prentice Hall.Google Scholar
Locke, E. A., & Latham, G. P. (1990). A theory of goal setting and task performance. Englewood Cliffs, NJ: Prentice-Hall.Google Scholar
Locke, E. A., & Latham, G. P. (2009). Has goal setting gone wild, or have its attackers abandoned good scholarship? Academy of Management Perspectives, 23, 17–23.CrossRefGoogle Scholar
Locke, E. A., Smith, K. G., Erez, M., Chah, D., & Schaffer, A. (1994). The effects of intra-individual goal conflict on performance. Journal of Management, 20, 67–91.CrossRefGoogle Scholar
Miceli, M., & Near, J. (1992). Blowing the whistle: The organizational and legal implications for companies and employees. New York: Lexington Books.Google Scholar
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 of Management Journal, 41(3), 351–357.CrossRefGoogle Scholar
Moorman, R. H., Niehoff, B. P., & Organ, D. W. (1993). Treating employees fairly and organizational citizenship behavior: Sorting out the effects of job satisfaction, organizational commitment, and procedural justice. Employee Responsibilities and Rights Journal, 6, 209–225.CrossRefGoogle Scholar
Morrison, E. W. (2006). Doing the job well: An investigation of pro-social rule breaking. Journal of Management, 32, 5–28.CrossRefGoogle Scholar
Morrison, E. W. (2011). Employee voice behavior: Integration and directions for future research. Academy of Management Annals, 5, 373–412.CrossRefGoogle Scholar
Nicholson, N. (1984). A theory of work role transitions. Administrative Science Quarterly, 29, 172–191.CrossRefGoogle Scholar
O’Reilly, C. H., & Chatman, J. (1986). Organizational commitment and psychological attachment: The effects of compliance, identification, and internalization on prosocial behavior. Journal of Applied Psychology, 71, 492–499.CrossRefGoogle Scholar
Ordonez, L. D., Schweitzer, M. E., Galinsky, A. D., & Bazerman, M. H. (2009). Goals gone wild: The systematic side effects of overprescribing goal setting. Academy of Management Perspectives, 23, 6–16.CrossRefGoogle Scholar
Organ, D. W., & Moorman, R. H. (1993). Fairness and organizational citizenship behavior: What are the connections? Social Justice Research, 6, 5–18.CrossRefGoogle Scholar
Organ, D. W., & Ryan, K. (1995). A meta-analytic review of attitudinal and dispositional predictors of organizational citizenship behavior. Personnel Psychology, 48, 775–802.CrossRefGoogle Scholar
Parker, S. K. (2000). From passive to proactive motivation: The importance of flexible role orientations and role breadth self-efficacy. Applied Psychology: An International Review, 49, 447–469.CrossRefGoogle Scholar
Parker, S. K., & Collins, C. G. (2010). Taking stock: Integrating and differentiating multiple proactive behaviors. Journal of Management, 36, 633–662.CrossRefGoogle Scholar
Parker, S. K., Williams, H. M., & Turner, N. (2006). Modeling the antecedents of proactive behavior at work. Journal of Applied Psychology, 91, 636–652.CrossRefGoogle ScholarPubMed
Rappaport, L., & Rapoport, M. (2010). Ernst accused of Lehman Whitewash. The Wall Street Journal, 21, 2010–2201. http://online.wsj.com/article/SB10001424052748704259704576033540546160536.html.Google Scholar
Restubog, S. L., Hornsey, M. J., Bordia, P., & Esposo, S. R. (2008). Effects of psychological contract breach on organizational citizenship behaviour: Insights from the group value model. Journal of Management Studies, 45, 1377–1400.CrossRefGoogle Scholar
Rioux, S. M., & Penner, L. A. (2001). The causes of organizational citizenship behavior: A motivational analysis. Journal of Applied Psychology, 86, 1306–1314.CrossRefGoogle ScholarPubMed
Schweitzer, M., Ordonez, L. D., & Douma, B. (2004). The dark side of goal setting: The role of goals in motivating unethical behavior. Academy of Management Journal, 47, 422–432.Google Scholar
Seijts, G. H., & Latham, G. P. (2005). Learning versus performance goals: When should each be used? Academy of Management Executive, 19, 124–131.Google Scholar
Shah, J. Y., & Kruglanski, A. W. (2002). Priming against your will: How accessible alternatives affect goal pursuit. Journal of Experimental Social Psychology, 38, 363–383.CrossRefGoogle Scholar
Shalley, C. E. (1991). Effects of productivity goals, creativity goals, and personal discretion on individual creativity. Journal of Applied Psychology, 76, 179–185.CrossRefGoogle Scholar
Shantz, A., & Latham, G. (2011). The effect of primed goals on employee performance: Implications for human resource management. Human Resource Management, 50, 289–299.CrossRefGoogle Scholar
Sims, R. L., & Keenan, J. P. (1998). Predictors of external whistleblowing: Organizational and intrapersonal variables. Journal of Business Ethics, 17(4), 411–421.CrossRefGoogle Scholar
Sonnentag, S. (2003). Recovery, work engagement, and proactive behavior. A new look at the interface between non-work and work. Journal of Applied Psychology, 88, 518–528.CrossRefGoogle Scholar
Spector, P. E., & Fox, S. (2002). An emotion-centered model of voluntary work behavior: Some parallels between counterproductive work behavior and organizational citizenship behavior. Human Resource Management Review, 12, 269–292.CrossRefGoogle Scholar
Staw, B. M., & Boettger, R. D. (1990). Task revision: A neglected form of work performance. Academy of Management Journal, 33, 534–559.Google Scholar
Tajfel, H. (1978). Differentiation between social groups. London: Academic Press.Google Scholar
Tajfel, H., & Turner, J. (1986). The social identity theory of intergroup behavior. In S. Worchel (Ed.), Psychology of intergroup relations, 33–47. Chicago: Nelson-Hall.Google Scholar
Thibaut, J., & Walker, L. (1975). Procedural justice: A psychological analysis. Hillsdale, NJ: Erlbaum.Google Scholar
Treviño, L. K., & Weaver, G. R. (2001). Organizational justice and ethics program ‘follow-through’: Influences on employees’ harmful and helpful behavior. Business Ethics Quarterly, 11, 651–672.CrossRefGoogle Scholar
Tyler, T. R. (1989). The psychology of procedural justice: A test of the group-value model. Journal of Personality and Social Psychology, 57, 830–838.CrossRefGoogle Scholar
Tyler, T. R., & Blader, S. (2000). Cooperation in groups: Procedural justice, social identity and behavioral engagement. Philadelphia, PA: Psychology Press.Google Scholar
Tyler, T. R., & Degoey, P. (1995). Collective restraint in social dilemmas: Procedural justice and social identification effects on support for authorities. Journal of Personality and Social Psychology, 69, 482–497.CrossRefGoogle Scholar
Tyler, T., Degoey, P., & Smith, H. (1996). Understanding why the justice of group procedures matters: A test of the psychological dynamics of the group-value model. Journal of Personality and Social Psychology, 70, 913–930.CrossRefGoogle Scholar
Tyler, T. R., & Lind, E. A. (1992). A relational model of authority in groups. Advances in Experimental Social Psychology, 25, 115–191.CrossRefGoogle Scholar
Van den Bos, K., & Lind, E. A. (2002). Uncertainty management by means of fairness judgments. In M. P. Zanna (Ed.), Advances in experimental social psychology (Vol. 34, pp. 1–60). San Diego, CA: Academic Press.Google Scholar
Van den Bos, K., Wilke, HA. M., & Lind, E. A. (1998). When do we need procedural fairness? The role of trust in authority. Journal of Personality and Social Psychology, 75, 1449–1458.CrossRefGoogle Scholar
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 LL Cummings, & BM Staw (Eds.), Research in organizational behavior, 17, 215–285. Greenwich, CT: JAI Press.Google Scholar
Van Prooijen, J. W., Van den Bos, K., & Wilke, H. A. (2002). Procedural justice and status: Status salience as antecedent of procedural fairness effects. Journal of Personality and Social Psychology, 83(6), 1353–1361.CrossRefGoogle ScholarPubMed
Warren, D. E. (2003). Constructive and destructive deviance in organizations. Academy of Management Review, 28, 622–632.Google Scholar
Watson, D., Clark, L. A., & Tellegen, A. (1988). Development and validation of brief measures of positive and negative affect: The PANAS scales. Journal of Personality and Social Psychology, 54, 1063–1070.CrossRefGoogle ScholarPubMed
Wright, P. M., George, J. M., Farnsworth, S. R., & McMahan, G. (1993). Productivity and extra-role behavior: The effects of goals and incentives on spontaneous helping. Journal of Applied Psychology, 78, 374–381.CrossRefGoogle Scholar
Wrzesniewski, A., & Dutton, J. (2001). Crafting a job: Employees as active crafters of their work. Academy of Management Review, 26, 179–201.CrossRefGoogle Scholar
Yang, J., Mossholder, K. W., & Peng, T. K. (2009). Supervisory procedural justice effects: The mediating roles of cognitive and affective trust. The Leadership Quarterly, 20(2), 143–154.CrossRefGoogle Scholar