Effects of (Mis)Alignment Between Supervisory and Organizational Justice

Abstract

This study aimed to verify the interactive effects of supervisory and organizational justice on supervisory (satisfaction with supervisor and trust in leadership) and organization-oriented outcomes (perceived psychological contract fulfillment and organizational citizenship behavior). The results of combined polynomial regression with response surface methodology confirmed that the positive interaction effects of justice sources on all measured outcomes are the most pronounced in situations when employees perceive treatment from both sources as fair. However, the effects of the degree and direction of misalignment between sources of justice reflect variously, given the observed outcomes and justice types. Interestingly, if one source is seen as fair and the other as unfair, most often it results in a more negative outcome than in a situation when both sources are perceived as unfair, regardless of target similarity. The obtained results highlight the need for increasing the congruence between organizational systems and supervisors' activities in human resource management processes.