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The group engagement model expands the insights of the group-value model of procedural justice and the relational model of authority into an explanation for why procedural justice shapes cooperation in groups, organizations, and societies. It hypothesizes that procedures are important because they shape people's social identity within groups, and social(More)
Two field studies tested and extended the group engagement model (Tyler & Blader, 2000, Tyler & Blader, 2003) by examining the model with regard to employee extrarole behavior. Consistent with the group engagement model's predictions, results of these studies indicate that the social identities employees form around their work groups and their organizations(More)
Previous research has shown that people's self-esteem and their group-oriented behavior are influenced by their judgments about the status of the groups to which they belong (pride) and assessments of their status within those groups (respect). These findings are important to justice researchers because the key antecedent of such status judgments is(More)
Few empirical efforts have been devoted to differentiating status and power, and thus significant questions remain about differences in how status and power impact social encounters. We conducted 5 studies to address this gap. In particular, these studies tested the prediction that status and power would have opposing effects on justice enacted toward(More)
One hundred thirty-five undergraduates indicated the degree to which they believed gender played a role in the selection of an applicant for a graduate degree program. Both the gender composition of the cohort and the selection policy (explicitly merit-based, explicitly affirmative action, or ambiguous) were varied. Results indicated that preferential(More)
Two studies test the prediction of the four-component model of procedural justice that people evaluate the fairness of group procedures using four distinct types of judgment. The model hypothesizes that people are influenced by two aspects of the formal procedures of the group: those aspects that relate to decision making and those that relate to the(More)
" I want to tell my foreman to f*** off, but I can't. " So says " Mike, " a steel handler we meet in Stud Terkel's book Working (1974, xxxv). Many workers' stories we read in Working and in ethnographies suggest workers greatly resent supervision. As a result, they exert lower effort and may sabotage production. Mike puts dents in the steel. Ethnographies(More)