engleski

Interactive effects of supervisory and peer justice climates on supervisory and peer- oriented outcomes

This study aimed to examine the interactive effects of supervisory and peer justice climates on supervisory and peer-oriented outcomes. We analyzed the data collected from 121 work teams by using polynomial regression combined with response surface methodology. The results confirmed the growing prominence of peer justice, showing its importance in predicting both peer and supervisory-oriented outcomes. All outcomes improved as the level of supervisory and peer justice climates increased. Both peer-oriented outcomes (organizational citizenship behavior towards peers and cohesiveness) depended upon the level of perceived peer justice, regardless of the level of supervisory justice climate. Similarly, the teams' trust in the supervisor depended upon the level of perceived supervisory justice climate, regardless of the level of peer justice. To the contrary, organizational citizenship behavior towards the supervisor depended on the degree of the misalignment between justice climates. Specifically, when at least one source of justice —either supervisor or peers—was perceived as fair, organizational citizenship behavior towards the supervisor was at its highest level, even when the other source was simultaneously perceived as unfair. The cross- sectional design of this study does not allow to infer causality. This study further deepens our understanding of the target similarity model while questioning the applicability of congruence theory to understanding the effects of misalignment of supervisory and peer justice climate. Overall, this study provides, through the lens of polynomial regression and response surface methodology, theoretically-driven information that highlights the role of peer justice as a key contextual phenomena for understanding teams’ attitudes and behaviors.

supervisory justice climate ; peer justice climate ; interactive effects ; supervisory and peer oriented group-level outcomes

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