Effects of Training in Procedural Justice on Perceptions of Disciplinary Fairness by Unionized Employees and Disciplinary Subject Matter Experts

A training program, based on procedural justice theory, was developed for teaching supervisors to take effective disciplinary action with employees. Canadian supervisors of unionized employees were randomly assigned to the training ( n = 35) or the control group ( n = 36). Analyses of variance revea...

Full description

Saved in:
Bibliographic Details
Published in:Journal of applied psychology 1997-10, Vol.82 (5), p.699-705
Main Authors: Cole, Nina D, Latham, Gary P
Format: Article
Language:English
Subjects:
Adult
Behavior modification
Biological and medical sciences
Canada
Curriculum
Disciplinary procedures
Employee Discipline
Employee problems
Employees
Experts
Factors
Fairness
Female
Fundamental and applied biological sciences. Psychology
Human
Humans
Inservice Training
Justice
Labor Union Members
Labor Unions
Labour relations
Male
Management Personnel
Management Training
Managers
Middle Aged
Occupational psychology
Organization and management. Professional relation
Organization theory
Organizational Behavior
Perceptions
Personnel policies
Procedural Justice
Psychology
Psychology. Psychoanalysis. Psychiatry
Psychology. Psychophysiology
Punishment
Role Playing
Self Concept
Social Justice
Statistical analysis
Studies
Supervisor Employee Interaction
Supervisors
Trade unions
Training
Work organization
Online Access:Get full text
Tags: Add Tag
No Tags, Be the first to tag this record!
Description
Summary:A training program, based on procedural justice theory, was developed for teaching supervisors to take effective disciplinary action with employees. Canadian supervisors of unionized employees were randomly assigned to the training ( n = 35) or the control group ( n = 36). Analyses of variance revealed that both supervisory self-efficacy and outcome expectancies were significantly higher in the training than in the control conditions. Following simulated role-play exercises derived from organizational incidents, both unionized employees and disciplinary subject matter experts (managers, union officials, and attorneys) rated the trained supervisors higher on disciplinary fairness behavior than the supervisors in the control group. Self-efficacy was found to mediate the relationship between training and perceptions of disciplinary fairness.
ISSN:0021-9010
1939-1854
DOI:10.1037/0021-9010.82.5.699