Browsing by Author "Colquitt, Jason A."

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    How fair versus how long: An integrative theory‐based examination of procedural justice and procedural timeliness
    (Wiley, 2019) Outlaw, Ryan; Colquitt, Jason A.; Baer, Michael D.; Sessions, Hudson; Kelley School of Business - Indianapolis
    Although studies have linked procedural justice to a range of positive attitudes and behaviors, the focus on justice has neglected other aspects of decision‐making procedures. We explore one of those neglected aspects: procedural timeliness—defined as the degree to which procedures are started and completed within an acceptable time frame. Do employees react to how long a procedure takes, not just how fair it seems to be? To explore that question, we examined the potential effects of procedural timeliness using six theories created to explain the benefits of procedural justice. This integrative theory‐based approach allowed us to explore whether “how long” had unique effects apart from “how fair.” The results of a three‐wave, two‐source field study showed that procedural timeliness had a significant indirect effect on citizenship behavior through many of the theory‐based mechanisms, even when controlling for procedural justice. A laboratory study then replicated those effects while distinguishing procedures that were too fast versus too slow. We discuss the implications of our results for research on fostering citizenship behavior and improving supervisors’ decision‐making procedures.
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    Pacification or Aggravation? The Effects of Talking about Supervisor Unfairness
    (AOM, 2018-10) Baer, Michael D.; Rodell, Jessica B.; Dhensa-Kahlon, Rashpal K.; Colquitt, Jason A.; Zipay, Kate P.; Burgess, Rachel; Outlaw, Ryan; Kelley School of Business - Indianapolis
    Many employees feel a general sense of unfairness toward their supervisors. A common reaction to such unfairness is to talk about it with coworkers. The conventional wisdom is that this unfairness talk should be beneficial to the aggrieved employees. After all, talking provides employees with an opportunity to make sense of the experience and to “let off steam.” We challenge this perspective, drawing on cognitive-motivational-relational theory to develop arguments that unfairness talk leads to emotions that reduce the employee’s ability to move on from the unfairness. We first tested these proposals in a three-wave, two-source field study of bus drivers (Study 1), then replicated our findings in a laboratory study (Study 2). In both studies, we found that unfairness talk was positively related to anger and negatively related to hope. Those emotions went on to have direct effects on forgiveness and indirect effects on citizenship behavior. Our results also show that the detrimental effects of unfairness talk were neutralized when the listener offered suggestions that reframed the unfair situation. We discuss the implications of these results for managing unfairness in organizations.