|Institution:||University of Akron|
|Keywords:||Psychology; Approach; Avoidance; Organizational Justice; Emotion|
|Full text PDF:||http://rave.ohiolink.edu/etdc/view?acc_num=akron1239567858|
Organizational justice perceptions have significant and widespread implications in an organizational context. Yet, predicting perceptions of justice in a particular context is complicated by individual differences which may cause employees to form different justice perceptions in identical situations. While prior research has identified various individual difference variables affecting justice perceptions, a broader framework is lacking. Approach and avoidance motivations are investigated as fundamental human motivations that may provide this framework. Specifically, both approach and avoidance temperaments as well as situational gain and loss framing were investigated as interactive influences on justice perceptions. These variables were considered alongside outcome favorability. Further, in order to provide a complete picture of the process through which approach and avoidance motivations may influence justice perceptions, emotion and cognitive processing style were investigated as links between approach and avoidance motivations and justice perceptions. Findings generally supported the hypothesized pattern of relationships. Approach and avoidance temperament both interacted with framing to influence emotional reactions, cognitive processing style, and ultimately justice perceptions. Outcome favorability also exerted a main effect on emotion and influenced justice perceptions.