Interactional justice, leader-member exchange, and employee performance: Examining the moderating role of justice differentiation
研究发现互动公平差异化会削弱互动公平对领导-成员交换的正向影响，进而影响员工的任务绩效和创造性绩效，对管理者理解公平氛围的调节作用有参考价值。
Past research suggests that interactional justice plays a pivotal role in facilitating high-quality leader–member exchange (LMX), with downstream implications for employee performance. However, the broader context in which these effects unfold has received scarce attention. Drawing from deontic justice and social exchange theories, we suggest that interactional justice differentiation is an important contextual moderator of the link between interactional justice and LMX. Specifically, we argue that high interactional justice differentiation attenuates the link between interactional justice and LMX, in turn influencing the effects of interactional justice on employee task and creative performance. Results from two studies employing both experimental and multisource, multilevel survey designs provide convergent support for the hypothesized model. We conclude by highlighting several key theoretical and practical implications of our findings. Copyright © 2016 John Wiley & Sons, Ltd.