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Recent research and theory expands the
mul-tifoci justice framework by looking outward from
the organization and incorporating external
stake-holders as targets of organizational injustice (Rupp,
2011) In this regard, the question faced by
employ-ees now becomes, How fairly does my organization
treat external stakeholders such as customers, com
-munities, unions, and the natural environment?
Research on third-party observers is germane to
this question and indicates that employee attitudes
and behaviors can be inuenced by justice
percep-tions even when the employee is not the recipient of
the (un)fair treatment (e.g., Turillo, Folger, Lavelle,
Umphress, & Gee, 2002).
Whereas much of the justice literature focuses on
victims reactions to unfair treatment, third-party
justice is concerned with how and why observers may
react when others are treated unfairly e deontic
model of justice (Folger, 2001) is particularly rele
-vant to understanding why observers might respond
to the unfair treatment of others From this
perspec-tive, fairness matters as an end in and of itself at
is, people are concerned with and respond to unfair
treatment based upon a desire to uphold moral
stan-dards and principles (Cropanzano, Goldman, &
Folger, 2003) A series of experiments by Turillo and
colleagues (2002) oer support for this perspective
demonstrating that participants desired to punish
perpetrators and were willing to sacrice personal
economic gain even when they had no relationship
with the victim us, the deontic perspective sug
-gests that employees are likely to pay attention and
react to perceptions of how fairly the organization
treats its external stakeholders.
Recent empirical ndings support the rationale
that employees may react to their organizations
corporate social responsibility (CSR) initiatives via
third-party justice judgments For example, Turker
(2008) found that employee organizational
com-mitment was positively inuenced by CSR eorts
Hansen et al (2011) showed that employees with
positive perceptions of organizational CSR activi
-ties were less likely to leave the organization and
more likely to engage in citizenship behaviors,
with these relationships being partially mediated
by employee trust ese results demonstrate the
utility of studying employees third-party
reac-tions to their organizareac-tions treatment of external
constituents.
Rupp, Shao, ornton, & Skarlicki (2013) extend
this line of research by investigating a multimotive
framework that simultaneously assesses reactions to both rst-party (i.e., self-focused) and third-party (i.e., other-focused) perceptions of justice ese researchers found that both job applicants and employees react negatively toward organizations that they perceive to be socially irresponsible First, through a scenario-based experiment, the authors demonstrated that the positive relationship between CSR perceptions and applicants job pursuit inten- tions was strengthened by the applicants moral identity A second study replicated these interactive eects by showing that the relationship between employees CSR perceptions and their organiza- tional citizenship behavior was stronger for employ - ees who were high in moral identity Across both studies, the eects of CSR perceptions were also found to be stronger the less individuals perceived that they themselves were treated in a fair manner Based on this intriguing pattern of results, Rupp
et al suggest that the strength of deontic concerns may vary across individuals, and that self-focused fairness perceptions may alert individuals to the unfair treatment of others.
Overall, research that considers the psychol ogy of CSR perceptions is only just beginning to accumulate (Greening & Turban, 2000; Gully, Phillips, Castellano, Han, & Kim, 2013; Jones, 2010; Jones, Willness, & Madey, 2013; Turban & Greening, 1997), making this area ripe for future contributions In particular, the multifoci perspec- tive of justice is amenable to future research on the micro-foundations of CSR through the study of justice perceptions and reactions of various sources (e.g., job applicants, employees, customers, etc.) In brief, by shifting the focus of multifoci justice to external targets of organizational justice, research - ers may develop a more complete understanding of the far-reaching eects of justice on employee reac- tions and behavior.
-e goal of this chapt-er has b-e-en to discuss emerging research pertaining to the multifoci per - spective of justice including sources both internal and external to the organization Although much
of the extant organizational justice literature has recognized the consequences of diering types
of justice, our chapter suggests there is much to
be gained by emphasizing the source of justice Recently, scholars have stressed the importance of a target similarity approach to the study of organiza - tional justice by highlighting the signicance of the source of justice to a more nuanced understanding
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