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Concrete Construction Employees: When does procedural fairness shape self-evaluations?

Heather J Smith1, Timothy R Thomas, Tom R Tyler

  • 1Sonoma State University.

Journal of Applied Social Psychology
|March 17, 2007
PubMed
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Employees value fair treatment because it signals respect and boosts self-efficacy, especially when they identify with their company. This finding holds true even in contexts prioritizing short-term goals.

Area of Science:

  • Organizational Psychology
  • Social Psychology

Background:

  • The Group Value Model posits that organizational authorities and procedures convey symbolic messages regarding group value and respect.
  • Employee treatment within an organization significantly impacts their perceptions of self-worth and efficacy.

Purpose of the Study:

  • To investigate the relationship between supervisor treatment, employee identification, and feelings of respect and self-efficacy.
  • To examine the mediating role of perceived colleague respect in the link between fair supervisor treatment and self-efficacy.

Main Methods:

  • A questionnaire-based study was conducted with employees of a concrete construction company.
  • Participants completed surveys in either English or Spanish regarding their work experiences and organizational identification.

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Main Results:

  • Stronger identification with the company correlated with supervisor treatment positively predicting feelings of respect and self-efficacy.
  • Perceived respect from colleagues mediated the effect of fair supervisor treatment on self-efficacy for identified employees.

Conclusions:

  • Fair treatment is crucial for employees, even in goal-oriented environments, due to its self-relevant informational content.
  • Organizational identification amplifies the impact of fair treatment on employee psychological outcomes.