Extending the relational justice models: concomitant effects of supervisory and organizational justice.

Research within the Group Value Model shows that organizational and supervisory justice individually tell group members about their standing in the group (i.e., respect), and that supervisory justice has the most powerful effect when the leader represents the group, i.e., is ingroup prototypical.We extend this line of research by suggesting, based on multifoci justice research, that the effects of supervisory and organizational justice should be explored simultaneously; it is plausible that in real life both of them dynamically influence employees. Further, we hypothesize that leader ingroup prototypicality moderates the interaction between supervisory and organizational justice; these two are suggested to interact only when the leader is ingroup prototypical.The results from a survey study (N=288) support our hypothesis: the predicted three-way interaction of organizational and supervisory justice and leader ingroup prototypicality was significant in predicting respect (<beta>= .18, p < .01). Further, the interaction between organizational and supervisory justice was significant only when the leader was ingroup prototypical (t = 4.27, p < .001).The finding is important for it 1) integrates the Group Value Model with the multifoci justice research, 2) broadens the Group Value Model to consider the concomitant effects of supervisory and organizational justice, and 3) shows that ingroup prototypicality plays a role in larger organizational context than previously thought.