摘要
近年来,越来越多的研究集中在攻击性行为的各个方面,从身体暴力和骚扰到更轻微的心
理攻击,所有这些都被认为是反生产行为(皮尔森,安德松,&波拉斯,2005)。其中一个
因素是工作场所的无礼,它是微妙人际关系中的负面形式,表现为不尊重和粗鲁(安德松&
皮尔森,1999)。这些行为构成了随之而来的行为规范的基础,由此粗鲁的风气将会影响
到整个组织的行为。虽然针对工作场所的不文明行为已经开展了相关的研究,而更多的还
是集中在受害者和不文明行为的后果,很少有人去关注导致工作场所的不文明行为的原因。
研究表明,组织压力是工作场所无礼貌的潜在原因之一,他们提到组织压力,如工作变动.
由于裁员、工作需求、重组和兼并、新的通信技术,工作和信息过载,压缩的时间和期限
而导致的不确定性,这些因素都有可能导致工作场所无礼行为。(皮尔森etal., 2005)。
本研究通过考察组织不公正的观念会在工作场所引发无礼行为的可能性,旨在探讨导致工
作场所无礼行为的潜在因素。我丨丨&39;]研究了心理痛苦和状态自尊的协调作用,以理解三个感
知的不公平维度之间(即:分配、程序和互动)与工作场所的不礼貌的关系。该研究还评
估了情绪调节是否会缓和不公正对心理痛苦和状态自尊所带来的影响。
目前是采用定量研究方法来调查所提出的假设之间的关系。两项研究是基于来自巴基斯坦
的不同组织的同一组样本逬行的。验证性因素分析是通过AM0S 21进行的.描述性统计分
析使用SPSS 21, SPSS过程宏常用于多元回归模型。研究1的数据(N=347)来源于在不同
组织工作的员工(主管下属的配对),通过对其分析表明,心理痛苦可以调节分配、程序上
和相互上的不公正对工作场所无礼行为所造成的影响。该项研究的结果也显示,状态自尊
只能调教分配和程序上的不公正所导致的工作场所无礼行为。研究的结果也支持情绪调节
也有利干缓和分配和程序上的不公正对心理痛苦和国家自尊所造成的影响。经过4个月的
i 摘要
研究后,研究2 (N=236)的调查相继开展,数据同时来源于在研究1中回答的受访者(同事
-同事配对)。这个研究结果显示,心理压力和状态自尊可以调节由分配和程序上的不公正
对工作场所无礼行为所造成的影响。此外,我们发现情绪调节会缓和感知不公分配对心理
痛苦和状态自尊的影响。该研究发现强调了情绪调节、心理压力和状态自尊是不公正和工
作场所无礼行为关系的重要机制。纳入这些结构是理解不公正感和与工作有关的结果之间
关系的关键。本文最后讨论了理论和实际意义.
关键词:感知组织不公,情绪调节,心理困扰,自尊,职业不和,巴基斯坦.
ii Abstract
ABSTRACT
In recent years, more research has been focused on various aspects of aggressive behaviors ranging
from physical violence and harassment to milder forms of psychological aggression, all of which
can be seen as counterproductive work behavior (Pearson, Andersson, & Porath, 2005). One of
these factors is workplace incivility, a subtle form of interpersonal negativity characterized by
disrespect and rudeness (Andersson & Pearson, 1999). These behaviors constitute the basis of
norms for consequent behavior, which influences the whole organization through unconducive
climate. Although some studies have focused on workplace incivility, where they explored the
victims and consequences of incivility, yet at little attention has been paid to the antecedents of
workplace incivility. Previous research indicates that organizational pressures are among the
potential causes of workplace incivility, like changes at work, causing uncertainty regarding
downsizing, job demands, restructuring and mergers, new technologies for communication, work
and information overload, compressed time and deadlines
The present research aims to identify potential antecedents of workplace incivility, through
examining the possibility that the perception of organizational injustice could induce incivility at
the workplace. This study investigates the mediating roles of psychological distress and state self?
esteem to understand the relationship of the three dimensions of perceived injustice (i.e.,
distributive, procedural and interactional) with workplace incivility. The study also evaluates
whether emotional regulation moderates the effect of perceived injustice dimensions on
psychological distress and state self-esteem.
The current research used a quantitative research methodology to investigate the relationship
between the proposed hypotheses. Two studies were conducted using a sample from various public
and private organizations of Pakistan. The confirmatory factor analysis was conducted through
AMOS 21; the descriptive statistics analysis with SPSS 21, and SPSS PROCESS macro was used
for multiple regression analysis. Analysis of the Study 1 data (N—347), collected from employees
working in a variety of organizations, (supervisor-subordinate matching dyads) indicates that
psychological distress and state self-esteem mediates the effects of distributive and procedural
injustice on workplace incivility. The results of study 1 also support that emotional regulation
moderates the effects of distributive and procedural injustice on psychological distress and state
self-esteem. After four months of study 1,a survey of study 2 (N=236) was administered from
those respondents who responded in study 1 (employee-coworker matching dyads). The results of
iii Abstract
study 2 reveal that psychological distress and state self-esteem mediates the effects of distributive
and procedural injustice on workplace incivility. Moreover, the study finds that emotional
regulation moderates the effects of perceived DU on psychological distress and state self-esteem.
The findings of this research highlight the fact that emotional regulation, psychological distress,
and state self-esteem are important mechanisms between the relationship of injustice and
workplace incivility. The inclusion of these constructs is a key to understanding the relationships
among perceived injustice, and work-related outcomes. The paper concludes with a sound
discussion comprising of theoretical and practical implications.
Keywords: Perceived organizational injustice, emotional regulation, psychological distress, state
self-esteem, workplace incivility, Pakistan
iv Table of Contents
TABLE OF CONTENTS
瓶 i
ABSTRACT iii
CHAPTER NO: 1 1
INTRODUCTION 1
1.0 Chapter objective 1
1.1 Research Background
1
1.2 Description of the key constructs
4
1.2.1 Organizational justice
4
1.2.2 Distributive injustice
4
1.2.3 Procedural injustice
5
1.2.3 Interactional injustice
5
1.2.4.1 Interpersonal injustice
5
1.2.4.2 Informational injustice
5
1.2.5 Organizational justice vs. injustice
5
1.2.6 Emotional regulation
6
1.2.7 Psychological distress
6
1.2.8 State self-esteem
6
1.2.9 Workplace incivility
6
1.3 Justification of research
7
1.4 Problem statement 11
1.5 Research Objectives
11
1.6 Research questions 12
1.7 Significance of the Study
12
1.7.1 Literary contributions
12
1.7.2 Contextual Contribution
12
1.8 Organization of the thesis
14
1.9 Chapter summary 15
CHAPTER NO: 2 17
REVIEW OF THE LITERATURE
17
2.0 Chapter Objective 17
2.1 Organizational justice (OJ)
17
v Table of Contents
2.2 Definition of organizational justice
17
2.3 Types of organizational justice
18
2.4 Dimensions of organizational justice
18
2.4.1 Distributive justice
19
2.4.2 Procedural justice
20
2.4.3 Interactional justice
21
2.4.3.1 Interpersonal justice
22
2.4.3.2 Informational justice
23
2.5 Organizational justice vs. injustice
23
2.6 Significance of organizational justice
24
2.6.1 Instrumental Motive....
24
2.6.2 Relational motive
25
2.6.3 Deontic motive
25
2.7 Responding to organizational injustice
25
2_8 People’s respond on injustice
26
2.8.1 The influence of injustice
26
2.8.2 Level of concern in limiting future
27
2.8.3 Elements Affecting the Choice of Action
27
2.8.4 Benefits of fairness for the employees and firm
27
2.8.5 The economic and psychological outcomes of organizational injustice
28
2.8.6 Employees’ responses to organizational injustice
28