Legitimacy, Particularism and Employee Commitment and Justice
Research on the effects of particularistic human resource practices (i.e., favoritism and nepotism) on organizational outcomes has concentrated on direct negative attitudinal and behavioral responses. By integrating legitimacy and social exchange theories, this paper proposes and tests the idea that...
| Auteurs: | ; ; |
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| Type de support: | Électronique Article |
| Langue: | Anglais |
| Vérifier la disponibilité: | HBZ Gateway |
| Interlibrary Loan: | Interlibrary Loan for the Fachinformationsdienste (Specialized Information Services in Germany) |
| Publié: |
2019
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| Dans: |
Journal of business ethics
Année: 2019, Volume: 157, Numéro: 3, Pages: 589-603 |
| Sujets non-standardisés: | B
employee commitment
B Nepotism B Particularism B Legitimacy B Organizational Justice B Favoritism |
| Accès en ligne: |
Volltext (lizenzpflichtig) |
| Résumé: | Research on the effects of particularistic human resource practices (i.e., favoritism and nepotism) on organizational outcomes has concentrated on direct negative attitudinal and behavioral responses. By integrating legitimacy and social exchange theories, this paper proposes and tests the idea that legitimacy of particularistic practices might moderate their negative effects on employee attitudes at work. Through a survey of 415 employees across multiple organizational types, we show that the legitimacy of particularism mitigates its negative effects on affective commitment and perceived distributive and procedural justice in non-family-owned businesses only. We discuss implications for theory and practice. |
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| ISSN: | 1573-0697 |
| Contient: | Enthalten in: Journal of business ethics
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| Persistent identifiers: | DOI: 10.1007/s10551-017-3685-1 |
