- Oxford Library of Psychology
- The Oxford Handbook of Justice in the Workplace
- Oxford Library of Psychology
- About the Editors
- Organizational Justice: Where We Have Been and Where We Are Going
- Distributive Justice: Revisiting Past Statements and Reflecting on Future Prospects
- Procedural Justice: A Historical Review and Critical Analysis
- Interactional Justice: Looking Backward, Looking Forward
- Overall Justice: Past, Present, and Future
- Fairness at the Unit Level: Justice Climate, Justice Climate Strength, and Peer Justice
- Multifoci Justice and Target Similarity: Emerging Research and Extensions
- Measuring Justice and Fairness
- Understanding How the Justice Motive Shapes Our Lives and Treatment of One Another: Exciting Contributions and Misleading Claims
- The Third-Party Perspective of (In)justice
- Organizational Justice and Legal Justice: How Are They Related?
- Culture and Organizational Justice: State of the Literature and Suggestions for Future Directions
- Justice Perception Formation in Social Settings
- The “When” of Justice Events and Why It Matters
- Justice and Deonance: “You Ought to Be Fair”
- Relational Models of Procedural Justice
- Fairness Heuristic Theory, the Uncertainty Management Model, and Fairness at Work
- The Role of Concern for Others in Reactions to Justice: Integrating the Theory of Other Orientation with Organizational Justice
- Humans Making Sense of Alarming Conditions: Psychological Insight into the Fair Process Effect
- Justice and Affect: A Dimensional Approach
- The Role of Conflict in Managing Injustice
- “Doing Justice”: The Role of Motives for Revenge in the Workplace
- Compensatory Justice
- Recovering from Organizational Injustice: New Directions in Theory and Research
- Restorative Justice
- Justice and Organizational Structure: A Review
- The Fork in the Road: Diversity Management and Organizational Justice
- The Roles of Workplace Justice in the Midst of Organizational Change
- The Role of Due Process in Performance Appraisal: A 20-Year Retrospective
- Applicant Fairness Reactions to the Selection Process
- Failure and Complaint Handling in Marketing: An Organizational Justice Perspective
Abstract and Keywords
The relational models of procedural justice refer to three theoretical models: The group value model (Lind and Tyler, 1988), the relational model of authority (Tyler and Lind, 1992), and the group engagement model (Tyler and Blader, 2000). The three models share a focus on the fundamental psychological concerns that procedural justice addresses, highlighting the perspective that people care about and react to procedural justice because of the relational message conveyed by fair process. Procedural justice conveys a positive message to justice recipients about their relationship with the entity enacting justice, whereas procedural injustice conveys a negative message about that relationship. We review the development of the relational models of procedural justice, explain their contribution to several critical issues at the heart of procedural justice research, highlight recent developments in the relational model perspective, and identify important avenues for future research.
Steven L. Blader Stern School of Business New York University New York, NY
Tom R. Tyler is the Macklin Fleming Professor of Law and Professor of Psychology at Yale University. His research explores the dynamics of authority in groups, organizations, and societies. In particular, he examines the role of judgments about the justice or injustice of group procedures in shaping legitimacy, compliance and cooperation. He is the author of several books, including The social psychology of procedural justice (1988); Social justice in a diverse society (1997); Cooperation in groups (2000); Trust in the law (2002); Why people obey the law (2006); and Why people cooperate (2011).
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