Document Type

Dissertation

Degree

Doctor of Philosophy

Major

Psychology, Industrial and Organizational

Date of Defense

7-1-2014

Graduate Advisor

Stephanie M. Merritt, PhD.

Committee

Therese Macan

James Breaugh

Milton Blood

Abstract

This study examined the impact of organizational interventions in the aftermath of a workplace injustice. Using restorative justice theory, I explored how four different interventions may differentially impact a victim’s levels of forgiveness, reconciliation, revenge motivation, and avoidance motivation. It was found that not acknowledging an injustice had taken place could lead to increased revenge motivation or avoidance behaviors, which could be potentially counterproductive in a work environment. On the other hand, results indicated that an important element of minimizing undesirable responses and increasing the potential for positive responses could be extending a sincere apology for the transgression. Forgiveness was found to be associated with increased justice recovery. Justice recovery, in turn, was associated with heightened organizational satisfaction. Individual difference characteristics did not demonstrate any significant relationships with forgiveness, reconciliation, revenge motivation, or avoidance motivation. In general, results suggest that justice recovery is possible in certain situations. Practical implications and recommendations for future research are also discussed.

Included in

Psychology Commons

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