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dc.contributor.supervisor Enns, Janelle
dc.contributor.supervisor Ansari, Mahfooz A. Hovind, Sarah University of Lethbridge. Faculty of Management 2011-12-08T18:52:16Z 2011-12-08T18:52:16Z 2009
dc.description vii, 76 leaves : ill. ; 29 cm en_US
dc.description.abstract This study used an emotion-centered model (Spector & Fox, 2002) to examine predictions about the effect of customer vicarious justice on the three domains of job performance: task performance, counterproductive work behavior (CWB) and organizational citizenship behaviour (OCB). Service-oriented employees (N = 196) completed a survey assessing their justice perceptions of their organizations’ treatment of customers, emotions at work, and several work outcomes. Employees who perceived their organization as treating customers unfairly (vicarious injustice interactional) engaged in more CWB, while employees who perceived fair treatment of customers engaged in more OCB. Different emotions mediated these relationships. Anger and guilt mediated the relationship between vicarious interactional injustice and employee CWB. Pride mediated the relationship between vicarious interactional justice and employee OCB. It was also expected that employees who perceived fair treatment of customers would also exhibit better task performance; however, this hypothesis was not supported. en_US
dc.language.iso en_US en_US
dc.publisher Lethbridge, Alta. : University of Lethbridge, Faculty of Management, c2009 en_US
dc.relation.ispartofseries Project (University of Lethbridge. Faculty of Management) en_US
dc.subject Customer relations en_US
dc.subject Organizational justice en_US
dc.subject Employees -- Attitudes en_US
dc.subject Employee loyalty en_US
dc.subject Justice en_US
dc.title Vicarious justice and work outcomes : the role of specific emotions en_US
dc.type Thesis en_US
dc.publisher.faculty Management en_US

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