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The Interactive Effects of Behavioral Integrity and Procedural Justice on Employee Job Tension

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Abstract

Using data collected from 280 full-time employees from a variety of organizations, this study examined the effects of employee perceptions of the behavioral integrity (BI) of their supervisors on job tension. The moderating effect of procedural justice (PJ) on this relationship also was examined. Substitutes for leadership theory (Kerr and Jermier, 1978) and psychological contract theory (Rousseau, Empl Responsib Rights J 2:121–139, 1989) were used as the theoretical foundations for the hypothesized relationships. Results indicated a negative relationship between BI and job tension. PJ moderated this relationship such that it was weakened under conditions of high PJ. Implications for research and managers are discussed.

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Authors and Affiliations

  1. Cameron School of Business, University of North Carolina Wilmington, Wilmington, NC, 28403-5969, USA

    Martha C. Andrews

  2. Department of Management and Marketing, Culverhouse College of Commerce and Business Administration, The University of Alabama, Box 870225, Tuscaloosa, AL, 35487-0225, USA

    K. Michele Kacmar

  3. Department of Information Systems, Statistics and Management Science, Culverhouse College of Commerce and Business Administration, The University of Alabama, Box 870226, Tuscaloosa, AL, 35487-0226, USA

    Charles Kacmar

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  1. Martha C. Andrews
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  2. K. Michele Kacmar
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Correspondence to Martha C. Andrews.

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Andrews, M.C., Kacmar, K.M. & Kacmar, C. The Interactive Effects of Behavioral Integrity and Procedural Justice on Employee Job Tension. J Bus Ethics 126, 371–379 (2015). https://doi.org/10.1007/s10551-013-1951-4

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