Justice in Teams: A Review of Fairness Effects in Collective Contexts

Abstract

The use of teams has increased significantly over the past two decades, with recent estimates suggesting that between 50% and 90% of employees work in some kind of team. This chapter examines the implications of this trend for the literature on organizational justice – the study of fairness perceptions and effects in the workplace. In particular, we explore three specific research questions: (1) Will the justice effects observed in individual contexts generalize to team contexts and member-directed reactions? (2) Will the justice experienced by specific teammates have direct or interactive effects on members’ own reactions? (3) Will the justice experienced by the team as a whole impact reactions at the team level of analysis? Our review of almost 30 studies suggests that each question can be answered in the affirmative, illustrating that team contexts can magnify the importance of justice in organizations.

Citation

Colquitt, J.A., Zapata-Phelan, C.P. and Roberson, Q.M. (2005), "Justice in Teams: A Review of Fairness Effects in Collective Contexts", Martocchio, J.J. (Ed.) Research in Personnel and Human Resources Management (Research in Personnel and Human Resources Management, Vol. 24), Emerald Group Publishing Limited, Leeds, pp. 53-94. https://doi.org/10.1016/S0742-7301(05)24002-1