Nadisic, Thierry (2008) The fair hand of managers : Manager's visible and invisible corrective justice strategies and their antecedents. PhD thesis Sciences de gestion, GREGHEC - UMR 2959, HEC p.275.

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Abstract

Traditional organizational justice research has documented the impact (in)justice perceptions have on a host of

employees’ attitudes and behaviors. The present dissertation studied the forms and antecedents of the managers’ corrective

justice behaviors in four complementary ways.

In the first chapter, I investigated the antecedents of managers’ tendency not to use interactional justice behavior to

correct for unjust formal procedures and unfair reward allocations – a phenomenon referred to as the “Churchill effect”. An

experiment (n=118) showed that the more unjust the managers found a situation, the less likely were they to correct it using

informational justice. Moreover, the less assertive the managers, the less likely were they to correct the injustice using

interpersonal justice. In addition, managers’ identification with the organization related negatively to their interpersonal and

informational injustice behaviors and moderated the relationship between managers’ procedural justice judgments and their

informational justice behaviors. The results also showed that managers can use other corrective justice strategies in addition

to interpersonal and informational justice.

In chapter two, other corrective justice strategies were identified. An exploratory study (n=35) was conducted and

revealed a strategy to correct injustice at work that has received little research attention: a manager allocating extra benefits,

belonging to the company, and not for their formal or intended use, to restore justice “under the radar”. I labelled this strategy

an invisible remedies strategy and I named Robin Hoodism the managers’ use of it. In this second study the forms and

antecedents of this strategy were compared to those of other managerial corrective justice strategies.

In a third chapter, the organizational justice and sociological literatures relating to organizational theft were linked

in order to develop a conceptual model of Robin Hoodism. Research propositions were offered concerning the forms

invisible remedies might take in the workplace and the conditions under which managers are most likely to use them.

In the fourth and last chapter, preliminary empirical support was found for aspects of the proposed model, including

the importance of distributive and interpersonal injustice and of managers’ moral identity as predictors of the managers’

allocation of invisible remedies. Specifically, a scenario study (n=187), showed that a three way interaction between

distributive justice, interpersonal justice and managers moral identity predicted managers’ Robin Hoodism.

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