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In this article, the authors examine the relationship between an employer’s implementation of a typical dispute resolution system (DRS) and organizational justice, perceived compliance with the law, and organizational commitment. They draw on unique data from a single, geographically expansive, U.S. firm with more than 100,000 employees in more than 1,000 locations. Holding all time-constant, location-level variables in place, they find that the introduction of a DRS is associated with elevated perceptions of interactional justice but diminished perceptions of procedural justice. They also find no discernible effect on organizational commitment, but a significant boost to perceived legal compliance by the company. The authors draw on these findings to offer a “differential-effects” model for conceptualizing the relationship among organizational justice, perceived legal compliance, and the implementation of dispute resolution mechanisms.


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© Cornell University. Reprinted with permission. All rights reserved.

Suggested Citation
Eigen, Z. J., & Litwin, A. S. (2014). Justice or just between us? Empirical evidence of the trade-off between procedural and interactional justice in workplace dispute resolution [Electronic version]. Industrial & Labor Relations Review, 67(1), 171-201.