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Distributive justice, job stress, and turnover intention: Cross-level effects of empowerment climate in work groups

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dc.contributor.authorChoi, Byoung Kwon-
dc.contributor.authorMoon, Hyoung Koo-
dc.contributor.authorNae, Eun Young-
dc.contributor.authorKo, Wook-
dc.date.accessioned2021-09-06T01:55:33Z-
dc.date.available2021-09-06T01:55:33Z-
dc.date.created2021-06-18-
dc.date.issued2013-05-
dc.identifier.issn1833-3672-
dc.identifier.urihttps://scholar.korea.ac.kr/handle/2021.sw.korea/103317-
dc.description.abstractThis paper, with its multilevel design including 90 work groups in South Korea, proposes and examines how distributive justice relates to job stress, and thus leading to turnover intention at the individual level, and how this relationship is affected by empowerment climate at the group level. The results of hierarchical linear modeling show that employees' perception of distributive justice was negatively related to job stress. We also find that job stress partially mediated the influence of distributive justice on turnover intention. In addition, at the work group level, the empowerment climate decreased employees' job stress, and the negative relationship between distributive justice and job stress at the individual level was moderated by the empowerment climate. The theoretical and practical implications are discussed.-
dc.languageEnglish-
dc.language.isoen-
dc.publisherCAMBRIDGE UNIV PRESS-
dc.subjectORGANIZATIONAL JUSTICE-
dc.subjectPSYCHOLOGICAL EMPOWERMENT-
dc.subjectSOCIAL-EXCHANGE-
dc.subjectUNCERTAINTY MANAGEMENT-
dc.subjectCITIZENSHIP BEHAVIOR-
dc.subjectINTEGRATING JUSTICE-
dc.subjectMEDIATING ROLE-
dc.subjectFAIRNESS-
dc.subjectOUTCOMES-
dc.subjectPERFORMANCE-
dc.titleDistributive justice, job stress, and turnover intention: Cross-level effects of empowerment climate in work groups-
dc.typeArticle-
dc.contributor.affiliatedAuthorMoon, Hyoung Koo-
dc.identifier.doi10.1017/jmo.2013.35-
dc.identifier.scopusid2-s2.0-84915764504-
dc.identifier.wosid000341630100003-
dc.identifier.bibliographicCitationJOURNAL OF MANAGEMENT & ORGANIZATION, v.19, no.3, pp.279 - 296-
dc.relation.isPartOfJOURNAL OF MANAGEMENT & ORGANIZATION-
dc.citation.titleJOURNAL OF MANAGEMENT & ORGANIZATION-
dc.citation.volume19-
dc.citation.number3-
dc.citation.startPage279-
dc.citation.endPage296-
dc.type.rimsART-
dc.type.docTypeArticle-
dc.description.journalClass1-
dc.description.journalRegisteredClassssci-
dc.description.journalRegisteredClassscopus-
dc.relation.journalResearchAreaBusiness & Economics-
dc.relation.journalWebOfScienceCategoryManagement-
dc.subject.keywordPlusORGANIZATIONAL JUSTICE-
dc.subject.keywordPlusPSYCHOLOGICAL EMPOWERMENT-
dc.subject.keywordPlusSOCIAL-EXCHANGE-
dc.subject.keywordPlusUNCERTAINTY MANAGEMENT-
dc.subject.keywordPlusCITIZENSHIP BEHAVIOR-
dc.subject.keywordPlusINTEGRATING JUSTICE-
dc.subject.keywordPlusMEDIATING ROLE-
dc.subject.keywordPlusFAIRNESS-
dc.subject.keywordPlusOUTCOMES-
dc.subject.keywordPlusPERFORMANCE-
dc.subject.keywordAuthordistributive justice-
dc.subject.keywordAuthorjob stress-
dc.subject.keywordAuthorturnover intention-
dc.subject.keywordAuthorempowerment climate-
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