Organizational Dissent as a Function of Organizational Justice

This study examined the relationships between perceptions of organizational justice and enacting organizational dissent. Participants were 107 full-time employees working in various organizations. Results indicated that employee perceptions of distributive and interpersonal justice negatively predicted latent dissent, while perceptions of informational justice positively predicted latent dissent. Perceptions of interpersonal justice were the strongest predictor of latent dissent. Perceptions of justice were not related to articulated or displaced dissent. Future research should continue to explore triggering agents of dissent in organizations. Keywords: DisagreementFairnessOrganizational DissentOrganizational Justice This manuscript is based on research conducted by the first and third authors in fulfillment of a graduate level course at West Virginia University, under the direction of the second author. An earlier version of this manuscript was presented at the annual meeting of the Eastern Communication Association held in Providence, RI, April, 2007. Notes ∗p < .01, α refers to scale reliabilities assessed via Cronbach's alpha. ∗p < .003. Note. Participant sex was coded as 1 = Male, 2 = Female. The statistics are for the model containing all the predictor variables. Additional informationNotes on contributorsAlan K. Goodboy Alan K. Goodboy (PhD, West Virginia University, 2007) is an assistant professor in the Department of Communication Studies and Theatre Arts at Bloomsburg University. Rebecca M. Chory Rebecca M. Chory (PhD, Michigan State University, 2000) is an associate professor in the Department of Communication Studies at West Virginia University. Katie Neary Dunleavy Katie Neary Dunleavy (PhD, West Virginia University, 2007) is an assistant professor in the Communication Department at LaSalle University.