| Anotace: |
The study is based on organizational justice theory. Although organizational justice theory is useful for explaining organizational behaviour, it has not focused on motivation, per se. In this study, the linkage between organizational justice and motivation is explored with the mediating effect of interpersonal communication in an organization (i.e., organizational communication). First, distributive justice theory is developed, and a new model is built in order to reveal the influences of cultural values on perceived organizational (in)justice. The new model of distributive justice spawns 8 different psychological states derived from perceived (in)justice. Second, the influences of individual dispositions (i.e., cultural values) and different facets of needs on motivational processes are discussed. Third, in terms of interactional justice theory, two different kinds of interpersonal communication strategies are proposed for evading injustice feelings and motivating workers with different cultural values. Interpersonal communication such as "voice", justification, accounts, adequate notice, which are key concepts in interactional justice theory, play an important role in manipulating perceived injustice and are useful for avoiding and mitigating individual´s injustice feelings. This is termed a supportive communication strategy. However, more proactive interpersonal communication is required in order to turn individuals´ (in)justice feelings into motivation. This is termed a persuasive communication strategy. Five persuasive communication strategies are presented.
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