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<p>In the era of teamwork, distributions of rewards and resources to <i>team</i>s—such as team bonuses, quotas for new hires and promotions, and allocations of VIP clients–are quite ubiquitous. However, extant research on workplace justice has predominantly focused on the perceived fairness of distributions to <i>individual employees</i> and their reciprocal responses. Much less attention has been devoted to the justice perception of distributions toward <i>teams</i> (i.e., between-team distributive justice), especially how such perceptions shape team members’ attitudes and behaviors within their team. Drawing upon social identity theory, we propose that individual employees’ perception of <i>between-team</i> distributive justice could impact their team identification, which subsequently influences their within-team helping behaviors. Furthermore, the perception of <i>within-team</i> distributive justice moderates the aforementioned relationships, such that when within-team distributive justice perception is high rather than low, the effects of between-team distributive justice perception on team identification and the subsequent within-team helping behavior are stronger. Results from a vignette-based experiment and a time-lagged field survey both support our hypotheses. Theoretical contributions and practical implications are discussed.</p>

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It is Not Only How I am Treated, But Also How My Team is Treated That Matters: Effects of Both Between- and Within-Team Distributive Justice on Employee Within-Team Helping Behavior

  • 期刊论文

  • 发表日期：

    2025年7月14日

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  • Fan Yang,
  • Run Ren,
  • Xiuli Sun

摘要

In the era of teamwork, distributions of rewards and resources to teams—such as team bonuses, quotas for new hires and promotions, and allocations of VIP clients–are quite ubiquitous. However, extant research on workplace justice has predominantly focused on the perceived fairness of distributions to individual employees and their reciprocal responses. Much less attention has been devoted to the justice perception of distributions toward teams (i.e., between-team distributive justice), especially how such perceptions shape team members’ attitudes and behaviors within their team. Drawing upon social identity theory, we propose that individual employees’ perception of between-team distributive justice could impact their team identification, which subsequently influences their within-team helping behaviors. Furthermore, the perception of within-team distributive justice moderates the aforementioned relationships, such that when within-team distributive justice perception is high rather than low, the effects of between-team distributive justice perception on team identification and the subsequent within-team helping behavior are stronger. Results from a vignette-based experiment and a time-lagged field survey both support our hypotheses. Theoretical contributions and practical implications are discussed.