This paper serves to integrate social exchange with organisational justice and performance theory. Social exchange relationships are represented by employees’ perceptions of workplace inequity and evaluated using justice rules. Employees are expected to have in-role and extra-role behavioural responses and cognitive responses to inequity. It is theorised that behavioural and cognitive responses are moderated by the employee’s perceptions of organisational justice. Much employee performance, commitment, engagement, retention and turnover may be explained by this comprehensive model.
|Title of host publication||Managing our intellectual and social capital|
|Subtitle of host publication||proceedings of the 21st ANZAM Conference, 4-7 December 2007, Sofitel Wentworth, Sydney|
|Place of Publication||Canning Bridge, W.A.|
|Publisher||Australian and New Zealand Academy of Management|
|Number of pages||17|
|Publication status||Published - 2007|
|Event||Australian and New Zealand Academy of Management Conference (21st : 2007) - Sydney, Australia|
Duration: 4 Dec 2007 → 7 Dec 2007
|Conference||Australian and New Zealand Academy of Management Conference (21st : 2007)|
|Period||4/12/07 → 7/12/07|
- managerial thinking & cognition
- interpersonal behaviour
- change management
Jepsen, D. M., & Rodwell, J. J. (2007). A Comprehensive social exchange model of key employee outcomes using the psychological contract, organisational justice and organisational citizenship behaviour. In R. Chapman (Ed.), Managing our intellectual and social capital: proceedings of the 21st ANZAM Conference, 4-7 December 2007, Sofitel Wentworth, Sydney (pp. 2-18). Canning Bridge, W.A.: Australian and New Zealand Academy of Management.