Please use this identifier to cite or link to this item: http://hdl.handle.net/10553/43633
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dc.contributor.authorZoghbi Manrique Lara, Pabloen_US
dc.contributor.otherZoghbi-Manrique-de-Lara, Pablo-
dc.contributor.otherZoghbi-Manrique-de-Lara, Pablo-
dc.date.accessioned2018-11-21T16:41:25Z-
dc.date.available2018-11-21T16:41:25Z-
dc.date.issued2011en_US
dc.identifier.issn0263-2373en_US
dc.identifier.urihttp://hdl.handle.net/10553/43633-
dc.description.abstractMore is known about the widespread use of monitoring and sanctioning systems than about the reasons and conditions under which these systems ultimately work. Drawing on prior research on the effectiveness of different amounts of monitoring and punishment, this study follows a justice-based approach and suggests that (a) the relationships already found in the literature from monitoring and punishment threats to both employee deviance and procedural justice (PJ) should be modeled as curvilinear, and (b) that procedural justice (PJ) mediates these relationships. The paper then used hierarchical multiple regressions to test these predictions. Results supported both monitoring and punishment nonlinear effects on deviance, and procedural justice (PJ) was shown to be a full mediator of - i.e., it was able to explain - the effects of monitoring and punishment threats on employee deviance. Findings generally suggest that punishment mainly, but also monitoring to a large extent, work better when used in proper doses, i.e., those producing greater perceptions of procedural justice.en_US
dc.languageengen_US
dc.publisher0263-2373
dc.relation.ispartofEuropean Management Journalen_US
dc.sourceEuropean Management Journal[ISSN 0263-2373],v. 29, p. 272-282en_US
dc.subject531104 Organización de recursos humanosen_US
dc.subject.otherRecursos humanosen_US
dc.titlePredicting nonlinear effects of monitoring and punishment on employee deviance: the role of procedural justiceen_US
dc.typeinfo:eu-repo/semantics/Articleen_US
dc.typeArticleen_US
dc.identifier.doi10.1016/j.emj.2011.03.003
dc.identifier.scopus79960239857-
dc.identifier.isi000294106400003-
dcterms.isPartOfEuropean Management Journal
dcterms.sourceEuropean Management Journal[ISSN 0263-2373],v. 29 (4), p. 272-282
dc.contributor.authorscopusid23483233800-
dc.description.lastpage282-
dc.description.firstpage272-
dc.relation.volume29-
dc.investigacionCiencias Sociales y Jurídicasen_US
dc.type2Artículoen_US
dc.identifier.wosWOS:000294106400003-
dc.contributor.daisngid1723135-
dc.identifier.investigatorRIDC-6039-2011-
dc.identifier.investigatorRIDNo ID-
dc.utils.revisionen_US
dc.contributor.wosstandardWOS:Zoghbi-Manrique-de-Lara, P
dc.date.coverdateAgosto 2011
dc.identifier.ulpgces
dc.description.sjr0,812
dc.description.jcr0,795
dc.description.sjrqQ1
dc.description.jcrqQ3
dc.description.ssciSSCI
dc.description.erihplusERIH PLUS
item.fulltextSin texto completo-
item.grantfulltextnone-
crisitem.author.deptGIR TIDES: Economía, medioambiente, sostenibilidad y turismo-
crisitem.author.deptIU de Turismo y Desarrollo Económico Sostenible-
crisitem.author.orcid0000-0001-8056-0988-
crisitem.author.parentorgIU de Turismo y Desarrollo Económico Sostenible-
crisitem.author.fullNameZoghbi Manrique Lara,Pablo-
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