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The Robin Hood effect : Antecedents and consequences of managers using invisible remedies to correct workplace injustice
in Justice, Morality and Social Responsibility Information Age Publishing 2008 - 125-153 P.
Research suggests that supervisors often have discretion to allocate to their subordinates benefits including free time, personal use of equipment, extra training, or bonuses for uses other than those for which they were formally intended. I propose in this chapter that justice restoration is one motivation for such managerial behavior. Thus, allowing the employees to take company-owned time or items or to benefit from extra training or bonuses can be an invisible remedy endorsed by managers. I
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offer several research propositions concerning the different forms invisible remedies might take in the workplace and the conditions under which managers are most likely to use them. I then describe the impact of such behaviors, and I define the Robin Hood Effect as the impact that invisible remedies can have on employees' subsequent attitudes and behaviors. Finally I propose that invisible remedies can reduce the negative reactions resulting from distributive, procedural, and interactional injustices due to their ability to address employees' instrumental, relational, and moral motives. I conclude with managerial and theoretical implications.
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