The relationship between organizational (in)justice, retaliation and faculty task performance
DOI:
https://doi.org/10.14392/asaa.2025180302Keywords:
Organizational (in)justice, Organizational retaliation, Task performance, Faculty, BrazilAbstract
Objective: This study aimed to analyze the relationship between organizational (in)justice, retaliation, and task performance among faculty at Brazilian public higher education institutions.
Method: This is a descriptive, survey-based study with a quantitative approach. Data were collected through a survey conducted with 125 faculty members from undergraduate business programs at Brazilian public higher education institutions. To analyze the relationships, the Partial Least Squares Structural Equation Modeling (PLS-SEM) technique was used.
Results: The results indicate a positive association between procedural (in)justice and the perception of retaliation, suggesting that faculty members perceive retaliatory actions in the face of unfair institutional procedures and policies. Moreover, interactional (in)justice was found to influence retaliatory judgments and attitudes, suggesting that unfair interpersonal treatment may lead to retaliatory judgments and behaviors. Although retaliatory behaviors may arise in response to perceived injustices, no influence of such behaviors on task performance was found.
Contributions: The study provides insights that support management practices such as performance evaluation, mechanisms for controlling actions, communication, and relationships with faculty members. These practices may help reduce conflicts and foster a fairer and more productive environment in Brazilian public higher education, ultimately aiming to improve faculty task performance. Considering the scarcity of studies on this relationship, the research highlights the importance of understanding how retaliation manifests in the academic environment and how organizational (in)justice may contribute to its emergence.
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