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Pourquoi les managers ajoutent-ils de l'injustice à l'injustice ?. Les antécédents de l'effet Churchill

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  • Thierry Nadisic

Abstract

Employees? cooperative and antagonistic behaviors at work relate strongly to their perceptions of interactional justice, both interpersonal (treatment with politeness, respect, and compassion) and informational (adequate, timely, and personalized explanations). Given the positive effects of interactional justice, it is puzzling that managers often, when they have to announce a decision that they know will have a negative and/or unfair impact on their subordinates, distance themselves and act in interactionally unjust ways. This article explores several facets of the Churchill Effect, as this phenomenon is referred to.

Suggested Citation

  • Thierry Nadisic, 2008. "Pourquoi les managers ajoutent-ils de l'injustice à l'injustice ?. Les antécédents de l'effet Churchill," Revue française de gestion, Lavoisier, vol. 0(3), pages 221-250.
    • Handle: RePEc:cai:rfglav:rfg_183_0221
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