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The aim of this study is to conceptualize and empirically validate the "perceived fairness in the context of collective bargaining", which refers to employees' justice perceptions formed during the collective bargaining process. Using confirmatory factor analyses (CFA) and hierarchical regressions, we find support for discriminant, convergent, and predictive validity. Overall, the results show that this concept includes eight distinct dimensions, combining the two sources of (in)justice (employer and union) and the four types of justice perceptions: procedural, distributive, relational (interpersonal) and informational justice. Employees clearly distinguish eight justice dimensions, which have a differential effect on their attitudes: trust in the employer and satisfaction with the union. Adding to the structural model (Leventhal, 1980) and the process control model (Thibaut and Walker, 1975), this study highlights new bases of justice: usefulness and profitability (cost-benefits ratio).
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Objective indicators, such as minority hiring rates or number of complaints, often fail to fully represent actual discrimination in hiring processes, particularly against racial and ethnic minorities (McGonagle et al., 2016). Despite legal efforts in Quebec to increase employment of minorities, their ongoing underrepresentation points to the need to examine discrimination in terms of perceived experiences. In line with Anderson (2011), we investigated perceived discrimination in hiring (PDH), its predictors and its effect on the intention to file a discrimination complaint, rather than solely considering actual complaints. Using a quasi-experimental design, we simulated a fictitious hiring process with 361 students from French-speaking Canadian universities. First, we confirmed the three dimensions of the recently developed PDH scale: differential treatment; breach of psychological contract; and non-competency-based assessment (Haeck-Pelletier, 2022). Second, using structural equation modelling (SEM), we found mediation effects: PDH scores were higher across all dimensions when a candidate belonged to a minority group, received a negative hiring decision or did not receive feedback on test results. However, only differential treatment predicted a candidate’s intention to file a complaint. In addition to this first empirical test of Anderson’s model, the results suggest that organizations should address perceptions of unfair treatment due to minority group membership by identifying and modifying the practices that contribute to them. The eventual outcome would be a more representative workforce.
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