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Team justice climate refers to group-level perceptions of fairness that teammates display toward one another. Despite its potential to promote performance, available empirical evidence is inconsistent and has remained in conceptual isolation from research on organizational climate and team-based models for analyzing group effectiveness. Hence, important questions have languished without an answer. First, organizational climate research suggests that climate strength, the extent to which team members share consensus as to their treatment, could moderate the effect of climate level, at least in some circumstances. If this is so, prior team justice research is misleading, given that climate strength has yet to be taken into account. Therefore, we examine whether the level (or amount) of team justice will have a greater effect on team performance to the extent that the climate is also strong. Second, despite the relevance of team inputs to better understand team processes, very little is known about the antecedents of team justice climate level and strength. This could be problematic as research on team effectiveness suggests that team faultlines, hypothetical dividing lines that may split a team into homogenous subgroups, can alter group processes and performance. Based on this research, we argue that demographic faultlines predict not only the climate level of team justice but also its strength. Two independent studies with teams from the healthcare industry showed that faultlines reduce the strength, but not the level, of team justice climate. These faultlines, in turn, lower the extent to which climate level translates into effective performance.

"I recently heard a fascinating talk by a senior astronomer about the roller-coaster, decadelong journey to get a new telescope into orbit. I was struck by the amount of emotion imbued in the description of an exact scientist's work. Telescopes were described as "awesome" (positive emotion?). The importance of teamwork and perseverance in overcoming constant challenges was highlighted. The work was labelled as achievable only by people thriving under stress. Work performance is sometimes hampered by frustrations. Teamwork and perseverance are key to overcoming challenges. And on it goes. Many of the elements of emotion described in this volume, were echoed in the astronomer's description of a "highly technical" pursuit. This should not be surprising. Emotion is integral in any type of work, which is why the research on emotion at work discussed in the different chapters of this book, is so important"--

Are you struggling to improve a hostile or uncomfortable environment at work, or interested in how such tension can arise? Experts in organizational psychology, management science, social psychology, and communication science show you how to implement interventions and programs to manage workplace emotion. The connection between workplace affect and relevant challenges in our society, such as diversity and technological changes, is undeniable; thus learning to harness that knowledge can revolutionize your performance in tackling workday issues. Applying major theoretical perspectives and research methodologies, this book outlines the concepts of display rules, emotional labor, work motivation, well-being, and discrete emotions. Understanding these ideas will show you how affect can promote team effectiveness, leadership, and conflict resolution. If you require a foundation for understanding workplace affect or a springboard into deeper, more interdisciplinary research, this book presents an integrative approach that is indispensable.

Abstract. Our main goal was to test the moderating role of customer complaints ("presence" vs. "absence") in the links from extra-role customer service (ERCS) to customer satisfaction. To this end, we conducted two independent survey studies in two service settings: hotels and service-centers for individuals with intellectual disability. A total of 571 hotel customers and 876 legal guardians of individuals with intellectual disability participated in the studies. We found that the magnitude of the relationship between ERCS and customer satisfaction was higher for presence of complaints than for absence in both service settings. Results are discussed in terms of compensation-seeking, reciprocity, generous behavior, and characteristics of service encounters between employees and customers.