Regarding to variety of researches in fairness which methodologically is
from cross-sectional to empirical studies and disciplinary is from management (Greenberg 1990) and marketing (Sager, Yi, and Futrell 1998) to
social psychology (Deutsch 1985), there is a significant growth in the number
of researches on organizational fairness- a term which is used in the same meaning with justice in the organizational
literature, however it is not always used in the same meaning with inequality (Cohen, 2006, 444; Cohen-Charash
& Spector, 2001; cf. Segall, 2012) – since the past
decades (Colquitt, Greenberg,
& Zapata-Phelan, 2005; Greenberg 1990). Studies emphasize
that fairness is an important determinant of the organizational functioning
(e.g., Greenberg 1990; Sager 1991). For instance, Cohen-Charash and Spector (2001) and Cropanzano, Massaro & Becker, (2017) stated that organizational
injustice increases employees’ willingness to negative attitudes and maladaptive
behaviours (Cohen-Charash &
Spector, 2001; Cropanzano, Massaro & Becker, 2017).
Additional researches also indicate that individuals who experience injustice
are more motivated to punish wrongdoers or aid victims (e.g., Fassina et al. 2008; O’Reilly
& Aquino, 2011; Skarlicki & Ku- lik, 2005). In the opposite side, Cropanzano and Wright (2011) and Colquitt et al. (2001) stated that treating
fairly in organization could rise employees’ psychological health and
performance and reduce their stress. Likewise, meta-analytic reviews emphasize
on the strong positive relationship between perceptions of fairness and task
performance (Cohen- Charash & Spector, 2001; Colquitt, Conlon, Wesson,
Porter, & Ng, 2001). These findings reveal that
(un)fairness is an important factor which has numerous effects on both
individuals and organization performance. Therefore, in order to reach the
psychological and psychosocial health ideals in the organizations, managers should
take the incident of unfairness and its emotional, cognitive and behavioural outcomes
more consideration.

This study aims to test
whether making a situation for people to experience unfairness causes them to
more propensity to engage in unethical behaviour. I would like to test whether
activating motivations to regulate one’s emotion state such as anger causes
people to display patterns of self-control failure towards unethical
behavioural options (cf. Hofmann, Rauch, &
Gawronski, 2007). Importantly, I
will investigate whether this effect is moderated or mediated by participants’
judgments of feeling licensed to behave unethically and their moral
self-concept. Intention to behave unethically could be most pronounced for
people who have low moral identity (e.g. Aquino and Reed, 2002). Moreover, I
would like to investigate whether empathy to organization mediate the impact of
unfairness and anger on unethical behaviour.