When Unfair Communication Breeds Negativity: How Structure and Relationships Buffer Emotion

What is it about?

This study develops a model that explains how informational injustice—employees’ perceptions that management withholds or poorly communicates key decisions—leads to negative workplace emotions such as frustration, anger, and resentment. The model suggests that exclusion from important information flows generates emotional strain, reducing motivation and well-being. It positions these emotional reactions as the ultimate outcome of unfair communication and explores factors that may buffer or lessen this harmful process. The findings, based on UK employees, show that emotional harm from poor communication is not inevitable. Four contextual factors—two structural and two relational—act as buffers. Structurally, job influence (control and autonomy) and reward interdependence (shared outcomes and team incentives) lessen negative emotions by giving employees voice and shared goals. Relationally, trust and organizational commitment further reduce the emotional toll of informational injustice, as strong trust and attachment make employees more forgiving of fairness lapses. Together, these results show that organizations can mitigate the harm of communication breakdowns by building empowering structures and maintaining strong relationships. Fairness is not only about providing information—it is about ensuring that employees have the influence, mutual reliance, trust, and loyalty that transform potential anger into resilience.

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Photo by Tim Gouw on Unsplash

Photo by Tim Gouw on Unsplash

Why is it important?

This study is unique in demonstrating that employees’ emotional reactions to informational injustice are contingent upon both structural and relational elements of their work environment. By integrating these two dimensions, it moves beyond prior fairness research that focused narrowly on communication or leadership. The study advances understanding by showing that autonomy, collaboration, trust, and commitment together form an emotional buffer against perceived unfairness. It is timely as modern organizations increasingly depend on transparent communication and employee engagement to sustain morale in complex, hybrid, and interdependent workplaces. As employees demand greater clarity and participation, the findings highlight that fairness must be reinforced by systems that grant control and nurture positive work attitudes. The study offers practical guidance: empower teams, foster interdependence, and cultivate trust and long-term commitment to prevent emotional erosion when communication falters.