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Abstract
In this thesis, I present three studies conducted in China that test the relationship between management (mis)treatment and employees responses, including employees resistance and performance. In the first study, I test whether management (mis)treatment is related to employees overt resistance based on two empirical cases. In the second and third studies, I examine in more detail how informational injustice and supervisor-employee relationships are related to employees covert resistance and employees performance, respectively. The second study, which includes two empirical cases, investigates different mechanisms that are thought likely to explain the relationship between interpersonal relations and employees covert resistance. The third study focuses on the boundary effect that weakens this relationship. Relevant hypotheses are tested across three empirical cases. A societal factor social distributive injustice (SDI) is introduced as an extension to management research, which typically only considers explanatory factors internal to the organisation. My results suggest that SDI weakens the effect of supervisors positive treatment of employees with regard to employee performance. Overall, my research highlights the relationships between perceived injustice by workers and both overt and covert resistance. In addition, SDI is shown to influence employee performance. Theoretical and practical implications of the results of this thesis are also discussed.