1ThistableappearsinadiscussionofResultsandDiscussionplusConclusionsectionsinresearcharticlesonProsWrite.com.
RhetoricalMove1 Step TextfromSampleRA(Campbelletal.,2007)
Move1 Preparingthescene
Providebackgroundabouttheory/researchaims/methods
Toillustratehowrapportmanagementcanhelpusdeveloppropositionsabouttheorganizationaljusticenormsthatmaybeviolatedbymanagerswheninteractingwithsubordinates,wetakeacloselookatrepresentativenarrativesintheremainderofthissectionofthearticle.
Move2 Reportingtheresults
PresentfindingsIn9(8%)ofthe108narratives,likethefollowingone,wefoundviolationsofsocialidentityfacewants:
Narrative148:AtimewhenIfeelangryatworkismoreorlesseveryday.Theheadofmydepartmentthatironicallyknows
Move3 Commentingonresults
Step1A
InterpretfindingsOnceagain,weseethatalthoughcriticizingsubordinateperformancemaybeanecessaryevil,thewayinwhichmanagerscommunicatethatcriticismiskeytounderstandinginterpersonalinjustice.
Step1B
RefertopreviousresearchThemanagersinappropriateremarksaboutwomenpromotetheperceptionofinterpersonalinjusticerelatedtopropriety(Bies&Moag,1986).
Step2
CommentonexpectedorunexpectedfindingInterestingly,wefoundthatfiveoftheidentifiedsocialidentityfacewantsviolations(morethanhalf)cooccurredwithviolationsofqualityfacewants
Step3A
EvaluatefindingsDespiteourinabilitytodrawdefinitiveconclusionsabouttherelationshipbetweenrapportmanagementissuesandcategoriesofjustice,codersdididentifybothinjusticeandrapportmanagementviolationsin108(99%)ofthe109narrativesinvolvingasubordinatesangertowardamanager.
Step3B
AccountforfindingsfollowingProposition1alinkingthreatstoqualityfacewantstointerpersonalinjustice,wewouldliketoconcludethatinterpersonalinjusticeisalwayslinkedtofacethreats.However,afewnarrativeswerecodedpositivelyforinterpersonalinjusticeandnegativelyforthreats
Move4 Summarizingresults
Providesummaryweattemptedtodemonstratethevalueofrapportmanagementtheoryforexplicatingtherelationshipmaintenancebehaviorsthatarecrucialintheeffectiveperformanceofnecessaryevils(Molinsky&Margolis,2005).Bylinkingrapportmanagementandorganizationaljusticetheory,weadvancedeightpropositions
Move5 Evaluatingthestudy
Step1A
DescribelimitationsThereareseverallimitationstotheresearchwehavereportedinthisarticle.First,thenarrativesareretrospectiveaccountsofinteractionsbetweenthenarratorandhisorhermanager.
Step1B
ClaimcontributionofstudyWehopereaderswillagreethatrapportmanagementbehaviorappropriatelydescribestheinterpersonalnormsmanagersmuststrivetoupholdtoperformtheirorganizationalroleeffectivelywiththeirsubordinates.
Move6Makingdeductionsfromthestudy
RecommendfutureresearchdirectionsProposition1a:Managerswhothreatenasubordinatesqualityfacewantswillincreasesubordinateperceptionsofinterpersonalinjustice.
