When we view someone's behavior as unfair or unjust, how does that change how we view them and interact with them?
My research program examines how social perceptions and judgments of others shape how individuals navigate interpersonal relationships at work.
I develop and test theory using a range of methodologies – including experimental vignettes, behavioral economics games, recall studies, and field studies.
A central objective of my research program is to deepen the current understanding of the relational processes that contribute to – and unfold as a result of –interpersonal injustice.
My primary stream of research examines how third-party observers respond to interpersonal injustice at work. Beyond punishment, what other responses might third parties have, and how might organizational factors shape those responses? Further, how do third parties' responses influence other members of the organization?
Related Research:
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Third-party forgiveness in organizations (under review, JAP)
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Expanding deontic justice (in prep for AMR)
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Victim perceptions of third-party forgiveness (in prep for AMJ)
*University of Utah CGS/ProQuest Distinguished Dissertation Award & National competition nominee
How do third-party observers respond to witnessed injustice at work?
How do we judge others' moral character based on their values-based behavior?
Related Research:
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The desire to avoid harmful lies leads to moral preferences for unconditional honesty. (published, JEP:G)
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Forgiving Leaders (data collection)
*Marjorie & Daniel Druckman Research Fellowship Honorable Mention
In a second stream of research, I examine how observers judge others’ values-based behavior, like honesty and forgiveness. Understanding observers’ judgments reveal
the nuances of prosocial and ethical behavior, which may ultimately be used to help minimize interpersonal conflict.
What can organizations do to increase ethical and prosocial behavior?
My third stream of research looks at organizational interventions aimed at increasing ethical or prosocial behavior at work. Some interventions I've studied include ways to increase allyship behavior or decrease contempt in conversation. Another project looks at how accountability might increase lying behavior among employees.
Related Research:
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Organization-level Inclusion Signals (under review, JBE)
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Cover-up Lies (writing, Target: OBHDP)
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Dignity Intervention to Reduce Workplace Polarization. (data collection)
Jensen, S. L., Levine, E. E., White, M. W., & Huppert, E. (2024). Lying is sometimes ethical, but honesty is the best policy: The desire to avoid harmful lies leads to moral preferences for unconditional honesty. Journal of Experimental Psychology: General, 153(1), 122.
Atari, M., Jensen, S. L., Figueroa, A., & Graham, J. (2025). Morality. In C. Stern (Ed.), Handbook of experimental social psychology (pp. 59–77). Edward Elgar Publishing. https://doi.org/10.4337/9781035310661.00010