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.