Journal articles on the topic 'Organizational Justice (Distributive'
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1
Zainal, Haznil. "THE EFFECT OF TRANSFORMATIONAL LEADERSHIP AND ORGANIZATIONAL CULTURE ON EMPLOYEE PERFORMANCE PT TELKOM RIAU DARATAN (Survey of PT Telkom Riau Mainland offices)." Jurnal Apresiasi Ekonomi 7, no. 1 (January 31, 2019): 79–89. http://dx.doi.org/10.31846/jae.v7i1.198.
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The importance of organizational behavior (OCB) to achieve organizational effectiveness has long been recognized by practice managers. Some recent research in this area highlights the importance of OCB for almost all organizational forms and notes that OCB can improve organizational effectiveness in many ways. Over the past decade, organizational justice and trust in organizations have been the concern of scientists and practitioners of organizational studies, particularly with regard to their impact on organizational effectiveness and employees' desire to cooperate and be productive in the organization. However, some researchers in organizational studies have differences in researching organizational justice and organizational beliefs. With regard to organizational justice, some empirical studies address only one or two dimensions of organizational justice, while other empirical studies address the overall (three) dimensions of organizational justice such as distributive justice, procedural jus- tice, and interactional justice. For some of these reasons, research relating to the three dimensions of organizational justice (distributive justice, procedural jus- tice, and interactional justice) and organizational trust is still needed. Research that discusses the impact of organizational justice on the organizational beliefs of non-Western countries especially in Indonesia is still rarely found in scientific publications. Given that there is a knowledge gap (scientific publication) in the study of organization and human resource management on the subject, this study tries to prove whether the organizational justice dimension consisting of distributive justice, procedural jusctice, and interactional justice influence the level of employee trust in the organization especially at the College of Economic Sciences in Pekanbaru City, Riau, Indonesia.
Keywords: Distributive Justice, Procedural Justice, Interactional Justice, OCB, Organizationa Trust
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Roch, Sylvia G., and Linda R. Shanock. "Organizational Justice in an Exchange Framework: Clarifying Organizational Justice Distinctions." Journal of Management 32, no. 2 (April 2006): 299–322. http://dx.doi.org/10.1177/0149206305280115.
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The authors used exchange theory to clarify distinctions between organizational justice types and considered the implications of recent conceptual developments regarding justice associated with interpersonal treatment (interactional justice) and the inclusion of justice associated with outcomes (distributive justice) for an exchange model of justice. Using two samples (401 part-time and 272 full-time employees), they found unique relationships of interactional justice and justice concerning informational adequacy with supervisor relationship quality, justice concerning procedures with organizational support, and distributive justice with pay satisfaction. Also, an updated measure of interactional justice appears to capture more of the interpersonal fairness domain than the current measure.
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Mardiyanti, Ira, and Suharnomo Suharnomo. "The moderating role of organizational culture on the effect of organizational justice on organizational citizenship behavior." Diponegoro International Journal of Business 1, no. 1 (April 23, 2018): 49. http://dx.doi.org/10.14710/dijb.1.1.2018.49-54.
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The main objective of this study is to examine the effect of distributive justice and procedural justice on organizational citizenship behavior (OCB) with organizational culture as a moderating variable. The data in this study were collected from questionnaires distributed to 94 permanent employees of PT Telekomunikasi Indonesia (Telkom) Tbk. Regional Division IV. Hypotheses testing shows that distributive and procedural justice positively affects OCB. Organizational culture is also found to be the moderator on the effect of procedural justice on OCB. However, our prediction that organizational culture could be the moderator on the effect of distributive justice on OCB is not supported. Further results and discussion are explained.
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Salam, Ahmed. "Organizational justice as a predictor of organizational citizenship behaviour." International Business Education Journal 13 (October 13, 2020): 29–42. http://dx.doi.org/10.37134/ibej.vol13.sp.3.2020.
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Organizational Justice essential factor could increase the organizational citizenship behaviours among employees in the workplace. This study aims to examine the impact of organizational justice on organizational citizenship behaviours among nurses. The study employed a quantitative method to examine the impact of organizational justice on organizational citizenship behaviours among nurses. The study conducted in Heet General Hospital and the questionnaire tool's used to collect the data. However, the questionnaires consist of three main elements of organizational justice (distributive, interactional and procedural justice) and the organizational citizenship behaviour items. The data is analyzed by Smart PLS. The result indicated that the distributive and interactional justice have a positive and significant impact on organizational citizenship behaviours among nurses. In contrast, procedural justice has no significant impact on organizational citizenship behaviours among nurses. Distributive justice predicted organizational citizenship behaviours more than interactional justice. The study contributed to enrich the body of literature, which is suffering the lack of study among nurses.
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Kurniasyari, Ikka, and Didik Subiyanto. "Pengaruh Keadilan Distributif, Keadilan Prosedural, Dan Kepuasan Kerja Terhadap Komitmen Organisasi." JPEK (Jurnal Pendidikan Ekonomi dan Kewirausahaan) 5, no. 2 (May 21, 2022): 453–67. http://dx.doi.org/10.29408/jpek.v5i2.3672.
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The purpose of this study was to determine the effect of distributive justice on organizational commitment. Knowing the effect of procedural justice on organizational commitment. Knowing the effect of job satisfaction on organizational commitment. Knowing distributive justice, procedural justice and job satisfaction have a simultaneous effect on organizational commitment. The population of this study were all employees of Indigo Batik Yogyakarta totaling 40 employees. The research sample of Indigo Batik Yogyakarta employees is where the entire population is sampled, so the sampling technique is the census method. Sample data was collected by distributing questionnaires. The number of questionnaire data that was processed was 40 questionnaires. Data processing in this study using multiple linear regression analysis techniques, assisted by the SPSS version 23.0 program. The results of this study indicate that distributional justice has a positive and significant effect on job satisfaction. Procedural Justice has a positive and significant effect on job satisfaction. Distribution justice has a positive and significant effect on organizational commitment. Procedural justice has a positive and significant effect on organizational commitment. Job satisfaction has a positive and significant effect on organizational commitment. Job satisfaction is able to mediate the effect of Distribution Justice on Organizational Commitment. Job satisfaction is able to mediate the effect of Procedural Justice on Organizational Commitment.
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Nan, Dr Jia, and Professor Dr Mohamad Hisyam Selama. "The impact of organizational justice practices on employee organizational cynicism in Chinese banking industry." 13th GLOBAL CONFERENCE ON BUSINESS AND SOCIAL SCIENCES 13, no. 1 (June 16, 2022): 1. http://dx.doi.org/10.35609/gcbssproceeding.2022.1(42).
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This study examined the specific organizational justice affecting organizational cynicism through perceived organizational support. The studied organizational justice was distributive justice, procedural justice, and interactional justice. Perceived organizational support was treated as the mediating variable in this study. This study used cross-sectional data to verify the conceptual framework and hypotheses. The qualified cases used for analysis were 305 through a two-stage cluster sampling strategy. The data analysis results showed that perceived organizational support could significantly reduce the organizational cynicism of banking employees. In terms of specific organizational justice, all dimensions of organizational justice could affect organizational cynicism of bank employees, with distributive justice having the most significant impact, followed by interactional justice and procedural justice. At the same time, the results also showed that perceived organizational support mediated the relationship between organizational justice and reduced organizational cynicism. This finding is consistent with previous studies in other industries. Therefore, specific organizational justice will produce the same conclusions in different industries and cultural backgrounds. The practical significance of this study lies in exploring and validating effective practices for reducing cynicism in the Chinese context, such as strengthening distributive justice, which can minimize employees' negative work attitudes, and ultimately improve individual and organizational performance. Keywords: organizational cynicism, perceived organizational support, organizational justice, distributive justice, procedural justice, interactional justice, banking industry
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Zarish, Hafiza Munam, Muhammad Zulqarnain, and Khalil Ur Rehman. "Impact of Organizational Justice on Organizational Commitment." Research Journal for Societal Issues 2, no. 1 (December 31, 2020): 46–61. http://dx.doi.org/10.56976/rjsi.v2i1.8.
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The purpose of the current study is to explore the relationship between organizational commitment and organizational justice in the banking sector of Lahore. Organizational commitment has been found to be a serious problem these days for all organizations. This research concentrated on organizational commitment and organizational justice and its 4 dimensions used as predictors of organizational commitment. The banking sector chose to conduct this current study. Because banking sector is considered one of the extremely stressful sectors in Pakistan and it has a great contribution to the economy. A simple random sampling technique was applied to choose 300 respondents from 28 banks situated in Lahore (Pakistan). 270 fully completed questionnaires were used in the final analysis. Multiple linear regressions were applied through SPSS to test the hypotheses. The result of the current study showed that there was a positive strong impact of organizational justice on organizational commitment. But the relationship of procedural justice, distributive justice, informational justice, and interpersonal justice with organizational commitment gave dynamic results. Procedural justice and distributive justice have an insignificant effect on organizational commitment on the other hand informational justice and interpersonal justice have a significant positive influence on organizational commitment, however, informational justice is found a good predictor of organizational commitment as compared to interpersonal justice.
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Hisyam Selamat, Mohamad, and Guo Wan Ran. "The Mediating effect of Organizational Citizenship Behavior on the Organizational Justice and Organizational Performance in Small and Medium-Sized Enterprise of China." International Journal of Business and Management 14, no. 9 (August 26, 2019): 173. http://dx.doi.org/10.5539/ijbm.v14n9p173.
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This study examined the factors that influencing small and medium-sized enterprise (SMEs)’ performances with the mediating effect of organizational citizenship behavior in China. Its purpose is to motivate and improve the small and medium-sized enterprise’ performance. The examined factors were distributive justice, procedural justice, interactional justice. This study uses cross-sectional survey to verify the theoretical framework. The survey data in this study were collected from 251 employees of SMEs in China.The study result shows that distributive justice, interactional justice had significant influence on the organizational performance; distributive justice, procedural justice, interactional justice had significant influence on the organizational citizenship behavior; Meanwhile, procedural justice can influence organizational performance through the meditating role of organizational citizenship behavior. The results of this study could provide a development strategy for SMEs in China through the relationship organizational justice and organizational performance.
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Ghosh, Piyali, Alka Rai, and Apsha Sinha. "Organizational justice and employee engagement." Personnel Review 43, no. 4 (May 27, 2014): 628–52. http://dx.doi.org/10.1108/pr-08-2013-0148.
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Purpose – The purpose of this paper is to explore whether perceptions of distributive, procedural and interactional justice are related to employee engagement, as an extension of the antecedents-consequences model of Saks (2006), and to examine the possibility of inter-relationships between these three dimensions of justice. Design/methodology/approach – A survey of 210 employees of public sector banks in India covered measures of job and organization engagement (OE) proposed by Saks (2006) and the scale on distributive, procedural and interactional justice developed by Niehoff and Moorman (1993). The relationships between justice perceptions and engagement were analysed using correlations and hierarchical regression analysis. Findings – Results show that distributive, procedural and interactional are inter-related with each other. Further, distributive and interactional justice take precedence over procedural justice in determining job engagement, while distributive justice plays the most important role in determining OE, followed by procedural and interactional justice. Practical implications – By highlighting the inter-relationships among the three dimensions of justice, this study offers useful insights into the underlying processes through which job and OE can be improved through these inter-relationships. Findings also highlight the application of concepts like relative deprivation in Indian public sector banks to increase the engagement levels of their employees. Originality/value – This paper adds to the very small number of studies that have investigated the role of interactional justice in enhancing job and OEs. It has also established inter-relationships between the three dimensions of organizational justice and their individual roles in determining job and OEs.
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Ardana, Alin, and Dian Ekowati. "Organizational Citizenship Behavior Ditinjau dari Organizational Justice dan Job Satisfaction." PERWIRA - Jurnal Pendidikan Kewirausahaan Indonesia 5, no. 2 (November 21, 2022): 89–107. http://dx.doi.org/10.21632/perwira.5.2.89-107.
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Anteraja is one of the express logistics companies, which already has of ± 400,000 branches throughout Indonesia. And has more than 500,000 packages in a day. The phenomenon raised in this study is about organizational citizenship behavior in Anteraja can be perceived by the level of organizational justice received by individual. This study aims to analyze the effect of organizational justice (distributive, procedural, and interactional) on organizational citizenship behavior by looking at the mediating role of job satisfaction. This study used a sample of 232 Anteraja employees in Jakarta Head Office. Statistical testing in this study using the help of software SmartPLS 3 version 3.2.9. The results in this study are quite interesting that one form of organizational justice, specifically distributive justice, has no significant effect on job satisfaction. In addition, it was also found that job satisfaction did not mediate the effect of distributive justice on organizational citizenship behavior.
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Lambert, Eric G., Linda D. Keena, Stacy H. Haynes, David May, Rosemary Ricciardelli, and Matthew Leone. "Testing a Path Model of Organizational Justice and Correctional Staff Job Stress Among Southern Correctional Staff." Criminal Justice and Behavior 46, no. 10 (April 18, 2019): 1367–84. http://dx.doi.org/10.1177/0093854819843336.
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Job stress has many negative effects on correctional staff. We proposed and tested a path model of transactional, procedural, and distributive justice’s direct and indirect effects on the job stress of 322 surveyed correctional staff, including 219 correctional officers, at a maximum security Southern prison. Findings indicated that procedural, distributive, and transactional justice affected job stress. Specifically, the proposed path model was supported, such that procedural justice had an indirect effect on job stress through distributive justice, and transactional and distributive justice had direct, negative effects on job stress. Transactional justice also had indirect effects on job stress through procedural and distributive justice. Taken together, the results suggest that organizational justice plays an important role in reducing correctional staff job stress.
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Suhartini and Amanto Sulaya. "THE ROLE OF ORGANIZATIONAL COMMITMENT IN MODERATING THE INFLUENCE OF PROCEDURAL JUSTICE, DISTRIBUTIVE JUSTICE, INTERACTIONAL JUSTICE ON ORGANIZATIONAL CITIZENSHIP BEHAVIOR." IJAB : Indonesian Journal of Accounting and Business 1, no. 1 (November 11, 2019): 29–42. http://dx.doi.org/10.33019/accounting.v1i1.3.
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This research aims to determine the influence of procedural justice, distributive justice and interactional justice on Organizational Citizenship Behavior (OCB) with organizational commitment as an intervening variable. Respondents in this research were 98 employees of Bank MandiriDiponegoro Yogyakarta with a work period of more than one year. The data collection method uses a questionnaire, which is measured using a Likert scale. The analytical method uses regression analysis and path analysis. The result of this research indicate that firstly, procedural justice, distributive justice, and interactional justice have a significant influence on organizational commitment, simultaneously. Secondly, procedural justice and distributive justice have a significant influence on OCB, partially. Thirdly, interactional justice does not have a significant influence on OCB partially. Fourthly, procedural justice, distributive justice, and interactional justice have a significant influence on OCB, partially and simultaneously. Fifthly, organizational commitment has a significant influence on OCB. Sixthly, the direct influence (the influence of procedural justice, distributive justice and interactional justice on OCB) is greater than the indirect influence (the influence of procedural justice, distributive justice, and interactional justice on OCB through organizational commitment). The result of this research can be used as a reference for Bank Mandiri in creating and improving OCB. This can be realized by providing fair procedures, improving the benefits system, and increasing interaction between employees for the better.
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Moon, Kuk-Kyoung. "Fairness at the Organizational Level: Examining the Effect of Organizational Justice Climate on Collective Turnover Rates and Organizational Performance." Public Personnel Management 46, no. 2 (April 3, 2017): 118–43. http://dx.doi.org/10.1177/0091026017702610.
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In the continuing quest to understand public employees’ reactions to fair (or unfair) treatment in the workplace, perceived organizational justice has been conceptualized primarily as an individual-level phenomenon. Although individuals create collective perceptions of the fair treatment of their work unit as a whole, little attention has been paid to consequences of justice climate at the organizational level. Using panel data from the U.S. federal government, this study seeks to fill this gap by examining the effect of four dimensions of organizational justice climate—distributive, procedural, informational, and interpersonal—on collective turnover rates and organizational performance. The findings show the negative association of distributive and interpersonal justice climates with turnover rates and the positive association of distributive, procedural, and interpersonal justice climates with organizational performance. Moreover, further analysis confirms that each dimension of justice climate has relative influence on both outcomes. Implications and contributions of these results for public administration theory and practice are discussed.
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Anip Bustaman1, Hasnun, and Abdul Malek A. Tambi. "Organizational Justice from the Perspective of Potential Applicants." International Journal of Engineering & Technology 7, no. 4.34 (December 13, 2018): 153. http://dx.doi.org/10.14419/ijet.v7i4.34.23849.
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This paper reviews the recent advancement of organizational justice influencing the people from outside organizations, which has been gaining keen attention from scholars lately. Precisely, this paper aims to construe organizational justice with a greater emphasis on the potential applicant attraction. The discussion involved the elementary of four justices encompassing procedural justice, distributive justice, interpersonal justice and informational justice in the eye of potential applicant. Finally, this paper enlarged the conceptuality of study by providing some arguments of appropriate methodology for empirical testing.
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Zil Ikram, Rifki, Hafasnuddin, and Ridwan. "The Effect of Self Monitoring as a Mediation of the Relationship between Procedural Justice and Distributive Justice on Organizational Commitment in BPJS Ketenagakerjaan in Aceh Region." International Journal of Scientific and Management Research 05, no. 06 (2022): 179–93. http://dx.doi.org/10.37502/ijsmr.2022.5616.
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This study aims to determine and examine the effect of self-monitoring as a mediator of the relationship between procedural justice and distributive justice on organizational commitment at BPJS Ketenagakerjaan Aceh. The population of this study was all employees of BPJS Ketenagakerjaan Aceh totaling 101 people. Samples were taken by the census technique. The research model was analyzed using Structural Equation Modelling. Data was collected using a questionnaire circulated through Google Forms and measured using a Likert scale. The results of the descriptive hypothesis testing prove that procedural justice, distributive justice, selfmonitoring, and organizational commitment in BPJS Ketenagakerjaan Aceh have gone well. The results of direct hypothesis testing prove that procedural justice and distributive justice affect organizational commitment, procedural justice, and distributive justice affect selfmonitoring, self-monitoring affects organizational commitment, and self-monitoring significantly mediates the relationship between Procedural Justice and distributive justice to organizational commitment. These results also prove that self-monitoring acts as a partial mediator.
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Prouska, Rea. "Enhancing Service-Oriented Behaviors in an Asian Business Context: Lessons From a Pakistani Bank." Human Resource Research 2, no. 1 (October 11, 2018): 73. http://dx.doi.org/10.5296/hrr.v2i1.12652.
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This article examines how service organizations can enhance employees’ customer orientation, often exhibited through the display of service-oriented citizenship behaviors. The study, in this respect, quantitatively analyses the relationships between organizational distributive justice, leader-member exchange (LMX), and team-member exchange (TMX) on customer orientation. Data were gathered through a survey of 658 middle managers working in a Pakistani bank and were analyzed via full structural equation modelling. The findings reveal that organizational distributive justice, LMX, and TMX are key predictors of customer orientation. Specifically, the analysis suggests that the relationships between organizational distributive justice and LMX with customer orientation are mediated partially and fully, respectively, by TMX. Simultaneously, TMX partially mediates the relationship between organizational tenure and customer orientation. Our study contributes to both theory and practice of service organization functioning by signifying the importance of the organization’s fair distribution of rewards as well as it’s leader’s and co-worker’s behaviors in affecting organizationally desired employee behaviors and thereby, arguably, enabling positive organizational outcomes. Service organizations can, based on our findings, create a culture of service excellence by placing emphasis on specific elements at the organizational, leadership, and team level.
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Soni, Ignatius Soni Kurniawan, and Andre Rifky Prasetyo. "Memperkuat Komitmen Organisasional: Peran Budaya Organisasi, Keadilan Distributif dan Keadilan Prosedural." Jurnal Manajemen 12, no. 1 (April 6, 2022): 11–26. http://dx.doi.org/10.30656/jm.v12i1.3497.
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This study aims to determine the effect of organizational culture, distributive justice, and procedural justice on organizational commitment. The population used in this study were employees of Bento Kopi Yogyakarta, the sampling technique used in this study was accidental sampling. The basis of this research is the existence of turnover and the level of employee absenteeism that goes up and down and of the workers are part-time workers. Data were taken using a questionnaire on 95 respondents and processed using multiple linear regression analysis. The results in this study state that organizational culture, distributive justice, and procedural justice have a positive and significant effect on organizational commitment. The findings imply that company leaders can encourage increased organizational commitment through evaluation of items from organizational culture, distributive justice, and procedural justice which are still low which have been mentioned in the discussion section.
Keywords: Organizational Culture; Distributive Justice; Procedural Justice; and Organizational Commitment.
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Kurniawan, Abraham, Intiyas Utami, and David Ade Chandra Ashedica Pesudo. "Organizational Justice and Whistleblowing: An Experimental Test." Jurnal Akuntansi dan Keuangan 20, no. 2 (February 19, 2019): 73. http://dx.doi.org/10.9744/jak.20.2.73-78.
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Whistleblowing has become an important issue at the organization recently because it enables individuals to disclose any regulation’s errors in the organization to their superior. Whistleblowing could be caused by several factors, one of which is organizational justice. The organizational justice consists of distributive justice and procedural justice. The objective of this research is to examine the causality of organizational justice to whistleblowing intention. This research was conducted with 2x2 between-subjects experimental design. The results show that when an individual is faced with fair distributive justice or fair procedural justice, they have the tendency to whistle the fraud. When an individual is faced with unfair procedural justice and fair distributive justice, they also tendto whistle the fraud.
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Greenberg, Jerald. "Organizational Justice: Yesterday, Today, and Tomorrow." Journal of Management 16, no. 2 (June 1990): 399–432. http://dx.doi.org/10.1177/014920639001600208.
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The present article chronicles the history of the field of organizational justice, identifies current themes, and recommends new directions for the future. A historical overview of the field focuses on research and theory in the distributive justice tradition (e.g., equity theory) as well as the burgeoning topic of procedural justice. This forms the foundation for the discussion offive popular themes in contemporary organizational justice research: (a) attempts to distinguish procedural justice and distributive justice empirically, (b) the development of new conceptual advances, (c) consideration of the interpersonal determinants of procedural justice judgments, (d) new directions in tests of equity theory, and (e) applications of justice-based explanations to many different organizational phenomena. In closing, a plea is made for future work that improves procedural justice research methodologically (with respect to scope, setting, and scaling), and that attempts to integrate and unify disparate concepts in the distributive and procedural justice traditions.
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Ranto, Dwi Wahyu Pril, Heru Kurnianto Tjahjono, Muafi Muafi, and Wisnu Prajogo. "The Influence of Organizational Justice on Interpersonal and Organizational Deviance: A Conceptual Paper." International Journal of Marketing & Human Resource Research 3, no. 2 (May 13, 2022): 87–97. http://dx.doi.org/10.47747/ijmhrr.v3i02.570.
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This research is a conceptual study that aims to investigate the influence of the organizational justice dimension on deviant behavior. The study’s main objective is to create an analysis of existing literature on the impact of organizational justice consisting of distributive justice, procedural justice, interpersonal justice, and informational justice on deviant behavior. The data search method used in this conceptual study is based on a literature review of journal articles obtained through an online database using keywords as a search tool. The study results revealed a negative influence of distributive, procedural, interpersonal, and informational justice on deviant behavior based on the existing literature. Such deviant behavior is directed at individuals and organizations.
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Zayed, Mohammad, Junaimah Jauhar, Zurina Mohaidin, and Mohsen Ali Murshid. "Effects of Inter-organizational Justice on Dimensions of Organizational Citizenship Behaviours: A Study on Kuwait Ministries’ Employees." Management and Labour Studies 45, no. 4 (July 31, 2020): 444–70. http://dx.doi.org/10.1177/0258042x20939026.
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The aim of this article is to model the relationships between three different dimensions of inter-organizational justice (procedural, interactional and distributive) and their influence on five dimensions of organizational citizenship behaviour (OCB) (altruism, sportsmanship, conscientiousness, courtesy and civic virtue) in public sector organizations. The partial least square (PLS) path method was used to explore the nature of the relationships. The survey was self-administered to 573 employees working in nine different government ministries in Kuwait, with a response rate of 373. The results indicate that employees’ perceptions of interactional justice positively influence their perceptions of procedural justice, distributive justice, altruism, civic virtue, conscientiousness, courtesy and sportsmanship. In addition, the results showed the perceived interactional justice of employees has an indirect effect on all dimensions of OCBs through their distributive justice perceptions. The results also revealed that interactional justice has only an indirect effect on altruism, sportsmanship, and courtesy through procedural fairness. Directors of public organizations should pay particular attention to offering a higher level of interactive justice that can strongly improve employee perception of distributive and procedural justice. This, in turn, may show high degrees of civic virtue, sportsmanship, altruism, courtesy, and conscience behavior among employees.
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Jami, Mohammed S., and Azwar M. Qasim Agha. "The Relationship between Organizational Justice and Organizational Citizenship Behavior." Cihan University-Erbil Journal of Humanities and Social Sciences 6, no. 1 (January 30, 2022): 1–5. http://dx.doi.org/10.24086/cuejhss.v6n1y2022.pp1-5.
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The paper focuses on determining whether organizational justice has impact on the organizational citizenship behavior in charity organization in Erbil/Iraq. Correlation analysis analyzed (r =0.795**) was found between organizational justice and OCB, (r =0.424**) was found between Distributive and OCB (r =0.768**) was found between Procedural and OCB, (r =0.784**) e was found between Interactional and OCB. Simple Analysis concluded supported that there is linkage between organizational justice as an independent variable and OCB as a dependent variable (Adjusted R2 = 0.630, p <0.01). Multiple Regression Analysis concluded supported that there is linkage between dimensions of organizational justice as an independent variable as listed as Distributive, Procedural and Interactional with OCB as a dependent variable (Adjusted R2 = 0.654, p <0.05). Rely of the study outcome all hypotheses which are H1, H2, H3 and H4 were confirmed.
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Lambert, Eric G., Jianhong Liu, and Shanhe Jiang. "An Exploratory Study of Organizational Justice and Work Attitudes Among Chinese Prison Staff." Prison Journal 98, no. 3 (April 3, 2018): 314–33. http://dx.doi.org/10.1177/0032885518764919.
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While both forms of organizational justice are important, the empirical literature indicates that procedural justice generally has wider and greater effects on job attitudes compared with distributive justice. Regression analysis of self-reported survey data from 322 staff at two Chinese prisons in Guangzhou suggests that, while both forms of organizational justice were important for Chinese correctional staff’s organizational commitment, distributive (but not procedural) justice had significant positive associations with both job involvement and job satisfaction. This emphasis on distributive justice differs from what has been empirically found for U.S. correctional staff.
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Ohana, Marc, and Maryline Meyer. "Distributive justice and affective commitment in nonprofit organizations." Employee Relations 38, no. 6 (October 3, 2016): 841–58. http://dx.doi.org/10.1108/er-10-2015-0197.
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Purpose The purpose of this paper is to study pay referents that may have an effect on employee organizational affective commitment. It explores existing connections between distributive justice – stemming from individual, external, and internal referents – and organizational affective commitment. This enables an exploration of the effects of distributive justice (Sweeney and McFarlin, 2005). Design/methodology/approach This study uses a quantitative analysis of 198 French nonprofit employees in health and social services. Findings Results show that only individual distributive justice relates to organizational affective commitment and that this relationship is mediated by person-organization fit. Originality/value This study is the first to analyze pay referents in nonprofit organization. It also explains the distributive justice – organizational affective commitment in terms of person-organization fit.
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Karriker, Joy H., and Margaret L. Williams. "Organizational Justice and Organizational Citizenship Behavior: A Mediated Multifoci Model †." Journal of Management 35, no. 1 (October 26, 2007): 112–35. http://dx.doi.org/10.1177/0149206307309265.
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This research explores the differential effects of multifoci organizational justice perceptions on organizational citizenship behavior. Based on data collected from 217 employee—supervisor dyads, our findings clarify the bi-focal nature of distributive and procedural justice, illuminate the mono-focus of interpersonal justice, and support the premise that justice investments yield exponential behavioral responses that are sometimes mediated by the quality of the employee— supervisor relationship.
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Lee, Cynthia, Madan Pillutla, and Kenneth S. Law. "Power-Distance, Gender and Organizational Justice." Journal of Management 26, no. 4 (August 2000): 685–704. http://dx.doi.org/10.1177/014920630002600405.
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A sample of Hong Kong employees was used to test the hypotheses that power-distance orientation and gender moderate the relationships between justice perceptions and the evaluation of authorities (trust in supervisor) and the organization (contract fulfillment). Results indicated that 1) the relationship between procedural justice and contract fulfillment was higher for males, 2) the relationship between procedural justice and trust in supervisor was higher for those with low power-distance orientations, and 3) the relationship between distributive justice and contract fulfillment was higher for those with low power-distance orientations. The discussion addresses the implication of including power-distance and gender variables in research on procedural and distributive justice.
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Crow, Matthew S., Chang‐Bae Lee, and Jae‐Jin Joo. "Organizational justice and organizational commitment among South Korean police officers." Policing: An International Journal of Police Strategies & Management 35, no. 2 (May 25, 2012): 402–23. http://dx.doi.org/10.1108/13639511211230156.
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PurposeIn spite of the importance of officers' perception of organizational justice and its influence on organizational commitment, the policing literature lacks information about the relationship between the factors. Using job satisfaction as a mediator, this study aims to examine an indirect influence of organizational justice on police officers' commitment to their organization.Design/methodology/approachThis study employed a survey of 418 police officers in South Korea while on in‐service training. In exploring the complex relationship among organizational justice (i.e. distributive, procedural, and interactional), job satisfaction, and organizational commitment, the researchers utilized structural equation modeling to overcome the weaknesses of linear regression models.FindingsOfficers' perception of organizational justice was positively related with their level of organizational commitment. In addition, perception of procedural and interactional justice had an indirect impact on the officers' organizational commitment through distributive justice. Lastly, perception of organizational justice showed an indirect influence on organizational commitment through job satisfaction.Research limitations/implicationsDue to its cross‐sectional design, the findings do not confirm any causal relationship among the variables. In addition, the current study used a purposive sample of police officers in South Korea, which may limit the generalizability of the findings.Originality/valueThis study contributes to the literature by examining organizational commitment in light of officers' perception of organizational justice and job satisfaction using structural equation modeling to explore the complex relationship among the organizational factors.
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Staley, Andrew Blair, Barbara Dastoor, Nace R. Magner, and Chandler Stolp. "The contribution of organizational justice in budget decision-making to federal managers' organizational commitment." Journal of Public Budgeting, Accounting & Financial Management 15, no. 4 (March 1, 2003): 505–24. http://dx.doi.org/10.1108/jpbafm-15-04-2003-b002.
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This study examines the contribution of distributive, procedural, and interactional justice in Federal budget decision-making to Federal managers' commitment to the Federal government as an employing organization. A total of 1,358 useable surveys were received from a sample of 9,643 managers. Reliability coefficients were acceptable (> .70), and intercorrelations consistent with previous studies. Hierarchical regression analysis supported only maineffect relationships between procedural justice and interactional justice and managers' organizational commitment. No support was found for a main effect relationship between distributive justice and organizational commitment -- or for any interactive effects. Contrary to models of bureaucratic behavior based on economic theory, these findings may suggest that Federal managers may be motivated primarily by psychological outcomes of budget decisions.
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Handayani, Aprilia, Aiyub Aiyub, Faisal Matriadi, and Yusniar Yusniar. "The Effect of Organizational Justice on Organizational Commitment: A Case Study At PT. Bakrie Sumatera Plantations Tbk." Management Research and Behavior Journal 2, no. 2 (December 30, 2022): 51. http://dx.doi.org/10.29103/mrbj.v2i2.10361.
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This study was conducted to examine the effect dimensions of Organizational Justice (distributive justice, procedural justice, and interactional justice) on Organizational Commitment to employees of PT. Bakrie Sumatera Plantations Tbk. The population in this study were all head office employees of PT. Bakrie Sumatera Plantations Tbk by saturated sample of 102 people. primary Data collected by questionnaire, The analysis method used is multiple linear analysis technique using SPPS 26. The results of this study found that distributive justice And interactional justice have a positive and significant on organizational commitment. while Procedural justice has no effect on organizational commitment. Based on the coefficient analysis determination, the R value is 0.788, which shows that the relationship between all dimensions of organizational justice and organizational commitment is quite strong. The R Square value is 0.620 which indicates that 62% of the organizational commitment variable can be explained by organizational justice.
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Rahmat, Adi, Hadiyati Hadiyati, and Muhammad rasyid Abdillah. "PENGARUH KEADILAN ORGANISASI TERHADAP KEPERCAYAAN ORGANISASI (STUDI EMPIRIS PADA SELURUH SEKOLAH TINGGI ILMU EKONOMI DI KOTA PEKANBARU." Jurnal Ilmiah Ekonomi Dan Bisnis 14, no. 2 (March 26, 2017): 121–30. http://dx.doi.org/10.31849/jieb.v14i2.878.
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Abstract: The purpose of this research is to know the effect of distribution of justice,procedural justice, and interactical juastice to organizational trust. Population in this researchis all lecturer at high school of economics. The sample collection of 104 people. Dataprocessing is done by structural equation modeling analysis using WarpPLS 5.0 software. Theresults showed that organizational justice had positive effect on organizational trust. Thisexplains that subordinates who feel justice in their organization will lead them to believe intheir organization.Keywords: Distributive Justice, Procedural Justice, Interactional Justice, OrganizationalTrust
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Al Afari, Thamna S., and Hossam M. Abu Elanain. "Procedural And Distributive Justice As Mediators Of The Relationship Between Interactional Justice And Work Outcomes: An Empirical Study Of The UAE Public Health Care Sector." Journal of Applied Business Research (JABR) 30, no. 4 (June 30, 2014): 1091. http://dx.doi.org/10.19030/jabr.v30i4.8657.
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<p>This study examined the direct and indirect effects of different dimensions of organizational justice on organizational citizenship behaviors, and turnover intention in the context of the United Arab Emirates (UAE) healthcare sector. A questionnaire was administered to a random sample of 448 employees working in three different public hospitals in the UAE. The study used descriptive statistics, factor analysis, correlation analysis, and regression analysis to analyze the data. The results revealed that perceptions of the three organizational justice dimensions (interactional justice, procedural justice, and distributive justice) have a direct influence on employees' organizational citizenship behaviors and turnover intention. In addition, the results showed that interactional justice has an indirect effect on both organizational citizenship behaviors and turnover intention through procedural and distributive justice. This study is one of the first empirical studies of its kind to demonstrate the role of procedural and distributive justice as mediators between interactional justice and employees' work attitudes and behaviors. In conclusion, the results of this study indicate that each of the dimensions of organizational justice, which affect employee attitudes and behavior in the healthcare sector, gives us a better understanding of organizational justice and its dimensions and its influence.</p>
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PUTRI, NANDA, Eliada Herwiyanti, and Warsidi Warsidi. "PENGARUH KESESUAIAN KOMPENSASI, KOMITMEN ORGANISASI DAN BUDAYA ORGANISASI TERHADAP KEADILAN DISTRIBUTIF DI DINAS KABUPATEN BANYUMAS." Jurnal Bisnis dan Akuntansi 20, no. 1 (July 3, 2019): 1–12. http://dx.doi.org/10.34208/jba.v20i1.411.
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This research is a quantitative research that was conducted in Banyumas Regency. The purpose of this research is to determine the effect of compensation suitability, organizational commitment and organizational culture to distributive justice. Hypothesis testing in this research using the method of multiple linear regression analysis. The population in this research are all Financial Officer in Banyumas Regency. Samples were taken using purposive sampling technique and Slovin Formula to determining the sample size, thus there are 52 samples in this research. Data was collected trough questionnaires to all of the respondents. Based on the results, it shown that the compensation suitability, organizational commitment, and organizational culture have a positive coefficient on distributive justice. All three independent variables simultaneously influenced to distributive justice, whereas the most influential variable is compensation suitability. It can be conclude that the higher level of compensation suitability, organizational commitment, and organizational culture, the higher level of distributive justice.
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Rita Silva, Maria, and António Caetano. "Organizational justice: what changes, what remains the same?" Journal of Organizational Change Management 27, no. 1 (February 4, 2014): 23–40. http://dx.doi.org/10.1108/jocm-06-2013-0092.
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Purpose – This study aims to examine workers' distributive and interactional justice perceptions at three different moments in time over a period of eight years, assess their degree of stability and identify their most stable antecedents and outcomes. Design/methodology/approach – Data was collected through an overlapping repeated cross-sectional design. Of the participants involved, 334 were surveyed in 2000, 259 participated in 2004, and 285 participated in 2008. Findings – Distributive justice is more stable than interactional justice. Organizational support is the most stable predictor of distributive justice, and the quality of supervisor practices is the most stable predictor of interactional justice. Contrary to expected, interactional justice has a stronger relationship to workers' attitudes directed both at the organization and supervisor, and at the immediate work context. Originality/value – This study adopts a long-term perspective covering an eight-year period. Furthermore, it focuses on two dimensions of justice that have been less studied over time.
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Fu, Pingting, Jia-ming Mai, and Yang Xiang. "The Characteristics of the Nursing Organizational Management Highlighted by COVID-19." E3S Web of Conferences 251 (2021): 03078. http://dx.doi.org/10.1051/e3sconf/202125103078.
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The COVID-19 outbreak has raised awareness of the importance of increased motivation and resilience in nurses. To explore the level of nurse Job involvement in Z hospital in Zhuhai city of China, and the influence of Organizational justice and Organizational identity, a total of 125 nurses in Z hospital in Zhuhai city, Guangdong province, were selected by convenient sampling method and investigated with general information questionnaire, Organizational justice, Organizational identity,and Job involvement Scale. There were 114 valid questionnaires returned; The scores of nurse’s Organizational justice, Distributive justice, Procedural justice and Interactive justice, Organizational identity,and Job involvement were 3.532±0.581, 3.397±0.691, 3.487±0.729, 3.840±0.641 and 3.912±0.615 respectively. The score of organization justice positively correlated with the scores of Organizational identity (r=0.627, P<0.001), and positively correlated with the score of Job involvement (r=0.627,P<0.001). The scores of Organizational identity were positively correlated with the score of Job involvement (r=0.724,P<0.001). The results of regression analysis showed that Organizational justice, Organizational identity can positively affect nurses’ Job involvement, and explained 59.9% of the cumulative variance. At the same time,Organization identity played a partial mediating role between Organizational justice, as well as its three sub-dimensions and Job involvement. The scores of Organizational justice and Job involvement in selected nurses in Zhuhai are only a little higher than the average levels, which needs to be improved. The perceived Interactive justice is high while the Distributive justice is low. Nurses’ Job involvement and Organizational identity can be promoted directly by increasing Distributive justice, followed by Interactive justice and Procedural justice.
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Manzoor, Sheikh Raheel, Ahmer Naveed, and Syed Habib Shah. "Arising Sales force Motivation Due to Organizational Justice." International Journal of Learning and Development 2, no. 3 (June 17, 2012): 270. http://dx.doi.org/10.5296/ijld.v2i3.1958.
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This research study analyzes the effect of organizational justice (PJ, DJ) on Independent Sale Personnel’s (ISP’s) motivation. This study was cross sectional and self administered questionnaires were distributed among the sale personnel of International Brands Private Limited (IBL), Company Pakistan. Total five branches of IBL, Pakistan were taken for data collection i.e. Karachi, Lahore, Islamabad, Peshawar and Kohat. In order to investigate the relationship between Organizational justice (i.e. procedural justice and distributive justice) and ISP’s motivation regression and correlation techniques were used. The result of the study suggests that there is a significant positive impact of predictors on the response variable. Keywords: Organizational justice (procedural justice, distributive justice), ISP’s motivation.
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Nasurdin, Aizzat Mohd, and Soon Lay Khuan. "Organizational Justice as an Antecedent of Job Performance." Gadjah Mada International Journal of Business 9, no. 3 (June 18, 2013): 335. http://dx.doi.org/10.22146/gamaijb.5593.
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The present research examines the influence of organizational justice (distributive justice and procedural justice) on predicting job performance (task performance and contextual performance). Survey data were drawn from a sample of 136 customer-contact employees within the telecommunications industry in Malaysia. Results of the regression analysis illustrate that distributive justice alone has a significant and positive relationship with task performance. On the other hand, only procedural justice is found to be significantly and positively related to contextual performance. Implications of the findings and directions for future research are highlighted.
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Flint, Douglas, Lynn M. Haley, and Jeffrey J. McNally. "Dimensionality of Organizational Justice in a Call Center Context." Psychological Reports 110, no. 2 (April 2012): 677–93. http://dx.doi.org/10.2466/01.07.21.pr0.110.2.677-693.
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Employees in three call centers were surveyed about their perceptions of organizational justice. Four factors were measured: distributive justice, procedural justice, interpersonal justice, and informational justice. Structural equation modeling was employed to test whether a two-, three-, or four-factor model best fit the call center data. A three-factor model of distributive, procedural, and informational justice provided the best fit to these data. The three-factor model that showed the best fit does not conform to any of the more traditional models identified in the organizational justice literature. This implies that the context in which organizational justice is measured may play a role in identifying which justice factors are relevant to employees. Findings add to the empirical evidence on the dimensionality of organizational justice and imply that dimensionality of organizational justice is more context-dependent than previously thought.
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Dinurri'anah, Umi, Fajri Aniva Gustin, and Soya Sobaya. "PENGARUH ISLAMIC WORK ETHIC DALAM PENGEMBANGAN UMKM DI PASAR TRADISIONAL KABUPATEN SLEMAN YOGYAKARTA." At-Thullab : Jurnal Mahasiswa Studi Islam 2, no. 2 (April 6, 2021): 428–43. http://dx.doi.org/10.20885/tullab.vol2.iss2.art4.
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Job performance merupakan aspek yang penting bagi perusahaan, banyak literatur yang membahas tentang job performance akan tetapi masih sedikit yang mengkaitkan dengan Islamic work ethic dan organizational justice. Penelitian ini bertujuan untuk menganalisis hubungan antara organizational justice yang terdiri dari distributive justice dan procedural justice terhadap job performance UMKM Pasar Tradisional di Kabupaten Sleman. Selanjutnya penelitian ini juga menganalisis pengaruh Islamic work ethic dalam memediasi hubungan tersebut. Penelitian ini menggunakan metode kuantitatif dengan metode Structural Equation Model (SEM) dengan AMOS. Hasil penelitian ini menunjukkan bahwa distributive justice dan procedural justice mampu memberikan pengaruh positif dan signidikan terhadap job performance. Selanjutnya ditemukan juga bahwa Islamic work ethic mampu memediasi hubungan antara distributive justice dan procedural justice terhadap job performance. Penelitian ini diharapkan mampu memberikan kontribusi dalam pengembangan organizational justice, Islamic work ethic dan job performance UMKM Pasar Tradisional di Kabupaten Sleman
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Jameel, Alaa S., Sameer S. Hamdi, Mohammed A. Karem, and Abd R. Ahmad. "Organizational Justice and Job Satisfaction Among Nurses." ISSUE 7 4, no. 2 (December 31, 2020): 61–69. http://dx.doi.org/10.25079/ukhjss.v4n2y2020.pp61-69.
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Organizations should enhance justice in the workplace to increase the satisfaction among employees. The purpose of this study was to examine the impact of organizational justice on job satisfaction among nurses. The study cohort was composed of nurses from 2 public hospitals. A stratified sampling technique was employed to ensure better representation of samples from the 2 hospitals. A total of 184 valid questionnaires from 2 public hospitals were analyzed by structural equation modeling. The results showed that the 3 dimensions of organizational justice, namely distributive justice, procedural justice, and interactional justice, have a positive and significant impact on the nurses' job satisfaction. Distributive justice showed a greater impact on job satisfaction than procedural justice and interactional justice. The supervisors and administrators should be provided with information on how improvement in organizational justice leads to job satisfaction and on-the-job facilitation of employee innovation. The results of this study provide a clear image for hospital administrations about the substantial role of justice in the workplace.
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Ghimire, Binod. "The Relationship of Distributive Justice and Procedural Justice on Organizational Commitment: An Empirical Testing." Tribhuvan University Journal 31, no. 1-2 (December 31, 2017): 121–28. http://dx.doi.org/10.3126/tuj.v31i1-2.25336.
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This paper investigates the relationship between organizational justice and organizational commitment among the employees of different organizations from Kathmandu Valley. This research study analyzes the impact of organizational justice as encompassed by two components, namely distributive justice and procedural justice on employee’s commitment. This study is descriptive and analytical. The sample consists of managerial and non-managerial employees who have volunteered to participate in the study. This study reveals a positive and significant relationship showing that the foundation of an employee’s commitment is within the application of both distributive and procedural justice, with procedural justice having stronger effect. The findings in this study would offer insight to the managers and business organization in Nepal to formulate strategies that involve in work factors such as distributive and procedural justice for the improvement of the human resource development.
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Jameel, Alaa S., Yazen N. Mahmood, and Swran J. Jwmaa. "Organisational Justice and Organisational Commitment among Secondary School Teachers." Cihan University-Erbil Journal of Humanities and Social Sciences 4, no. 1 (February 10, 2020): 1–6. http://dx.doi.org/10.24086/cuejhss.v4n1y2020.pp1-6.
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Given the importance of teachers ' understanding of organizational justice and its effect on their organizational commitment, the literature of teachers and schools lacks evidence about the relations between these factors in developing countries. This research seeks to investigate the direct influence of organizational justice on teachers committed to their schools. the study consists of three dimensions of Organizational justice namely: distributive, procedural, and interactional justice as a dependent variables and organizational commitment as an independent variable. The study conducted among eight official secondary schools. However, Stratified random sampling choice depending on the total of teachers at each school, Data Collection Method was using a structured questionnaire by self-administrative. SPSS has analysed the 92 valid surveys. The results indicated there is a positive and significant relationship between Organizational justice dimensions and organizational commitment, distributive justice found highly correlated with organizational commitment. However, the three dimensions of Organizational justice positively and significantly predicted organizational commitment among secondary school teachers. The study could provide some significant literature contributions on the Organizational justice and organizational commitment of secondary school teachers in developing countries.
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Clay-Warner, Jody, Karen A. Hegtvedt, and Paul Roman. "Procedural Justice, Distributive Justice: How Experiences With Downsizing Condition Their Impact On Organizational Commitment." Social Psychology Quarterly 68, no. 1 (March 2005): 89–102. http://dx.doi.org/10.1177/019027250506800107.
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Previous research demonstrates that both procedural justice and distributive justice are important predictors of work attitudes. This research, however, fails to examine conditions that affect the relative importance of each type of justice. Here we argue that prior experiences with regard to downsizing shape individuals' workplace schemas, which in turn affect the relative salience of each type of justice for organizational commitment. We test hypotheses using data from a nationally representative sample of workers. Only distributive justice predicts organizational commitment among victims of downsizing, while procedural justice is the stronger predictor among survivors of downsizing and unaffected workers. Comparisons across models indicate that procedural justice is a more important predictor of organizational commitment for survivors and unaffected workers than for victims, while distributive justice is more important for victims than for either survivors or unaffected workers. We conclude by discussing the theoretical implications of our findings.
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Sabahattin, Cetin, Merve Davarci, and Ayhan Karakas. "The impact of organizational justice and trust on knowledge sharing behaviour." Upravlenets 13, no. 3 (July 7, 2022): 30–45. http://dx.doi.org/10.29141/2218-5003-2022-13-3-3.
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The spread of knowledge sharing provides advantages to organizations in developing new solutions to problems along with a broader informational infrastructure. For this reason, it is important to know the factors affecting the knowledge sharing behaviour of individuals. The study examined the impact of employees’ perceptions of organizational justice and trust on knowledge sharing behaviour. The theories of organizational justice, organizational trust and knowledge sharing behavior constitute the methodological framework of the research. Within the scope of the study, data were collected from 421 participants (68 managers and 353 employees) working in public and private sectors in Bartin province (Turkey), using survey method. Within the scope of the study, organizational justice is divided into four sub-dimensions (procedural, distributive, interpersonal, and informational), and the construct of trust includes two sub-dimensions – trust in the manager and in the organization as a whole. As a result of the study, while no significant relationship was found between procedural justice, distributive justice and knowledge sharing, it was found between interpersonal justice, informational justice and knowledge sharing. In addition, a positive and significant relationship was found between trust in the manager, trust in the organization and knowledge sharing behaviour. According to the findings, it is seen that organizational trust has an important role in the exhibition of knowledge sharing behaviour; as the level of trust in organizations increases, knowledge sharing behaviour is positively affected. At the same time, informational and interpersonal justice dimensions affect knowledge sharing behaviour more than distributive and procedural justice. It is emerging that organizations should give more importance to justice’s informational and interpersonal dimensions.
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Shrestha, Prakash. "Job Involvement as an Outcome of Organizational Justice." NCC Journal 4, no. 1 (July 5, 2019): 149–56. http://dx.doi.org/10.3126/nccj.v4i1.24748.
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This research paper aims to examine employee perceptions of job involvements an outcome of organizational justice in Nepalese context. It is based upon the perceptions of 765 employees of 18 commercial banks and 6 insurance companies of Nepal. This study uses a six Point Likert-type scale for measurement of the perception of job involvement and organizational justice. Based on empirical results, this study shows that organizational justice is positively associated with job involvement. All three justice dimensions such as distributive, procedural and interactional justices play key roles in making employees more involved in their job in Nepalese organizations. If employees perceive any kind of justice in the organization in terms of rewards, outcomes, rules, communication, and interactions, they will fully involve in their jobs and organizational activities.
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Le, Huong, Zhou Jiang, Yuka Fujimoto, and Ingrid Nielsen. "Inclusion and affective well-being: roles of justice perceptions." Personnel Review 47, no. 4 (June 4, 2018): 805–20. http://dx.doi.org/10.1108/pr-03-2017-0078.
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Purpose The purpose of this paper is to examine the mediating roles of procedural justice and distributive justice in the organizational inclusion-affective well-being relationship. Design/methodology/approach Data were collected from 253 Australian employees using an online survey. The study used confirmatory factor analysis and structural equation modeling to analyze the data. Findings Organizational inclusion was positively related to both distributive justice and procedural justice. The relationship between organizational inclusion and affective well-being was mediated by both distributive justice and procedural justice. Research limitations/implications The cross-sectional design may have limited the empirical inferences; however, the proposed model was based on robust theoretical contentions, thus mitigating the limitation of the design. Data were collected from a single organization, thus limiting generalizability. Practical implications Implementation of inclusion training activities at organizational, group, and individual levels is important to enhance perceptions of organizational inclusion and subsequently improve employee affective well-being. Originality/value Based on the group engagement model and group-value model of justice, this paper adds to the literature by demonstrating two mediating mechanisms driving the organizational inclusion-affective well-being relationship.
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Sur, Je-Hong. "A Study on Relations between Organizational Justice and Organizational Effectiveness in Small Business." Korea International Trade Research Institute 18, no. 3 (June 30, 2022): 251–65. http://dx.doi.org/10.16980/jitc.18.3.202206.251.
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Purpose This study examined relationships between organizational justice and organizational effectiveness and tested the effectiveness of moderating by personalism-collectivism. Design/Methodology/Approach Questionnaires were been gathered 450 from employees of five province area in Korea, and only 316 valid copies were used and statistically processed with the statistical program SPSS WIN 22.0 package. Findings The major empirical results are as follows: First, for distribution, the interaction of organizational justice had positive impact on emotional commitments. Second, the relation between organizational justice and job satisfaction showed that distributive justice, and precedent justice had positive impact on job satisfaction. Third, the effectiveness of moderating via individualism-collectivism between organizational justice and organizational effectiveness was tested by multiple regression. The results moderated the negative relationship between interactional justice and emotional commitment by individualism-collectivism. Research Implications The implications of the finding as well as the limitations of this study are now discussed. This study has limitations in the empirical analysis despite the strong suggestion of the organizational justice for increased productivity and sustainable management. In addition, the targets of the questionnaires were well varied.
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Arif, Sadia, Ozair Kundi, and Muhammad Suleman Khan. "What is the effect of Organizational Justice and Perceived Organizational and Supervisor Support on Employee’s Level of Trust?" SEISENSE Journal of Management 3, no. 1 (January 20, 2020): 47–63. http://dx.doi.org/10.33215/sjom.v3i1.263.
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Aim - Past studies support the importance of organizational justice and its impact on employees' work attitudes. There are many factors that affect the employees’ work attitude but their perceptions about organizational justice and support are significant factors. Many studies have been conducted to investigate the relationship between Organizational justice and trust but there is a lack of research to measure the mediating role of perceived support. This study examines the role of perceived support as a mediator between organizational justice and trust.
Methodology - The sample of the study is 170 faculty members of public and private sector universities of Pakistan. A cross-sectional design with a standardized questionnaire is used.
Findings - Results indicate that distributive, procedural and interactional justice is direct antecedents of organizational and supervisory trust with the demonstration perceived organizational support as a partial mediator between procedural justice and organizational trust. Distributive justice is related to organizational trust both directly and indirectly through perceived organizational support and supervisory trust. Finally, interactional justice is a direct and indirect predictor of supervisory trust through perceived supervisor support.
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Adewoyin, Omobola Olufunke. "The Influence of Organizational Justice on the Organizational Commitment of Personnel in South-West Nigerian Public University Libraries." University of Dar es Salaam Library Journal 17, no. 1 (July 18, 2022): 54–71. http://dx.doi.org/10.4314/udslj.v17i1.5.
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For university libraries to achieve their set goals and objectives, a committed workforce is indispensable. Several factors could enhance the commitment of library personnel. However, studies have not given adequate attention to the influence of organizational justice on the organizational commitment of library personnel in Nigeria. This study, therefore, investigated the influence of organizational justice on the organizational commitment of library personnel in public universities in South-West Nigeria. A survey research design was adopted. A total remuneration was used. Findings showed that organizational justice had a significant influence on organizational commitment of library personnel. The findings also revealed that distributive justice and interactional justice significantly influenced the affective commitment of library personnel while procedural justice was not significant. Furthermore, distributive justice and interactional justice had a significant influence on the continuance commitment of library personnel while procedural justice had no significant effect on the continuance commitment of library personnel. The study concluded that organizational justice increased organizational commitment of library personnel in public universities. The study would serve as a contribution towards solving the challenges of lack of organizational commitment in academic libraries. It was recommended that library management should involve the personnel in their decision-making processes.
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Asj’ari, F., S. P. Utomo, and Suharyanto. "PROCEDURAL JUSTICE AND DISTRIBUTIVE JUSTICE: EMPLOYEES ORGANIZATIONAL COMMITMENTS IN CREATIVE INDUSTRY." Russian Journal of Agricultural and Socio-Economic Sciences 97, no. 1 (January 30, 2020): 142–49. http://dx.doi.org/10.18551/rjoas.2020-01.18.
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Przęczek, Cezary, Jerzy Rosiński, and Barbara A. Manko. "Research Review in Organizational Justice." Journal for Perspectives of Economic Political and Social Integration 26, no. 1-2 (February 24, 2021): 49–68. http://dx.doi.org/10.18290/pepsi-2020-0003.
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The article aims at presenting the current state of knowledge in the field of organizational justice and its importance for the organization. It includes an overview of changing perception of justice as an idea over the centuries and discusses organizational justice as a part of the field of management science. In the article the author describes three main components of organizational justice: distributive justice, procedural justice, and interactive justice. Additionally, selected research in the area of organizational justice and its impact on the organization and its members has been presented. Conclusions from the presented literature review contain possible directions for further research in the field of organizational justice.