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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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Vermunt, R., W. A. Van der Kloot, and J. Van der Meer. "The effect of procedural and interactional criteria on procedural fairness judgments." Social Justice Research 6, no. 2 (June 1993): 183–94. http://dx.doi.org/10.1007/bf01048476.
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Olson, Eric D., and Heejung Ro. "Company Response to Negative Online Reviews: The Effects of Procedural Justice, Interactional Justice, and Social Presence." Cornell Hospitality Quarterly 61, no. 3 (January 2, 2020): 312–31. http://dx.doi.org/10.1177/1938965519892902.
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This research investigates how potential customers evaluate a company response to negative online reviews. Integrating the literature on perceived justice in service recovery, social presence in online communications, and signaling in trust formation process, this research examines the effects of procedural justice, interactional justice, and social presence in the company’s response to negative online reviews on potential customers’ trust and purchase intentions toward a company. A 2 × 2 × 2 between-subject experimental design is utilized, and 410 participants are recruited through a consumer panels firm. Main results include the three-way interaction effect of procedural justice, interactional justice, and social presence on trust and the mediating effect of trust. Social presence exacerbates the negative effects on trust when both interactional justice and procedural justice are low in the company response. However, the social presence effect becomes small in increasing trust when both interactional justice and procedural justice are high in the company response. Trust mediates the relationship between customer perceptions of company response and purchase intentions. This research provides practical implications for hospitality companies on how to effectively respond to negative online reviews.
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Tidström, Annika, Paavo Ritala, and Kirsi Lainema. "Interactional and procedural practices in managing coopetitive tensions." Journal of Business & Industrial Marketing 33, no. 7 (August 6, 2018): 945–57. http://dx.doi.org/10.1108/jbim-06-2016-0125.
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PurposeThe purpose of this paper is to explore interactional and procedural practices in managing tensions of coopetition (simultaneous collaboration and competition between firms).Design/methodology/approachThrough an in-depth literature review of prior research within coopetition and strategy-as-practice fields, and by using two illustrative empirical examples, the authors develop a framework for preventing and managing coopetitive tensions through combinations of procedural and interactional practices.FindingsThe authors identify tensions related to strategizing, task and resource allocation, as well as knowledge sharing. Furthermore, they demonstrate potential ways of how these tensions can be prevented, resolved and managed.Research limitations/implicationsThe findings show that the analysis of tensions in coopetition would benefit from a holistic, multilevel approach that recognizes practices that are interactional (i.e. face-to-face interactions) as well as procedural (i.e. organizational routines). Coopetitive tensions and their resolution are related to the use or neglect of both types of practices. Furthermore, interactional and procedural practices are mutually interdependent and can complement each other in tension management in various ways.Practical implicationsThe findings of this study shed light on the roles and activities of actual practitioners involved in coopetition, and shows how their work and practices in-use contribute to coopetition, related tensions and their resolution.Originality/valueBy adopting the strategy-as-practice approach, this study generates valuable insights into the practices and tensions in coopetition, as well as illuminates the roles of the practitioners involved in managing coopetition relationships.
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Suartini Ningsih, Ni Wayan, and Ni Made Yudhaningsih. "Pengaruh Service Recovery Terhadap Kepuasan Konsumen Pada Hotel Rama Candidasa." Jurnal Ilmiah Satyagraha 2, no. 1 (June 8, 2020): 112–25. http://dx.doi.org/10.47532/jis.v2i1.59.
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As a hospitality business can not be separated from error or service failure. so companies need to handle the failure of the service with service recovery program embodied with three dimensions of procedural justice, interactional justice and distributive justice. This study aims to Determine the influence of procedural justice, interactional justice distributive justice on customer satisfaction at Rama Candidasa Hotel. This study used 80 samples, the method of collecting data through questionnaires. Data analysis was performed with multiple linear regression analysis,test f test t and the previous determination has been tested the validity and reliability.The results showed by the F-test is procedural justice, interactional justice and distributive justice have positive and significant impact on customer satisfaction at Rama Candidasa Hotel. From the results of correlation analysis this shows thata positive and very powerful relationship between procedural justice, interactional justice and distributive justice with customer satisfaction. Where the condition shows the higher the value of procedural justice, interactional justice and distributive justice, that make the higher the value of customer satisfaction and same as the other way. From result of determination analysis (R2) obtained coefficient of determination equal to 64,4%, which means that customer satisfaction is true result from influence of procedural justice, interactional justice and distributive justiceequal to 64,4%, while 35,6% influenced by other factor. Furthermore, based on T-test results obtained that the distributive justice has greater influence and stronger than procedural justice and interactional justice.
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Huang, Liang, and Wenfeng Huang. "Interactional Justice and Employee Silence: The Roles of Procedural Justice and Affect." Social Behavior and Personality: an international journal 44, no. 5 (June 4, 2016): 837–52. http://dx.doi.org/10.2224/sbp.2016.44.5.837.
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In order to explore further the contingent influence mechanism of interactional justice on employee silence, we investigated how procedural justice moderates the interactional justice– silence relationship directly and indirectly through affect, drawing on the group engagement model and affect theories. We analyzed data collected from a survey completed by 272 Chinese subordinate–supervisor dyads and found that procedural justice strengthened the interactional justice–silence relationship both directly and indirectly through positive affect, and that positive affect had a stronger moderating effect on the interactional justice–silence relationship than did negative affect. However, negative affect did not mediate the moderating effect of procedural justice on the interactional justice–silence relationship. Theoretical and practical implications of these findings are discussed.
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Komari, Nurul, and Sulistiowati. "The Mediating Role of Job Satisfaction in the Relationship between Organizational Justice and Counterproductive Work Behaviors: A Study in Indonesia." 11th GLOBAL CONFERENCE ON BUSINESS AND SOCIAL SCIENCES 11, no. 1 (December 9, 2020): 63. http://dx.doi.org/10.35609/gcbssproceeding.2020.11(63).
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This study examines the mediating role of job satisfaction on the effect of distributive, procedural and interactional justice on counterproductive work behavior. Design/methodology/approach – A total of 110 service company employees in Indonesia as respondents. This study uses primary data collected through a questionnaire. Respondents are given the answer choice using the Likert Scale which consists of 5 scores namely scores 1, 2, 3, 4 and 5. Data analysis using Partial Least Squares (PLS). Several respondents and management were purposely selected as key informants for in-depth interviews to explore the relationship mechanism between distributive, procedural and interactional justice, job satisfaction and counterproductive work behavior. The results of the study found that distributive, procedural and interactional justice had a positive and significant effect on job satisfaction, distributive justice had a positive and not significant effect on counterproductive work behavior, procedural justice had a negative and significant effect on counterproductive work behavior, interactional justice had a negative and not significant effect on counterproductive work behavior, job satisfaction has a negative and insignificant effect on counterproductive work behavior and job satisfaction does not significantly mediate the effect of distributive, procedural and interactional justice on counterproductive work behavior. This study provides empirical support for the influence of distributive, procedural, interactional justice on job satisfaction and counterproductive work behavior. This study also provides evidence of the effect of justice directly and through job satisfaction on counterproductive work behavior. Keywords: organizational justice, job satisfaction, counterproductive work behavior
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Dayan, Mumin, and Anthony Di Benedetto. "Procedural and interactional justice perceptions and teamwork quality." Journal of Business & Industrial Marketing 23, no. 8 (October 10, 2008): 566–76. http://dx.doi.org/10.1108/08858620810913371.
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PurposeThis paper aims to understand the role of organizational justice (procedural and interactional justice) as a precursor to new product development teamwork quality and team performance; to study the moderating impact of environmental turbulence on these relationships.Design/methodology/approachThis is a survey‐based empirical study of 117 product/project managers based in Ankara and Istanbul, Turkey. A series of multiple regression analyses were used to obtain results.FindingsOnly two of the six facets of teamwork quality (coordination and balance of member contribution) are significantly associated with interactional justice; all six facets (coordination, balance of member contribution, communication, mutual support, effort and cohesion) are associated with procedural justice. Teamwork quality is significantly related to team learning and speed to market; environmental turbulence partially moderates these relationships.Research limitations/implicationsPerceived organizational justice is an important precursor to NPD teamwork quality and team performance. The components of organizational justice (procedural and interactional justice) have different effects on the facets of teamwork quality. The relationships between these precursors and team performance are moderated by environmental turbulence.Practical implicationsTo generate new products, NPD managers rely on teams that function well together and show good performance (good team learning and speedy time to market). The findings suggest that NPD managers can significantly improve NPD team performance by increasing team members' perceived level of organizational justice.Originality/valueWhile organizational justice has been previously shown to influence team performance, this relationship has not yet been examined in an NPD setting. This is valuable because of the overriding importance of well‐functioning teams in NPD.
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Lewis, R. Philipus. "KEADILAN DISTRIBUTIF, KEADILAN PROSEDURAL, KEADILAN INTERAKSIONAL KOMPENSASI DAN KOMITMEN KARYAWAN." Jurnal Riset Manajemen dan Bisnis 8, no. 1 (June 1, 2013): 1. http://dx.doi.org/10.21460/jrmb.2013.81.86.
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The purpose of this study is to examine the effect of distributive justice, procedural justice, and interactional justice of compensation on employees’ commitment. Primary data have been collected from 53 consultant companies’ employees. Multiple regression is used for testing three hypotheses. The results show that compensation distributive justice and interactional justice have effect on employees’ commitment, while compensation procedural justice show no such effect. Keywords: distributive justice, procederal justice, interactional justice, employees’ commitment
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Hastari, Elmalia Yuniar, Kusuma Chandra Kirana, and Didik Subiyanto. "Pengaruh Keadilan Distributif, Keadilan Prosedural, dan Keadilan Interaksional Terhadap Kepuasan Kerja Pegawai Di PT PLN (Persero) UP3 Yogyakarta." El-Mal: Jurnal Kajian Ekonomi & Bisnis Islam 4, no. 4 (January 2, 2023): 1084–94. http://dx.doi.org/10.47467/elmal.v4i4.2564.
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The purpose of this study was to determine distributive justice, procedural justice, and interactional justice which have a significant positive effect on employee job satisfaction at PT PLN (Persero) UP3 Yogyakarta. In this study, researchers used quantitative research methods, as the population were employees of PT PLN (Persero) UP3 Yogyakarta with a sampling technique, namely the saturated sample technique. The method of collecting data with a questionnaire. The analysis technique used is multiple linear regression. The results of the study found that distributive justice, procedural justice, and interactional justice had a significant positive effect on employee job satisfaction.
Keywords: Distributive Justice, Procedural Justice, Interactional Justice, Job Satisfaction
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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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Pradana, Fawzi Rizki, Heru Kurnianto Tjahjono, and Nuryakin Nuryakin. "Increasing Knowledge Transfer to Employees Through Organizational Justice with Affective Commitment as Mediator." Jurnal Manajemen Bisnis 12, no. 2 (September 1, 2021): Layouting. http://dx.doi.org/10.18196/mb.v12i2.11397.
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Research aims: This study aims to determine the mediation of affective commitment on the effects of organizational justice, consisting of distributive justice, procedural justice, and interactional justice, on the knowledge transfer to employees at Diskominfo Kebumen Regency. The purpose of this research is also to find out the effect of distributive, procedural, and interactional justice on affective commitment, the effect of affective commitment on knowledge transfer, and the mediating role of affective commitment in the relationship between distributive, procedural, and interactional justice on knowledge transfer.Design/Methodology/Approach: This study used a quantitative approach with the path analysis method. Respondents in this study were employees at Diskominfo Kebumen. The sample used was 78 respondents who were taken by the total sampling technique.Research findings: This study found that distributive justice, procedural justice, and interactional justice significantly and directly affected affective commitment. The study results also showed a significant direct effect of affective commitment on knowledge transfer. Also, distributive justice, procedural justice, and interactional justice indirectly affected knowledge transfer through the mediation of affective commitment.Theoretical contribution: There are few previous studies on distributive, procedural, and interactional justice variables. The difference in this research lies in the research model development and the existing respondents’ characteristics.Practitioner/Policy implication: Based on this research, Diskominfo Kebumen, in the future, can pay attention to the variable aspects of this research in the decision-making process and the development of employee capabilities.Research limitation/Implication: The limitation in this study is that there are still few references related to variables, so mediation is needed. For example, no research addresses the direct relationship between knowledge transfer and organizational justice. Therefore, the scope for exploratory research is limited, and the research model and analysis methods must be adjusted.
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Hawamdeh, Nayel Al. "The Moderating Effect of Professional Commitment on the Relationship between Perceived Organisational Injustice and Knowledge-Hiding Behaviour." International Journal of Business and Management 17, no. 10 (September 5, 2022): 41. http://dx.doi.org/10.5539/ijbm.v17n10p41.
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Hiding employee knowledge is a core challenge that costs organisations a lot of money, even though knowledge plays a crucial role in achieving a competitive advantage in a highly competitive environment. Therefore, this paper empirically investigates the relationship between perceived organisational injustice (i.e. distributive, procedural, and interactional) and knowledge-hiding and the moderating role of professional commitment on this relationship. A total of 242 employees in the banking sector in Jordan responded to an online survey. The hypothesised relationships were tested using a structural equation modelling approach. This study adds to the body of knowledge by theoretically proposing and empirically demonstrating the moderating influence of professional commitment on the relationship between perceived organizational injustice and knowledge-hiding in a developing country context. The study reveals that employees hide their knowledge if they perceive their workplace as unjust regarding outcomes distribution, procedures, and interactions. However, professional commitment attunes the effect of perceived procedural injustice and interactional injustice on knowledge-hiding but does not in the case of distributive injustice.
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Xiang, Changchun, Chenwei Li, Keke Wu, and Lirong Long. "Procedural justice and voice: a group engagement model." Journal of Managerial Psychology 34, no. 7 (September 9, 2019): 491–503. http://dx.doi.org/10.1108/jmp-12-2018-0557.
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Purpose The purpose of this paper is to examine the impact on employee voice from formal vs informal sources of procedural justice: group responsiveness and interactional justice, and to test how this impact may vary according to employees’ traditionality. Design/methodology/approach Dyadic data were collected from 261 employees and their supervisors. Results of the analyses offered support for the hypothesized moderated mediation model where group responsiveness and interactional justice would influence employee voice through enhanced organization-based self-esteem, and where such influence would be moderated by traditionality. Findings The findings showed that when there was a high level of group responsiveness, low traditionalists spoke up more, but when there was a high level of interactional justice, high traditionalists spoke up more. Originality/value By adopting the group engagement model, this study presented an alternative to the conventional perspective from uncertainty management theory about justice and voice, and tended to the neglect of fairness as an antecedent of voice by investigating how employees’ engagement in voice can be affected by their experience with different sources of procedural fairness information.
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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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Lazauskaitė-Zabielskė, Jurgita, and Dalia Bagdžiūnienė. "ORGANIZACINIO TEISINGUMO VAIDMUO PRIIMANT SPRENDIMUS PAAUKŠTINTI." Psichologija 38 (January 1, 2008): 46–82. http://dx.doi.org/10.15388/psichol.2008.0.2604.
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Nors organizacinis teisingumas turi svarbių padarinių organizacijoje, esama vos keleto tyrimų, nagrinėjančių organizacinio teisingumo vaidmenį priimant sprendimus dėl paaukštinimo. Todėl buvo atliktas tyrimas, kurio tikslas buvo nustatyti suvokto skirstymo, procedūros ir sąveikos teisingumo vaidmenį priimant sprendimus paaukštinti. Šiuo tyrimu siekiama išsiaiškinti, kaip suvoktas skirstymo, procedūros ir sąveikos teisingumas yra susijęs su sprendimo dėl pareigų paaukštinimo palankumu, pasitenkinimu darbu ir paaukštinimo galimybėmis, įsipareigojimu organizacijai, ketinimu išeiti, pasitikėjimu vadovu ir vadovybe. Tyrime dalyvavo 132 darbuotojai iš įvairių organizacijų. Tyrimo rezultatai atskleidžia, kad suvoktas skirstymo teisingumas yra teigiamai susijęs su sprendimo dėl pareigų paaukštinimo palankumu ir pasitenkinimu darbu. O suvoktas procedūros teisingumas yra teigiamai susijęs su įsipareigojimu organizacijai ir neigiamai susijęs su ketinimais išeiti. Be to, suvoktas skirstymo ir sąveikos teisingumas yra teigiamai susijęs su pasitenkinimu paaukštinimo galimybėmis. Galiausiai tais atvejais, kai sprendimą dėl pareigų paaukštinimo priima tiesioginis vadovas, suvoktas sąveikos teisingumas yra susijęs su pasitikėjimu vadovu. O kai sprendimą paaukštinti pareigas priima aukštesnio lygio (netiesioginis) vadovas, suvoktas sąveikos teisingumas yra susijęs su pasitikėjimu vadovybe. Maža to, nei suvoktas procedūros, nei suvoktas sąveikos teisingumas nėra susiję su sprendimo dėl pareigų paaukštinimo palankumu.Pagrindiniai žodžiai: skirstymo teisingumas, procedūros teisingumas, sąveikos teisingumas, pareigų paaukštinimas. The Role of Organizational Justice in Promotion Decisions Jurgita Lazauskaitė-Zabielskė, Dalia Bagdžiūnienė SummaryOrganizational justice perceptions are important for organizations, because they help to predict organizationally important outcomes. However, justice regarding promotions in particular is studied less than other types of organizational justice. Therefore the research was conducted to examine the role of organizational justice aspects, i. e. distributive, procedural and interactional justice, in promotion decisions. The purpose of this study was to determine how perceived distributive, procedural and interactional justice are related to favourability of promotion decision and various levels of outcomes. In particular, this study explored the relationship between perceived distributive, procedural and interactional justice and job satisfaction, satisfaction with promotion opportunities, organizational commitment, turnover intentions, trust in supervisor and trust in management. 132 employees from various organizations participated in the study. The results of the study revealed that favourability of promotion decision (i. e. promotion or non-promotion) is related to perceived distributive justice (Z = –5.867, p ≤ 0.001), but not related to perceived procedural and interactional justice. While perceived justice of decision is related to decision favourability, fair procedures and fair interpersonal treatment is valued irrespective of it. The study also showed that different aspects of organizational justice are related to different outcomes. Perceived distributive justice is related to job satisfaction (β = 0.602, p ≤ 0.01) and satisfaction with promotion opportunities (β = 0.721, p ≤ 0.01). The more decision regarding promotion is considered as fair the more employees are satisfied with their job and promotion opportunities. Perceived procedural justice is the best predictor of organizational outcomes such as organizational commitment (β = 0.676, p ≤ 0.01) and turnover intentions (β = 0.687, p ≤ 0.01). When employees perceive promotion procedures as fair they are more committed to organization and less likely to leave. Moreover, perceived interactional justice is positively related to satisfaction with promotion opportunities (β = 0.138, p ≤ 0.01). Finally, when promotion decisions are made by supervisor, perceived interactional justice is positively related to trust in supervisor (β = 0.716, p ≤ 0.01). On the other hand when promotion decisions are made by upper-level manager, perceived interactional justice is positively related to trust in management (β = 0.682, p ≤ 0.01). Limitations of the study and possibilities for future researches and practical applications are discussed. Keywords: distributive justice, procedural justice, interactional justice, promotion decisions.
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Tata, Jasmine, and Lynn Bowes-Sperry. "Emphasis on Distributive, Procedural, and Interactional Justice: Differential Perceptions of Men and Women." Psychological Reports 79, no. 3_suppl (December 1996): 1327–30. http://dx.doi.org/10.2466/pr0.1996.79.3f.1327.
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Differences in perceptions of justice may result from differential emphasis on distributive, procedural, and interactional justice. Correlations were significant between sex of participants and the likelihood of using distributive and interactional justice in the context of decisions about pay raises; men were more likely than women to consider distributive justice, whereas women were more likely than men to consider interactional justice.
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Putri, Luccy Avrindy Ragilia, Bambang Irawan, and Elok Sri Utami. "Pengaruh Service Recovery terhadap Customer Satisfaction pada Hotel Royal Jember." Jurnal Ekonomi Akuntansi dan Manajemen 18, no. 2 (September 27, 2019): 75. http://dx.doi.org/10.19184/jeam.v18i2.13999.
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This article aims to determine the effect of service recovery consisting of procedural justice, interactional justice and distributive justice on customer satisfaction in guests Hotel Royal Jember. Methods of data collection is done by distributing questionnaires to 104 respondents who are guests Hotel Royal Jember with the following criteria must be at least 17 years because they have had the income and memampu use the services of the hotel and was the guest of Hotel Royal Jember ever experienced keluihan when using the services of Hotel Royal Jember , The data used in this study are primary data and secondary data. The data analysis method used is logistic regression analysis. The results showed that the variables used are service recovery consisting of procedural justice, interactional justice and distributive justice effect on customer satisfaction in guests Hotel Royal Jember
Keywords: Distributive Justice, Interactional Justice, Procedural Justice, Customer Satisfaction.
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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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Hidayat, Soleh. "THE ROLE OF THE PERSONALITY OF CUSTOMERS AND REPUTATION THE COMPANY AS THE RESTORATION OF SERVICES ON THE MODEL OF MODERATION VARIABLE: IN THE AUTOMOTIVE INDUSTRY IN INDONESIA." Business and Entrepreneurial Review 14, no. 1 (April 13, 2016): 77. http://dx.doi.org/10.25105/ber.v14i1.74.
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This study examined the effect of prior customer experiences on the perceived justice in service recovery through the moderation role of customer personality. In addition, this research examines<br />perceived justice to satisfaction with service recovery with the moderation role of corporate reputation, as well as satisfaction with service recovery influence the future behavior intention<br />in form of repurchase intention and positive campaign in the form of free advertising by word of mouth. Respondents in this study are the customers of 4 (four) sole distributor agents (ATPM) with 300 respondents, the analysis technique used is Structural Equation Modeling (SEM) with multigroup<br />analysis.<br />The results showed that: (1) Prior experience affect the procedural, interactional and informational justice, but has no effect on distributive justice (2) Customer personality moderating reinforced the influence of prior experience on procedural and interactional justice, (3) Perceived justice (distributive justice, procedural justice, interactional justice and informational justice) affect satisfaction with service recovery, (4) Corporate reputation moderating reinforced the influence of distributive, procedural and informational justice on satisfaction with service recovery, but not moderating reinforced the influence of interactional justice on satisfaction with service recovery, (5) Satisfaction with service recovery influence the future behavior intention in form of repurchase intention and word of mouth (WOM).
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Tata, Jasmine. "Differences between Caucasian and Hispanic Undergraduates in Emphasis on Distributive, Procedural, and Interactional Justice." Psychological Reports 87, no. 1 (August 2000): 151–55. http://dx.doi.org/10.2466/pr0.2000.87.1.151.
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Most theories of justice focus on individual-level approaches; few examine the role of contextual factors such as culture. To fill this gap in the literature, this study examined the differences between Caucasian and Hispanic undergraduates ( n = 120 and 58, respectively) in terms of their emphasis on distributive, procedural, and interactional justice. Analyses indicated that Hispanic students were more likely to use interactional justice than Caucasian respondents, but the groups did not differ in their likelihood of using distributive or procedural justice.
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Cropanzano, Russell, Cynthia A. Prehar, and Peter Y. Chen. "Using Social Exchange Theory to Distinguish Procedural from Interactional Justice." Group & Organization Management 27, no. 3 (September 2002): 324–51. http://dx.doi.org/10.1177/1059601102027003002.
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Aggarwal-Gupta, Meenakshi, and Rajiv Kumar. "Look Who's Talking! Impact of Communication Relationship Satisfaction on Justice Perceptions." Vikalpa: The Journal for Decision Makers 35, no. 3 (July 2010): 55–66. http://dx.doi.org/10.1177/0256090920100304.
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Communication in an organization forms an important part of most organizational processes. Effective communication leads to not only successful implementation of other processes such as change and divestitures, but also to positive organizational perceptions among employees. It encourages the perceptions of distributive and procedural justice leading to greater job satisfaction and performance among employees. This study looked at communication relationship satisfaction (CRS) and its impact on perceptions of distributive, procedural, and interactional justice. Communication relationship satisfaction (CRS) is an umbrella concept to convey the extent to which available information meets the task-related and general information needs of employees. Employees assess their satisfaction with communications inside organizations on four different facets: (a) with supervisors (b) with peers (c) with top management and (d) with the organization as such (Putti, Aryee and Phua, 1990). Perceived justice is a multi-dimensional construct encompassing three dimensions, namely distributive, procedural, and interactional justice. Distributive justice refers to the perceived fairness of the tangible outcomes of a dispute, negotiation, or decision involving two or more parties. Procedural justice refers to the perceived fairness of the policies, procedures, and criteria used by decision makers in arriving at the outcome of a dispute or negotiation. Interactional justice refers to the manner in which people are treated during the conflict resolution process Building upon previous research, we predicted that CRS across all facets will be positively related to all forms of organizational justice. We also predicted that CRS with top management will be the strongest predictor of distributive and procedural justice and CRS with supervisor will be the strongest predictor of interactional justice 292 executives belonging to different organizations were surveyed and the results supported the hypotheses: CRS was found to be strongly related to all the three components of organizational justice. Employees appeared to give far more importance to communication from the top management and their immediate supervisors than to the general communication from the organization as an entity. The results of this study become important in light of the recent layoffs and changes that are occurring in the corporate world. Clearly, any communication likely to impact perceptions of justice should be routed through the more appropriate channels.
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Babadağ, Mustafa, and Gökhan Kerse. "Justice for employee voice: a dimensional analysis." Independent Journal of Management & Production 13, no. 5 (July 1, 2022): 995–1025. http://dx.doi.org/10.14807/ijmp.v13i5.1576.
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This study aims to put forward whether distributive justice and procedural justice have a direct effect on the behaviour of voice and whether interactional justice has a moderating role on this effect. In order to evaluate the relations between variables, a survey technique is used and data were collected from 173 employees from a marble company in the city of Mugla (Turkey) with a convenience sampling method. In the test of hypotheses, regression analysis is used. The regression analysis was conducted via the Conditional Process Macro for SPSS developed by Andrew F. Hayes. The findings of the research showed that procedural justice affects employee voice positively and interactional justice has a moderating role in this effect. Additionally, as per the findings, it was seen that on the effect of procedural justice on employee voice, different levels of interactional justice have the same directional effect. Theoretical and practical implications were made by considering all the findings.
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Mehrabi, Javad, Mohammad Hossein Moshref Javadi, Ahmad Charmian, Nasim Darvish Zadeh, and Mohammad Hasan Tanhaei. "Studying Relationship between Organizational Justice and Employees' Performance Case study: Damloran Pharmaceutical Company in Borojerd, Iran." International Journal of Learning and Development 2, no. 2 (April 22, 2012): 271. http://dx.doi.org/10.5296/ijld.v2i2.1676.
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Objective of the study: The present survey studies relationship between organizational justice and employees' performance in one of the pharmaceutical companies of Borojerd township in Iran.Tools and methods: Organizational justice has been analyzed in this survey with three dimensions of distributive justice, procedural justice, and interactional justice and employees' performance has been considered with two indexes of effectiveness and efficiency. Statistical population of the survey included one-hundred seventy nine (179) persons of Damloran–Razak Pharmaceutical Company in Borojerd Township. Number of the sample was calculated equal to one-hundred twenty three (123) employees and thirty three (33) managers. Sampling was conducted through classified random method. Data analysis was accomplished using correlation test, Kolmogoroff-Smirnoff and binomial test.Findings: according to the research results, there was not any positive and significant relationship between organizational justice and employees' performance.Conclusion: factors of distributive justice, procedural justice and interactional justice and generally organizational justice haven't been in a desirable status in the organization under study. This may have plausible results for the organization in the long-term. Therefore, all organizations generally and Damloran-Razak Pharmaceutical Company specially must do their best to reinforce the process of justice in distribution of consequences, procedures and social interactions.
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Grubb, W. Lee. "Procedural Justice and Layoff Survivors' Commitment: A Quantitative Review." Psychological Reports 99, no. 2 (October 2006): 515–30. http://dx.doi.org/10.2466/pr0.99.2.515-530.
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Layoffs are common in today's organizations. Most studies that have examined the correlation between procedural justice and the organizational commitment of layoff survivors have yielded positive correlations, but the magnitude of the correlations varies widely. This study is the first to estimate the population correlation and to identify the primary sources that cause variation in the correlation across studies. The results indicated that justice and commitment correlations can always be expected to be positive. Based on a total sample size of 9,080 individuals, the estimated mean population correlation was .34. Variation was primarily explained by attributes of the justice measure where multiple items scales and scales composed of both interactional and procedural justice items yielded higher correlations than single item measures. Therefore, it is important that employers recognize the substantial assuaging affect that procedural and interactional justice can have on survivors' organizational commitment.
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Kim, Suk-Kyu, and Yunduk Jeong. "Developing the Healthy and Competitive Organization in the Sports Environment: Focused on the Relationships between Organizational Justice, Empowerment and Job Performance." International Journal of Environmental Research and Public Health 18, no. 17 (August 30, 2021): 9142. http://dx.doi.org/10.3390/ijerph18179142.
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As improving the job performance of employees is becoming increasingly significant for organizational growth, a major challenge for organizational development managers is to understand and explore the important antecedents of job performance. Therefore, the purpose of this study was to examine the structural relationships between organizational justice, empowerment, and job performance in the South Korean professional sports industry. Recently, many professional sports teams in South Korea have attempted to improve employees’ job performance for the future survival of the teams. The research participants were 371 employees affiliated with 40 male professional sports teams. The validity and reliability of the measures involved were investigated by carrying out confirmatory factor, Cronbach’s alpha, and correlation analyses. A structural equation-modeling test with a maximum likelihood estimation was performed to evaluate the structural relationships between distributive justice, procedural justice, interactional justice, empowerment and job performance, and the mediating effects of empowerment. The findings revealed the positive impacts of (a) distributive justice on empowerment, (b) procedural justice on empowerment, (c) interactional justice on empowerment, (d) procedural justice on job performance, and (e) interactional justice on job performance. Furthermore, empowerment fully mediated the relationship between interactional justice and job performance. These findings highlight the importance of increasing organizational justice and empowering employees when managing professional sports organizations.
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Mrwebi, Viwe. "Assessing possible outcomes regarding organisational justice in the financial services industry." Corporate Governance and Sustainability Review 3, no. 1 (2019): 51–63. http://dx.doi.org/10.22495/cgsrv3i1p5.
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Organisational justice has captured the interest of scholars in recent years since it is associated with the perceptions of an individual, to the presence of fairness in an organisation. It thus captures what an individual feel or evaluates to be, morally correct rather than viewing it to be something prescriptive. The primary objective of this study is to assess the possible outcomes regarding organisational justice within the South African financial services industry. A quantitative research design was employed. Non- probability sampling was used and 436 usable questionnaires were returned. The empirical results reveal that trustworthiness of management, intrinsic and extrinsic rewards, organisational transparency and organisational climate have positive influence on procedural-interactional justice and distributive justice, while employee engagement is founded to have no significant influence on both procedural-interactional justice and organisational distributive justice. Furthermore, both procedural-interactional justice was found to have a positive influence on both organisational citizenship behaviour and reputable employee retention, while organisational distributive justice had positive influence on organisational citizenship behaviour and reputable employee retention
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Santoso, Monica Tancia, David Handranatan Tang, and Adriana Aprilia. "PENGARUH SERVICE RECOVERY TERHADAP KEPUASAN KONSUMEN DI HOTEL BINTANG 4 DAN 5 DI KOTA SURABAYA." Jurnal Manajemen Perhotelan 8, no. 2 (January 9, 2023): 59–68. http://dx.doi.org/10.9744/jmp.8.2.59-68.
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Penelitian ini dilakukan untuk mengetahui seberapa besar dimensi dari service recovery (distributive justice, procedural justice, interactional justice) terhadap kepuasan konsumen di hotel bintang 4 dan 5 Surabaya. Penelitian ini melibatkan sebanyak 160 responden yang pernah menggunakan fasilitas restoran dan penginapan di hotel bintang 4 dan 5 kota Surabaya selama 12 bulan terakhir pada periode Februari 2021 - Maret 2022. Teknik analisa data yang digunakan pada penelitian ini adalah Partial Least Square (PLS). Hasil pada penelitian ini menunjukkan bahwa distributive justice, procedural justice, interactional justice berpengaruh positif dan signifikan terhadap kepuasan konsumen hotel bintang 4 dan 5 Surabaya.
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Aşcigil, Semra F., Nace R. Magner, and Yener Sönmez. "Are Employees' Ratings of Coworkers' Organizational Citizenship Behavior Influenced by Their Own Perceptions of Organizational Justice?" Psychological Reports 97, no. 1 (August 2005): 98–100. http://dx.doi.org/10.2466/pr0.97.1.98-100.
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Partial correlation analysis of questionnaire data from 62 of 65 employees of a Turkish company indicated that employees' own perceptions of organizational justice in terms of distributive, procedural, and interactional justice were related to how they rated their coworkers' organizational citizenship behavior. Specifically, all three two-way interactions between the justice variables were related to organizational citizenship behavior.
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Cassar, Vincent, and Sandra C. Buttigieg. "Psychological contract breach, organizational justice and emotional well-being." Personnel Review 44, no. 2 (March 2, 2015): 217–35. http://dx.doi.org/10.1108/pr-04-2013-0061.
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Purpose – Psychological contract breach, which represents instances when organizations fail to fulfil their side of the employment bargain, has been associated with salient concepts in strategic human resources management. The purpose of this paper is to investigate moderated mediated relationships involving breach, organizational (procedural and interactional) justice and emotional well-being. Design/methodology/approach – The study draws upon quantitative data collected by means of a questionnaire that was administered to 620 full-time technical and shop-floor employees in an automobile-parts company in Malta. The questionnaire included psychometrically validated scales on breach, justice and well-being. Findings – Breach partially mediated the relationship between justice and well-being while justice levels did not differentiate this mediating effect except for interactional justice. Finally, the interaction between procedural and interactional justice failed to explain the mediating role of breach over and above their single contributions although interactional justice seemed to make a bigger impact. Research limitations/implications – This study contributes towards a better understanding of the relationships between breach, justice and well-being. The major limitation is that because of its cross-sectional nature, causality cannot be inferred. Practical implications – Given that managing the employment relationship impacts on how people feel and hence perform, understanding how breach, justice and well-being are related, is strategically important to human resources management. Originality/value – To the authors’ knowledge, there is no previous research that links breach, justice and well-being in one study.
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Blodgett, Jeffrey G., Donna J. Hill, and Stephen S. Tax. "The effects of distributive, procedural, and interactional justice on postcomplaint behavior." Journal of Retailing 73, no. 2 (June 1997): 185–210. http://dx.doi.org/10.1016/s0022-4359(97)90003-8.
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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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Mauriat, Chandra Arief, and Budi Astuti. "The Impact of Fairness on Service Recovery to BRI Bank Customers Satisfaction and Loyalty on Pemalang Branch of Central Java." Jurnal Manajemen dan Bisnis Indonesia 5, no. 3 (June 1, 2018): 364–77. http://dx.doi.org/10.31843/jmbi.v5i3.173.
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The population used in this study is all customers of Bank BRI Branch Pemalang who do complaints. While this sample was 150 customers were considered to have been adequately represent the population studied. The sampling technique used purposive sampling method that is the customers who never make a complaint at Bank BRI. Analysis model used in this research is descriptive analysis, multiple linear regression analysis and simple linear regression analysis. The study found that 1) there is a positive and significant effect on the variable procedural fairness to the satisfaction of the recovery, 2) there is a positive and significant effect on the variable distributive fairness to the satisfaction of recovery 3) there is a positive and significant effect on the variable fairness interaction to the satisfaction of the recovery and 4) There is a positive and significant effect on the variable satisfaction on customer loyalty BRI Bank Branch Pemalang. The implication of this research is recommended to Bank BRI Branch Pemalang to pay attention to fairness in service recovery both procedural fairness, distributive fairness and interactional fairness to increase the satisfaction of the recovery so expect customer loyalty will increase, especially in providing the right solution in the handling of a complaint.
Keywords: procedural fairness, distributive fairness, interactional fairness, loyalty
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Kyei-Poku, Ivy. "The influence of fair supervision on employees’ emotional exhaustion and turnover intentions." Management Research Review 42, no. 9 (September 16, 2019): 1116–32. http://dx.doi.org/10.1108/mrr-12-2018-0494.
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PurposeDespite the importance of interactional fairness, it has been assessed less frequently in literature than has procedural and distributive justice. The effects of interactional fairness are at times stronger than the effects for procedural and distributive fairness, given that supervisors are prominent in any workplace environment and the chief source for interpreting information related to matters such as suitable business practices and goals needed by organizations. This study aims to examine the mediating mechanisms through which interactional justice influences emotional exhaustion and turnover intentions. Specifically, the hypothesis proposes that perceived organizational support and a sense of belongingness simultaneously mediates the relationship between interactional justice and emotional exhaustion, which in turn affects withdrawal cognitions.Design/methodology/approachThe author draws on the literature and studies on the link between organizational justice, stress and turnover to develop the hypotheses, collecting data from 141 employees of different organizations and occupations.FindingsResults of partial least squares structural equation modeling and Preacher and Hayes’ (2004) bootstrapping approach reveal that interactional justice is significantly positively associated with perceptions of organizational support and belongingness, which in turn is negatively associated with emotional exhaustion.Research limitations/implicationsInteractionally fair treatment engenders perceptions of organizational support and heightens a sense of belongingness, subsequently reducing the burden of physical and emotional fatigue on individuals and thereby freeing employees from engaging in turnover cognitions.Practical implicationsThe study underscores the importance of fair supervisors. Results suggest that fair supervisors help employees estimate the extent to which their organization is supportive. In addition, fair supervisors reassure subordinates that they are valued, which in turn lessens the experience of emotional exhaustion, giving organizations a competitive advantage due to the more favorable behavioral intentions held by employees.Originality/valueInteractional justice has been assessed less frequently in literature than has procedural and distributive justice. Research has overlooked the underlying process of how interactional justice reactions might motivate emotional exhaustion and turnover intentions responses. Thus, this study identifies an expanded group of mediators that link interactional justice to emotional exhaustion and turnover intentions.
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Martínez-Tur, Vicente, José Ramos, José M. Peiró, and Esther García-Buades. "Relationships among Perceived Justice, Customers' Satisfaction, and Behavioral Intentions: The Moderating Role of Gender." Psychological Reports 88, no. 3 (June 2001): 805–11. http://dx.doi.org/10.2466/pr0.2001.88.3.805.
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This article tested the gender differences in the relationships between perceptions of justice, customers' satisfaction, and behavioral intentions. The sample consisted of 334 subjects (205 men and 129 women) surveyed in 38 hotels located in Spain. A questionnaire was used to measure distributive, procedural, and interactional justice as well as customers' responses of satisfaction and intentions. Analysis showed that the correlation between scores for distributive justice and customers' satisfaction as well as that between distributive justice and intentions were greater for men than for women. In contrast, the sex differences in the links of procedural and interactional justice to satisfaction and intentions were not significant.
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Yogasari, Ida Ayu Mahesta, and I. Gusti Ayu Nyoman Budiasih. "Impact of organizational justice perceptions and transformational leadership role on counter productive work behavior." International research journal of management, IT and social sciences 6, no. 6 (November 13, 2019): 239–43. http://dx.doi.org/10.21744/irjmis.v6n6.800.
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This study examines the impact of organizational justice perceptions and transformational leadership role on counterproductive work behavior. The study illustrates that organizational justice (procedural and interactional justice) perception and transformational leadership produces a negative impact on counterproductive work behavior (organizational and interpersonal). The reduction utilizes social exchange theory. Survey methods and purposive sampling methods was conducted by collecting primary data from respondents working as an accounting team member in the Food and Beverage sector of the Badung Regency. The primary data were processed with a multiple linear regression model. Survey results reveal that procedural justice and interactional justice as well as transformational leadership significantly impact counterproductive work behavior (organizational and interpersonal).
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MUHAMMAD YOUNAS, IMRAN SAEED, GHAYYUR QADIR, and SAIF ULLAH KHAN. "Effect of Organizational Justice on Turnover Intention: Mediating Role of Employee Motivation." Journal of Business & Tourism 1, no. 2 (November 1, 2021): 105–21. http://dx.doi.org/10.34260/jbt.v1i2.20.
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Turnover is a substantial problem all over the world, in all the industries. The problem is further impairing to the performance of knowledge intensive industries such as pharmaceuticals. This study examined the effect of Organizational justice facets i.e. Procedural Justice, Distributive Justice and Interactional Justice on Turnover Intention. Based on a sample of 141employees from 19 Private sector pharmaceutical companies located in Peshawar. The results reveal that Procedural Justice and Distributive Justice have significant and constructive effect on Turnover Intention while of Interactional Justice had no statistically significant effect. The analysis also shows that Intrinsic and Extrinsic Motivation as mediating variables significant effect on relationship between Organizational and Turnover Intentions.
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Čiuladienė, Gražina, and Daiva Račelytė. "Perceived unfairness in teacher-student conflict situations: students’ point of view." Polish Journal of Applied Psychology 14, no. 1 (March 1, 2016): 49–66. http://dx.doi.org/10.1515/pjap-2015-0049.
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Abstract Student perceptions of injustice in the classroom can evoke destructive behavior, resistance, deception, aggression, and conflict escalation. Our study explores student experiences of unjust teacher behavior in educational settings. Students (N=99) were asked to remember a conflict they experienced during their studies. The conflict descriptions (N=78) were analysed and grouped according the type of perceived injustice (distributive, procedural, interactional) and 22 issues of unfair behaviour (Mikula et al., 1990). Our study revealed that perceived unfair grading, power demonstrations, and accusation were the most important predictors of teacher-student conflicts. Moreover students reported they experienced interactional injustice more frequently than they experienced distributive or procedural injustice.
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Altamimi, Abdulmalik M. "An Interactional World Trade Law." International Community Law Review 18, no. 3-4 (October 6, 2016): 317–52. http://dx.doi.org/10.1163/18719732-12341329.
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This article undertakes an innovative analysis of the theoretical and practical bases of world trade law by employing the interactional international law theory developed by Jutta Brunnée and Stephen Toope, and the jurisprudence of Lon L. Fuller. There are two main reasons for choosing an interactional approach. Firstly, through the constructivist notion of shared understandings, it offers a suitable framework for identifying the social foundations of world trade in terms of economic and legal inputs into the system. Secondly, Fuller’s contributions are acutely relevant to world trade law because of the economics foundation of his morality of law thesis, and his insightful reflections on fidelity to law, legality, and adjudication. Fuller’s jurisprudence pays close attention to the limits of adjudicating institutional rules that apply to the allocation of economic resources. This makes it useful for discussing the procedural challenges facing the World Trade Organization compliance regime.
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Liu, Gordon, Lukman Aroean, and Wai Wai Ko. "A business ecosystem perspective of supply chain justice practices." International Journal of Operations & Production Management 39, no. 9/10 (December 6, 2019): 1122–43. http://dx.doi.org/10.1108/ijopm-09-2018-0578.
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Purpose The purpose of this paper is to investigate the influence of supply chain (SC) justice practices in shared value-supplier delivery performance relationship and the contingent role of trust in SC ecosystem operation. Design/methodology/approach The authors collect and analyze dyadic survey data from a marina resort SC ecosystem in Indonesia. Findings The results suggest the differential moderating effects of two types of perceived SC justice – perceived procedural justice and perceived interactional justice – on the relationship between shared value and supplier delivery performance. More specifically, we find that perceived procedural justice strengthens the shared value-supplier delivery performance relationship, but that perceived interactional justice weakens such a relationship. Furthermore, the findings demonstrate a positive three-way interaction effect between shared value, perceived SC justice and trust on supplier delivery performance. Originality/value The study is the first to introduce the role of SC justice practices in SC ecosystem operation. The authors examine how shared value interacts with perceived SC justice and trust in order to determine supplier delivery performance.
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Suhartatik, Ani, C. Marliana Junaedi, and Putri Meidina Novianti. "THE IMPACT DISTRIBUTIVE JUSTICE, PROCEDURAL JUSTICE, INTERACTIONAL JUSTICE, EMPLOYEE ENGAGEMENT AND JOB SATISFACTION ON TURNOVER INTENTION." Research In Management and Accounting 3, no. 2 (December 30, 2020): 63–73. http://dx.doi.org/10.33508/rima.v3i2.3050.
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The research is aimed at investigating the impact distibutive justice, procedural justice,interactional justice, employee engagement and job satisfaction on turnover intention.. Hence, it is a causal research. The data are drawn from a sample of 208 bank employees in Surabaya determined using a purposive sampling technique. The collected data are then analyzed using Structural Equation Modeling, LISREL version 8.70. The result of the hypothesis testing indicates that distibutive justice and procedural justice does not have any significant impact on employee engagement and job satisfaction, interactional justice have any significantly affect on employee engagement and job satisfaction, employee engagement significantly affect on turnover intention, and job satisfaction significantly affect on turnover intention
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Kalay, Faruk. "The Impact of Organizational Justice on Employee Performance: A Survey in Turkey and Turkish Context." International Journal of Human Resource Studies 6, no. 1 (February 20, 2016): 1. http://dx.doi.org/10.5296/ijhrs.v6i1.8854.
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The purpose of this study is to analyze the impacts of three aspects of organizational justice, namely, distributive justice, procedural justice and interactional justice, on the task performance of employees in the context of Turkey. The study was conducted based on data collected from 942 teachers working in public schools in three Turkish metropolitan cities. The hypotheses were tested using partial least squares structural equation modeling (PLS-SEM) techniques. The findings of the study indicated that among the three aspects of organizational justice, distributive justice has a positive and significant impact on task performance. However, it was determined that the other two aspects, procedural justice and interactional justice, have no significant impact on task performance.
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Setyawati, Murni. "THE INFLUENCE OF PERCEIVED JUSTICE IN SERVICE RECOVERY ON COMPLAINANT SATISFACTION AND WORD-OF-MOUTH INTENTION AT HOTEL IN JAKARTA." Journal of Business Economics 23, no. 3 (2018): 218–35. http://dx.doi.org/10.35760/eb.2018.v23i3.1830.
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The purpose of this study is to assess the relative influences of distributive (DJ), procedural (PJ), and interactional (IJ) justices on customer satisfaction with service recovery and to examine the relationship between recovery satisfaction and word-of-mouth intention. On-site surveys were administered to collect data from hotel guests who stayed and experienced a service failure at five-star hotels. The effects of procedural and interactional justice have a positive relationship with complainant satisfaction and word-of-mouth intention. The results also confirmed the role of complainant satisfaction on word-of-mouth intention. Managerial implications of these findings are briefly discussed. Keywords: service failure, service recovery, perceived justice, complainant satisfaction, word-of-mouth intention
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Moliner, Carolina, Vicente Martínez-Tur, José M. Peiró, and José Ramos. "Linking Organizational Justice to Burnout: Are Men and Women Different?" Psychological Reports 96, no. 3 (June 2005): 805–16. http://dx.doi.org/10.2466/pr0.96.3.805-816.
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This study tested the links from organizational justice with burnout and the moderating role of sex in these relationships. A total of 279 contact employees (149 men and 130 women) were surveyed in 59 hotels. A questionnaire was used to measure distributive, procedural, and interactional justice as well as employees' burnout (exhaustion, cynicism, and efficacy). Hierarchical regression models, calculated to test the hypothesized effects, indicated the predominance of procedural justice over distributive and interpersonal with regard to the direct relationships between organizational justice and burnout. Analysis also showed that links from interactional justice with exhaustion and cynicism were greater for women than for men. In contrast, there were no significant sex differences on the efficacy dimension.
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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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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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SIMMERS, CLAIRE A., and ADELA J. McMURRAY. "ORGANISATIONAL JUSTICE AND MANAGING WORKPLACE INNOVATION: HOW IMPORTANT ARE FORMAL PROCEDURES?" International Journal of Innovation Management 23, no. 03 (April 2019): 1950026. http://dx.doi.org/10.1142/s1363919619500269.
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Few studies examine organisational justice and innovation simultaneously within workplace settings. Thus, the purpose of our study was to investigate the impact of organisational justice on workplace innovation. We tested the three dimensions of organisational justice (distributive, procedural and interactional) and the four dimensions of workplace innovation (individual, team, organisational and overall climate for innovation) across multiple industry contexts. The sample comprised 282 individuals employed in a variety of industries based in the United States. The Structural Equation Modelling (SEM) analysis identified a significant finding where organisational justice formal procedures promoted all four dimensions of workplace innovation and thus was important in managing workplace innovation. Distributive justice only had an impact on organisational innovation, while interactional procedures justice only had an impact on innovation climate and thus were less important. The study results provide new contributions to the innovation literature.
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Ellyawati, Jeanne, Bernardinus M. Purwanto, and Basu Swastha Dharmmesta. "The Effect Of Perceived Justice On Customer Satisfaction In The Service Recovery Context: Testing Mediating Variables." Journal of Service Science (JSS) 5, no. 2 (December 31, 2012): 87–100. http://dx.doi.org/10.19030/jss.v5i2.7578.
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This study examines the impact of service failure through the model of service recovery evaluation. The study focuses on the concept of justice theory to determine the influence of emotions on the three dimensions of justice (distributive, procedural, and interactional) for consumer satisfaction. The study considered a sample of 102 retailers in the Yogyakarta region in Indonesia, whose customers had experienced service failure and received service recovery. This study hypothesizes that perceived justice will significantly affect customer satisfaction directly in the context of service recovery satisfaction. It is further hypothesized that there will be a significant indirect effect of perceived justice on customer satisfaction in the context of service recovery satisfaction through emotions. This study employs the hierarchical regression model and shows that perceived justice (distributive, procedural, and interactional) significantly and directly affects customer satisfaction. Further findings indicate that perceived justice also significantly and indirectly affects customer satisfaction. Positive emotions influence the effect of perceived justice on customer satisfaction. Negative emotions only mediate between perceived procedural justice and satisfaction. Thus, negative emotions do not elicit perceived distributive and interactional justice to unsatisfied retailer as consumers. The mediating variables are only partial mediations. The findings hold significant implications for the theory and practice of service recovery management, especially for retailers and service providers.
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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.
Full textAbstract:
<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>