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1
Chong, Alvin, Ibiwani Alisa Hussain, Noraini Ahmad, and Jugindar Singh Kartar Singh. "Organisation Justice Towards’ Employees Voluntary Turnover: A Perspective of SMEs in Malaysia." International Journal of Human Resource Studies 11, no. 2 (March 26, 2021): 58. http://dx.doi.org/10.5296/ijhrs.v11i2.18459.
Повний текст джерелаАнотація:
Turnover of employees has gained the attention of organisations due to the impact of human resources on organisation performance and competitive advantage. This dilemma leads the management to struggle to find ways and retain employees. To attract, organisations use the "pull factors" to entice employees to perform better in the organisation. This study was conducted to investigate the relationship between the three dimensions of organisational justice: distributive, procedural and interactional justice towards voluntary turnover. This was an explanatory study that used a quantitative research design. Through a survey method, data was collected from a total of 115 respondents. The findings revealed that there was a significant relationship between employee turnover, distributive justice, procedural justice, and interactional justice. However, interactional justice had the strongest impact. This study also unearthed that attractive compensation is not the only method for the management to retain talent in organisations. Organisational justice plays an essential role in the retention of employees. These results will provide a better understanding of supervisors and human resource professionals with additional insights into the impact of organisational justice on employees' turnover. This study indicates that organisations' interactional justice practised is considered a central factor for employee retention. Although prior research has investigated a number of these issues, this study was the first to focus on employees in Small and Medium Enterprises in Malaysia.
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Pillay, Kiru, and Manoj Maharaj. "The Restructuring and Re-Orientation of Civil Society in a Web 2.0 World." International Journal of Cyber Warfare and Terrorism 5, no. 1 (January 2015): 47–61. http://dx.doi.org/10.4018/ijcwt.2015010104.
Повний текст джерелаАнотація:
This study focuses on how civil society organisations strategically deploy Web 2.0 technologies for transnational social advocacy and the impact of this technology adoption on civil society organisations' roles, structure, and orientation. The global environmental justice organisation, Greenpeace is used as a case study. Greenpeace advocates for changes in environmental policy and behaviour, has been at the forefront of environmental issues, and has used the mass media as an effective campaigning tool. The key findings that emerged was that social media has become a key ingredient of Greenpeace's campaigning strategy and has been embraced at both a strategic and operational level. The emergence of a collaborative communications paradigm has necessitated a level of organisational introspection evidenced in both changes in the organisation's strategic planning processes and changes to the organisational structure.
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Nassar, Mohamed A., and Michel Zaitouni. "Perceived performance appraisal justice in Egyptian chain hotels." International Journal of Culture, Tourism and Hospitality Research 9, no. 3 (August 3, 2015): 329–45. http://dx.doi.org/10.1108/ijcthr-04-2015-0028.
Повний текст джерелаАнотація:
Purpose – This paper aims to examine the relationships between perceptions of organisational justice, perceived competence of supervisor and perceived supervisory support (PSS) in hotel employees in Egypt. Design/methodology/approach – Employees who worked in chain hotels in two cities completed questionnaires on each dimension. Principal component analysis and hierarchical regression analysis were used to evaluate relationships among the dimensions to test the hypothesis that PSS mediates the relationship between perceived organisational justice and perceived competence of supervisor. Findings – Measures of organisational justice, perceived competence of supervisor and PSS were all positively related to one another. PSS partially mediated the relationship between organisational justice and perceived competence of supervisor. Research limitations/implications – Results indicate that employees who perceive their managers to be supportive and their organisations to be fair and just also believe that their supervisors are more competent. However, these results are only a cross-sectional snapshot, and future studies could examine how employee attitudes change over time and what factors contribute most to establishing perceptions of managerial competence and trust in the organisation. Practical implications – The findings suggest that organisations should develop policies that allow managers to foster supportive and transparent relationships with employees to establish confidence between employee and both manager and organisation. Originality/value – This study is the first of its kind to evaluate the mediating effects of PSS on organisational justice and perceived competence of supervisor in Egypt and in the hospitality industry.
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Ledimo, Ophillia. "Development and validation of an organizational justice measurement instrument for a South African context." Risk Governance and Control: Financial Markets and Institutions 5, no. 1 (2015): 28–38. http://dx.doi.org/10.22495/rgcv5i1art3.
Повний текст джерелаАнотація:
Measuring organisational justice in a South African context is a concern as the concept is multi-dimensional and there is no comprehensive definition; therefore, an integrative and well-developed measure of organisational justice can advance the measurement and analysis of this concept. This study investigates the development and validity of an organisational justice measuring instrument (OJMI), and determines the relationships between the different dimensions of the concept organisational justice. Data was gathered from 289 participants, employed in a public service organisation. To analyse the data the descriptive and inferential statistics used are Cronbach alpha coefficient, means, the explanatory factor analysis (EFA) and the confirmatory factor analysis (CFA). It was found that the model fitted the data well and the measurement of each dimension, namely strategic direction; distributive, procedural, interactional, informational, diversity management; customer relations; service delivery innovation as well as ethical leadership and management justice were confirmed to be statistically significant and positive. These results indicate that OJMI is a reliable and valid measure that organisations need in order to measure perceptions of fairness, and to monitor trends of fair practices. The validated measuring instrument for organisational justice and the conducted analysis of the interrelationships between the different dimensions of the concept will enable organisations to initiate proactive and reactive interventions to facilitate justice and fair practices.
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Andani, Nethavhani,, and Maluka Harriet Rivalani. "Perceived organisational justice among academic employees at a selected higher learning institution." Business and Management Review 11, no. 02 (December 15, 2020): 19–27. http://dx.doi.org/10.24052/bmr/v11nu02/art-03.
Повний текст джерелаАнотація:
Organisations depend on employees as crucial resources to execute duties aimed at realisation of organisational objectives. Organisational justice has been found to be a major predictor of employees’ performance and wellbeing. Studies found that employees tend to view justice in a different manner and that majority of employees tend to enjoy their work when they perceive that organisational justice exist within their organisation. The objective of this study was to examine the academic employees’ perceptions of organisational justice at a selected higher learning institution. A descriptive quantitative research approach was adopted in this study. A structured questionnaire developed by Colquitt (2001) was used to collect data from a convenient sample of 50 academic employees. The questionnaire consists of 20 items measuring three dimensions of organisational justice (procedural justice, distributive justice, and interactional justice) rated on a 7-point Likert scale. The collected data was analysed using the Statistical Package for the Social Sciences (SPSS) 26.0 published by the International Business Machines (IBM). The research findings revealed that in general, a slight majority of the respondents perceived some form of organisational justice to exist within their organisation (mean of 4.64). Although similar results were found in terms of the three dimensions of perceived organisational justice (4.19 for procedural justice, 5.14 for distributive justice and 4.78 for interactional justice), some form of injustice was reported to exist in relation to procedural justice. The study recommends that future researchers should continue to explore all the prospects of organisational justice in higher institutions of education.
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Ledimo, Ophillia. "An assessment of organisational justice perceptions across three generational cohorts." Journal of Governance and Regulation 4, no. 4 (2015): 69–78. http://dx.doi.org/10.22495/jgr_v4_i1_p6.
Повний текст джерелаАнотація:
Despite several reviews of generational differences across cohorts regarding their career stages in organisations, relatively few empirical investigations have been conducted to understand these cohorts’s behaviour and perceptions. Hence there is paucity of studies that explored the generational differences on the construct organisational justice across generational cohorts. The objective of this study was to assess the differences across three generational cohorts (Millennials, Generation X, and Baby Boomers) on dimensions of the organisational justice construct using the Organisational Justice Measurement Instrument (OJMI). Data was collected through the administration of OJMI to a random sample size of organisational employees (n=289). Descriptive statistics and analysis of variance were conducted to interpret the data. These findings provide evidence that differences do exist across cohorts on dimensions of organisational justice, and some differences may be a result of respondents’ different perception of their organisation’s practices and processes. In terms of contributions and practical implications, insight gained from the findings may be used in proposing organisational development interventions to manage multigenerational employees as well as to conduct future research.
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Colaco, Beverly, and Natasha M. Loi. "Investigating the relationship between perception of an organisation’s ethical culture and worker motivation." International Journal of Organizational Analysis 27, no. 5 (November 4, 2019): 1392–408. http://dx.doi.org/10.1108/ijoa-08-2018-1511.
Повний текст джерелаАнотація:
Purpose This study aims to examine whether an individual’s perception of the ethical culture of their organisation could be used to predict their work motivation. Design/methodology/approach Using the corporate ethical virtues model as a foundation, the role of distributive justice was explored through the development of a composite measure for assessing ethical organisational culture. The resulting six-factor solution was then used. Australian employees (N = 330; Mage = 38.40) completed an online survey examining perceptions of ethical culture, distributive justice and work motivation. Findings Results indicated that higher work motivation was associated with a higher perception of an organisation’s ethical culture. Additionally, the six dimensions of ethical culture accounted for significant variance in worker motivation, with factors relating to congruency of peers, clarity and feasibility being the best predictors. Originality/value This study provides useful cues for future research and interventions enabling organisations to take a more targeted approach to influence their ethical culture and, consequently, an individual’s motivation to work.
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Dogus, Yurdagul. "A qualitative research on organizational peace in schools." Cypriot Journal of Educational Sciences 14, no. 4 (December 31, 2019): 661–75. http://dx.doi.org/10.18844/cjes.v11i4.4486.
Повний текст джерелаАнотація:
The concept of organisational peace is a dynamic situation that can develop through open communication, whose main elements are justice, trust and goodwill, and affect the peace and happiness of individuals. Organisational peace consists of two dimensions such as ‘internal organisational peace’ and ‘external organisational peace’. ‘Internal organisational peace’, which is formed by relations and conditions within the organisation itself, is influenced by four factors such as individual, organisational, managerial and job characteristics. The ‘external organisational peace’, which is formed by the organisation's relations with others, stems from the direct–indirect, optional or obligatory interactions of the organisation. External organisational peace is influenced by five factors such as hierarchical relations, close environment, other organisations, society and global relations. This research is the first study that provides a conceptual framework for the concept of organisational peace and examines the concept of organisational peace empirically. The aim of this study is to determine the views of teachers in the ‘internal organisational peace’ dimension in schools. The research was carried out in the phenomenological design of qualitative research methods. The study group consisted of 10 teachers selected by the criterion sampling method. Teachers explain the concept of organisational peace with happiness, common goals, cooperation, justice, comfort, democratic values, harmony, respect and healthy communication. Factors that promote ‘internal organisational peace’ are positive personality, job satisfaction, fair practices, effective organisational communication, competencies of managers and good physical conditions of the job. Factors that prevent ‘internal organisational peace’ are negative personality, violent behaviour, unfair management, closed communication and bad physical conditions of the job.
Keywords: Organisational peace, school, Turkey.
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Rodwell, John, and Andre Gulyas. "Psychological contract breach among allied health professionals." Journal of Health Organization and Management 29, no. 3 (May 18, 2015): 393–412. http://dx.doi.org/10.1108/jhom-05-2013-0107.
Повний текст джерелаАнотація:
Purpose – Allied health professionals are vital for effective healthcare yet there are continuing shortages of these employees. Building on work with other healthcare professionals, the purpose of this paper is to investigate the influence of psychological contract (PC) breach and types of organisational justice on variables important to retention among allied health professionals: mental health and organisational commitment. The potential effects of justice on the negative outcomes of breach were examined. Design/methodology/approach – Multiple regressions analysed data from 113 allied health professionals working in a medium-large Australian healthcare organisation. Findings – The main negative impacts on respondents’ mental health and commitment were from high PC breach, low procedural and distributive justice and less respectful treatment from organisational representatives. The interaction between procedural justice and breach illustrates that breach may be forgivable if processes are fair. Surprisingly, a betrayal or “aggravated breach effect” may occur after a breach when interpersonal justice is high. Further, negative affectivity was negatively related to respondents’ mental health (affective outcomes) but not commitment (work-related attitude). Practical implications – Healthcare organisations should ensure the fairness of decisions and avoid breaking promises within their control. If promises cannot reasonably be kept, transparency of processes behind the breach may allow allied health professionals to understand that the organisation did not purposefully fail to fulfil expectations. Originality/value – This study offers insights into how breach and four types of justice interact to influence employee mental health and work attitudes among allied health professionals.
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Doll, Agnieszka, and Kevin Walby. "Institutional Ethnography as a Method of Inquiry for Criminal Justice and Socio-Legal Studies." International Journal for Crime, Justice and Social Democracy 8, no. 1 (February 18, 2019): 147–60. http://dx.doi.org/10.5204/ijcjsd.v8i1.1051.
Повний текст джерелаАнотація:
Institutional ethnography (IE) is a method of inquiry created by Canadian feminist sociologist Dorothy E. Smith to examine how sequences of texts coordinate forms of organisation. Here we explain how to use IE, and why scholars in criminal justice and socio-legal studies should use it in their research. We focus on IE’s analysis of texts and intertextual hierarchy, as well as Smith’s understanding of mapping as a methodological technique; the latter entails explaining how IE’s approach to mapping differs from other social science approaches. We also argue that IE’s terms and techniques can help examine the textual work undertaken in criminal justice and legal organisations, and reveal how people are governed and ruled by these organisational processes. In the discussion, we summarise how IE can productively contribute to criminal justice and socio-legal studies in the twenty-first century.
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López-Deflory, Camelia, Amélie Perron, and Margalida Miró-Bonet. "Organisational Justice and Political Agency among Nurses in Public Healthcare Organisations: A Qualitative Study Protocol." International Journal of Environmental Research and Public Health 18, no. 17 (August 29, 2021): 9110. http://dx.doi.org/10.3390/ijerph18179110.
Повний текст джерелаАнотація:
Nurses are rarely treated as equals in the social, professional, clinical, and administrative life of healthcare organisations. The primary objective of this study is to explore nurses’ perceptions of organisational justice in public healthcare institutions in Majorca, Balearic Islands, Spain, and to analyse the ways in which they exercise their political agency to challenge the institutional order when it fails to reflect their professional ethos. An ethnomethodological approach using critical discourse analysis will be employed. The main participants will be nurses occupying different roles in healthcare organisations, who will be considered central respondents, and physicians and managers, who will be considered peripheral respondents. Data generation techniques include semi-structured interviews, a sociodemographic questionnaire, and the researcher’s field diary. This is one of the first studies to address organisational justice in healthcare organisations from a macrostructural perspective and to explore nurses’ political agency. The results of this study have the potential to advance knowledge and to ensure that healthcare organisations are fairer for nurses, and, by extension, for the patients in their care.
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Cohen, Raphaël. "La justice, talon d'Achille des organisations." L'Expansion Management Review N° 138, no. 3 (2010): 103. http://dx.doi.org/10.3917/emr.138.0103.
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Wood, David. "Business justice: Transactions, resources, and organisations." Journal of Business Ethics 13, no. 6 (June 1994): 481–86. http://dx.doi.org/10.1007/bf00881457.
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Saoula, Oussama, Muhammad Fareed, Saiful Azizi Ismail, Nurul Sharniza Husin, and Rawiyah Abd Hamid. "A Conceptualization of the Effect of Organisational Justice on Turnover Intention: The Mediating Role of Organisational Citizenship Behaviour." International Journal of Financial Research 10, no. 5 (June 10, 2019): 327. http://dx.doi.org/10.5430/ijfr.v10n5p327.
Повний текст джерелаАнотація:
Considering employees are the ultimate valuable assets, most companies nowadays give lots of effort and capitalise vital resources to preserve them. The turnover of those employees will affect the achievement of the organisations’ goals as well as the maintaining of the competitive advantage. Therefore, it is imperative to call for more studies to understand the factors affecting this phenomenon in different settings and contexts of research, particularly in the non-western perspectives such as Malaysia who is facing big challenges toward the employees’ turnover in many sectors. Therefore, the drive of this paper is to examine the relationship between organisational justice (OJ), organisational citizenship behaviour (OCB) (benefiting the individual OCB-I and benefiting the organisation OCB-O) and turnover intention (TI). Consequently, this study proposed framework to study the effect of organisational justice on turnover intention via the mediation role of organisational citizenship behaviour (OCB-I, OCB-O). Also, the direct impact between the variables has been discussed. Hence this paper is expected to fill the research gap and contribute to the body of knowledge in this area of research.
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Katou, Anastasia A. "Transformational leadership and organisational performance." Employee Relations 37, no. 3 (April 7, 2015): 329–53. http://dx.doi.org/10.1108/er-05-2014-0056.
Повний текст джерелаАнотація:
Purpose – The purpose of this paper is to investigate the serially mediating mechanisms of organisational justice, organisational trust, and employee reactions in the relationship between transformational leadership and organisational performance. Design/methodology/approach – The study is based on a national sample of 133 organisations from the public and private sectors in Greece and on data obtained from 1,250 employees at three hierarchical positions. The statistical method employed is structural equation modelling. Findings – The findings of the study suggest that responsive and supportive transformational leadership behaviour have a positive impact on organisational growth. Additionally, this impact is mediated by organisational procedural justice, organisational trust integrity and dependability, and organisational commitment. Research limitations/implications – The study does not allow for dynamic causal inferences because the data were collected using a questionnaire at a single point in time. Furthermore, the findings of the study may not generalise across borders, because the study was applied in the Greek context, which is experiencing a severe economic and financial crisis. Practical implications – The major message of the study to decision makers and practitioners is that leaders should work at fostering organisational commitment by improving perceptions of fairness and trust, consistent with the context where the organisation is activated. Originality/value – There is hardly any research that has been conducted to examine the serially mediating relationships of justice, trust, and employee reactions using multi-dimensional constructs in investigating the relationship between transformational leadership and organisational performance.
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Bose, Suchandra, and Bhaswati Patnaik. "A theoretical model of transformational leadership and organizational identification of employees : The role of organizational learning , organizational justice and psychological empowerment." INTERNATIONAL JOURNAL OF MANAGEMENT & INFORMATION TECHNOLOGY 10, no. 5 (January 26, 2015): 2199–207. http://dx.doi.org/10.24297/ijmit.v10i5.623.
Повний текст джерелаАнотація:
Transformational leaders inspire and motivate their followers to achieve extraordinary outcomes and in the process, improve their own leadership capacity. Transformational leadership is known to have a positive effect on followers work outcomes such as productivity, commitment, job satisfaction and so on. The attrition rate in organisations reduces with the increase in employees loyalty, job satisfaction and commitment to their work. The more the employees identify with the organisation, the more they are likely to continue their jobs for a longer period of time. It is imperative to know, from the management point of view, as to what contributes to the employee identification with the organisation, so that sustainability in productivity can be achieved. The rationale of the proposed study is to understand the underlying organizational mechanisms through which transformational leadership determine employees organizational identification. Different transformational leader behaviours involve different influence processes. Research evidences show that Transformational Leadership influences both organizational learning and organizational justice. The constructs of organizational learning and organisational justice are important in determining work related attitudes and emotions respectively. The objective of the present study is to develop a theoretical model to examine how the constructs of transformational leadership, organizational learning, and organizational justice relate to the employees psychological empowerment and organisational identification of the employees.The article is concluded with a discussion on the implications of the model and the possible limitations in the model.
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Smith, Nigel Vaughan. "Equality, Justice and Identity in an Expatriate/Local Setting: Which Human Factors Enable Empowerment of Filipino Aid Workers?" Journal of Pacific Rim Psychology 6, no. 2 (December 2012): 57–74. http://dx.doi.org/10.1017/prp.2012.10.
Повний текст джерелаАнотація:
This study explored which of social dominance, social identity and perceptions of organisational justice were most predictive of self-reported empowerment among aid workers in the Philippines (N = 98). Responses to an online survey available in English and Tagalog were obtained from employees of diverse locally operating aid organisations in the Philippines. The survey included composite measures of empowerment, perceived social dominance, social identity and organisational justice. All measures except perceived social dominance performed as theorised in the Philippine context of this study. The best predictor of empowerment was the aspect of organisational justice centering on the fairness of personal interactions (interactional justice; β = .331). An interaction effect between interactional justice and aspects of empowerment and social (Filipino) identity was also observed (β = .233), implying that a secure Filipino identity may act as a buffer to consequences of injustice, all other things being equal. The overall pattern of results suggests that justice plays a more significant role than either social dominance or identity in contributing to empowerment amongst Filipino aid employees. Strikingly, interactional justice may matter more than distributive justice.
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Huong, Le, Connie Zheng, and Yuka Fujimoto. "Inclusion, organisational justice and employee well-being." International Journal of Manpower 37, no. 6 (September 5, 2016): 945–64. http://dx.doi.org/10.1108/ijm-12-2015-0212.
Повний текст джерелаАнотація:
Purpose The purpose of this paper is to examine the relationship between employee perceived well-being and the four dimensions of organisational justice, namely, procedural, distributive, interpersonal and informational justice, and how dimensions of organisational justice affect employee well-being in the Australian tourism industry. Design/methodology/approach The sample is selected from employees who work in the tourism industry in Australia, and the survey was conducted online (n=121). Factor analysis is used to identify key items related to perceived organisational justice, followed by multiple regression analysis to assess the magnitude and strength of impacts of different dimensions of organisational justice on employee well-being. Findings The results support the established view that organisational justice is associated with employee well-being. Specifically, informational justice has the strongest influence on tourism employee well-being, followed by procedural justice, interpersonal justice and distributive justice. Research limitations/implications The authors acknowledge key limitations in the study such as a relatively small sample size and gender imbalance in the sample. Practical implications The authors provide strategies for managers to increase levels of organisational justice in the tourism sector such as workgroup interactions, a consultation process, team culture and social support. Originality/value This study builds on limited literature in the area of inclusion and organisational justice in tourism organisations. The study provides a new path to effective organisational management within the context of a diverse workforce, adding to the current debate on which dimensions of organisational justice contribute to improving employee well-being.
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Fenton, Kathleen N., Frank Molloy, and William M. Novick. "Ethics in humanitarian efforts: giving due credit to the local team." Cardiology in the Young 29, no. 2 (December 17, 2018): 195–99. http://dx.doi.org/10.1017/s1047951118002081.
Повний текст джерелаАнотація:
AbstractBackgroundIt has become increasingly apparent that only the truly effective humanitarian work emphasises empowering local practitioners. One problem, though, is that we are often seen as the “experts” who have come to “save” the children. This perception may adversely affect the confidence in the country’s own providers.MethodsNon-profit organisations performing paediatric heart surgery in developing countries were identified from two sources: the CTSnet “volunteerism” web page and an Internet search using the term “Pediatric Heart Surgery Medical Mission.” The website of each organisation was reviewed, seeking a “purpose” or “mission” statement or summary of the organisation’s work. A separate Internet search of news articles was performed. The top five articles were analysed for each organisation, and the findings are then analysed using the Principlist and Utilitarian ethical systems.ResultsA total of 10 separate non-profit organisations were identified. The websites of eight (80%) placed significant emphasis on the educational aspects of their work and/or on interaction with local professionals. However, of 43 news articles reviewed, reporters mentioned education of, or interaction with, local professionals in only 14 (33%), and four out of 10 organisations studied had no mention of the local providers in any article.ConclusionsAlthough non-profit organisations emphasise the teaching and programme-building aspects of their efforts, media reports largely focus on simpler and more emotional stories such as patient successes or large donations. Acknowledgement of the clinical and financial contributions of the host countries is both a duty following from the principle of justice and an important factor in long-term programme building.
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Kabanoff, Boris, and Joseph Daly. "Espoused Values of Organisations." Australian Journal of Management 27, no. 1_suppl (June 2002): 89–104. http://dx.doi.org/10.1177/031289620202701s10.
Повний текст джерелаАнотація:
We review a series of studies whose focus is the measurement and comparison of values espoused by organisations in their public documents, in particular their annual reports. We begin by considering the construct of organizational values and the advantages and assumptions involved in using content-analysis of organizational documents to measure espoused values. Three interrelated studies of espoused organisational values are then described. The first of these investigates the value profiles of a sample of large Australian companies in order to test the validity of a previously developed typology of organisational values derived from distributive and procedural justice theory (Kabanoff, 1991). Changes in organisational values over time for the same group of companies are then considered. This study illustrates that how one studies value change, either in a univariate way by comparing single values over time or by comparing the incidence of different organisational ‘types’, that is organisational with different types of value profiles, significantly influences the results and interpretations of changes over time. The final study is a cross-national comparison involving Australian and US organisations that reveals several meaningful differences between the countries in the incidence of organisations with different value profiles. We conclude with a brief discussion of future planned research using the same methodology and focusing on the role of espoused values in organisational mergers and acquisitions.
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Brölmann, Catherine. "The International Court of Justice and International Organisations." International Community Law Review 9, no. 2 (2007): 181–86. http://dx.doi.org/10.1163/187197407x210265.
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AbstractThis vignette deals with the position of international intergovernmental organisations as non-state actors. In the case law of the ICJ the independent identity of international organisations is addressed in the formal terms of international legal personality. Such personality is undisputed in international practice: for example, international organisations not only have the capacity to conclude treaties but also, although the legal framework is not entirely settled yet, to bear international responsibility for violations of international law. The ICJ arguably has had a central role in the conceptualisation of organisations as independent actors in international law: with the 1949 Reparation Opinion intergovernmental organisations essentially received at one stroke the paraphernalia required by an international legal actor. The framework proposed by the Court was widely adopted to match developing practice and, although organisations figure in the majority of cases subsequently brought before the ICJ, it was considered and to some extent refined only in the 1996 Legality of the Use by a State of Nuclear Weapons in Armed Conflict Opinion.
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K., Jnaneswar, and Gayathri Ranjit. "Organisational justice and innovative behaviour: Is knowledge sharing a mediator?" Industrial and Commercial Training 53, no. 1 (December 10, 2020): 77–91. http://dx.doi.org/10.1108/ict-04-2020-0044.
Повний текст джерелаАнотація:
Purpose Encouraging employees to exhibit innovative behaviour at the workplace is the need of the hour. Prior studies reported the impact of organisational justice on innovative behaviour; however, the majority of these studies are from the Western context. Moreover, the underlying mechanism linking these variables, namely, the role of knowledge sharing, is sparse. The purpose of this paper is to examine the mediating role of knowledge sharing in the relationship between organisational justice and innovative behaviour through the lens of social exchange theory in the Indian context. Design/methodology/approach Mediation analysis using PROCESS macro was performed on a sample of 288 employees using three structured questionnaires. Participants were recruited from various manufacturing organisations in India. The validity of the hypothesised model was established using AMOS software. Findings Organisational justice impacted both knowledge sharing and innovative behaviour. It was also illustrated that knowledge sharing influenced employees’ innovative behaviour. The most important finding is the partial mediation of knowledge sharing in the organizational justice–innovative behaviour relationship. Originality/value This study tries to demystify the organisational justice–innovative behaviour relationship by highlighting knowledge sharing as an underlying mechanism. The existing theoretical framework that describes the effects of organisational justice is enriched.
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Rafiei, Sima, and Sina Abdollahzade. "Organisational commitment as a moderating role in the relationship between power distance perception and outcome variables." BMJ Leader 2, no. 1 (February 13, 2018): 16–19. http://dx.doi.org/10.1136/leader-2017-000020.
Повний текст джерелаАнотація:
BackgroundHealthcare organisations have mainly emphasised on significant role of human resources in improving organisational performance and obtaining competitive advantage. This study aimed to investigate the relationship between perception of justice among hospital employees and outcome variables such as organisational commitment, job satisfaction and readiness to accept job responsibilities. It further examined the impact of job commitment on the relationship between perception of power distance, job satisfaction and readiness to accept responsibilities.MethodsA cross-sectional, descriptive design study was conducted among hospital employees affiliated by Qazvin University of Medical Sciences, Qazvin, Iran. A standard questionnaire taken from Francesco and Chen study was applied to gather data. Descriptive statistics, correlation coefficient, linear regression and moderated multiple regression were used to analyse study data using SPSS V.20.ResultsStudy findings showed that the level of power distance perceived by employees had a significant relationship with job satisfaction, employee participation, organisational commitment and readiness to accept job responsibilities (P<0.05). Moderated multiple regression results supported the hypothesis that job commitment had a significant moderating effect on the relationship between perception of justice, job satisfaction and readiness to work (β1=0.7, β2=0.4, P<0.05).ConclusionApplying strengthening strategies to improve employee commitment to their work and job responsibilities help organisations maintain more satisfied workforce who have positive perception towards justice in the workplace.
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Navarro-Abal, Yolanda, Juan Gómez-Salgado, María López-López, and José Climent-Rodríguez. "Organisational Justice, Burnout, and Engagement in University Students: A Comparison between Stressful Aspects of Labour and University Organisation." International Journal of Environmental Research and Public Health 15, no. 10 (September 26, 2018): 2116. http://dx.doi.org/10.3390/ijerph15102116.
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Burnout, engagement, and organisational justice concepts are usually studied in the context of labour organisations, but not in universities. For this, the objective of this research is to identify the students’ empirically evidenced relationships in the employment context, such as levels of organisational justice, stress indicators, burnout and work commitment. On the other hand, engagement is analysed as a mediating variable that explains the relationship between organisational justice and burnout. A sample of 543 students from three Spanish universities, selected by purposive sampling, is used ensuring voluntary and anonymous participation. The instruments used to measure the four variables to analyse are a protocol for data collection, MBI-SS instrument for Academic Burnout, Utrecht Work Engagement Student Scale (UWES) for Engagement and the Scale of Organisational Justice for Organisational Justice. As a result, college students show behaviours that promote academic achievement, and they feel more engaged when they are treated fairly. As for the burnout syndrome dimensions, average levels of emotional exhaustion and academic efficacy, and high levels of cynicism are revealed. In addition, the proposed structural equation model supports the main hypothesis; engagement is a mediating variable in the organisational justice and burnout relationship. To conclude, academic stress and its explanatory framework cannot be conceived only from an organisational perspective, where the context of each student must be considered. The adoption of organisational preventive measures can be relevant in ensuring a healthy and conducive academic performance in our students.
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Ellershaw, Julia, Peter Steane, John McWilliams, and Yvon Dufour. "Promises in psychological contract drive commitment for clinicians." Clinical Governance: An International Journal 19, no. 2 (April 1, 2014): 153–65. http://dx.doi.org/10.1108/cgij-01-2014-0003.
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Purpose – Job satisfaction, mental health and organisational commitment are important for clinician retention. Psychological contracts, organisational justice and negative affectivity (NA) have been linked with these outcomes but there is limited research examining these concepts in combination, particularly for clinicians. The aim of this paper is to examine the relationships between psychological contract breach, organisational justice and NA, on the outcomes of organisational commitment, psychological distress and job satisfaction, in a medical context. Design/methodology/approach – Surveys were distributed to Australian hospital clinicians through their internal mail and 81 completed surveys were returned (response rate=24 per cent). Findings – Multiple regression analyses revealed that organisational commitment was related to NA, psychological contract obligation and the interaction between psychological contract breach and distributive justice. Psychological distress was related to NA and procedural justice. Job satisfaction was related to the interaction between psychological contract breach and informational justice, however, the overall model for job satisfaction was not significant. Practical implications – By implementing innovative social exchange processes, healthcare organisations can ensure distributive justice is maintained in the culture in event of contract breach, and by so doing build safety mechanisms into sustaining commitment from clinicians. Originality/value – This paper contributes to the literature on clinical governance in managing the psychological contract to sustain commitment from clinical staff. The findings provide new insights into the factors effecting employee outcomes for clinicians.
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Arredondo, Patricia. "Using Professional Leadership to Promote Multicultural Understanding and Social Justice." Journal of Pacific Rim Psychology 2, no. 1 (March 1, 2008): 13–17. http://dx.doi.org/10.1375/prp.2.1.13.
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AbstractSocial justice icons, like Rosa Parks, Mahatma Ghandi, Martin Luther King, Jr. and César Chávez, known for their tireless, courageous leadership initiating societal changes that have benefited many, lead the way for contemporary professional psychologists. These leaders opened pathways for inclusive principles and practices in education, employment, and political contexts. At the same time, professional leadership on behalf of multicultural and social justice issues in professional organisations and other contexts is known to be challenging. Biases and assumptions, micro-aggressions, and ignorance of experiences with interpersonal oppression are communicated daily. In multiculturally diverse global societies, social justice leadership is in great demand. Psychologists are encouraged to develop multicultural competencies in educational, research, and organisational practices and emulate the social justice icons.
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Brown, Eleanor J. "Practitioner perspectives on learning for social change through non-formal global citizenship education." Education, Citizenship and Social Justice 13, no. 1 (August 20, 2017): 81–97. http://dx.doi.org/10.1177/1746197917723629.
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This article engages with debates about transformative learning and social change, exploring practitioner perspectives on non-formal education activities run by non-governmental organisations. The research looked at how global citizenship education practitioners met their organisation’s goals of change for social justice through educational activities. This education is sometimes criticised for promoting small individual changes in behaviour, which do not ultimately lead to the social justice to which it pertains to aim. Findings suggest that this non-formal education aims to provide information from different perspectives and generate critical reflection, often resulting in shifts in attitudes and behaviour. While the focus is often on small actions, non-formal spaces opened up by such education allow for networks to develop, which are key for more collective action and making links to social movements. Although this was rarely the focus of these organisations, it was these steps, often resulting from reflection as a group on personal actions, which carried potentially for social change.
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Phipps, Simone T. A., and Leon C. Prieto. "The business of black beauty: social entrepreneurship or social injustice?" Journal of Management History 24, no. 1 (January 8, 2018): 37–56. http://dx.doi.org/10.1108/jmh-06-2017-0029.
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Purpose This paper aims to examine the black beauty industry from a historical perspective and consider the fairness heuristic theory to determine if organisations in this industry are engaging in and promoting social entrepreneurship or contributing to social injustice. The paper explores the work of Annie Turnbo-Malone and Madame C.J. Walker, pioneers and stalwart entrepreneurs in the black beauty business, to discuss the controversial issue. Current and future applications are also investigated and presented. Design/methodology/approach Papers from earlier as well as more contemporary journals, news media and books were examined and synthesised to render a balanced view to aid in the entrepreneurship or injustice debate. Findings The paper concludes that decisions about fairness and justice involve perception and thus vary by individual, allowing a substantial case for the black beauty industry to both be commended for social entrepreneurship and condemned as a proponent of social injustice (distributive, procedural and interactional). Originality/value Organisations have substantial impact on individuals, groups, the community and society. A meaningful organisation encourages expression, perceptions of worth and constructive attitudes and behaviour, and refrains from reflecting excessive dictatorship or dehumanisation. This paper highlights both positive and negative organisational and societal issues concerning the business of black beauty, a relatively understudied topic in management in general and management history in particular, and it provides a unique lens from which to build awareness about entrepreneurship and justice and to effect needed change.
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Mohamed Badawy, Sahar, and Sherine Fathy El-Fekey. "Does Social Comparison Orientation Moderate the Organisational Justice, In-role Performance, Citizenship and Counterproductive Behaviours Relationship?" International Journal of Business and Management 12, no. 12 (November 20, 2017): 181. http://dx.doi.org/10.5539/ijbm.v12n12p181.
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This paper aims at (1) investigating the relationship between Organisational Justice and three dimensions of employees’ performance namely; In-role performance, Citizenship Work Behaviours and Counterproductive Work Behaviours within the Egyptian Context, (2) investigating the moderating effect of Social Comparison Orientation on the Organisational Justice-Performance relationship with regard to the three dimensions of performance. The theoretical foundations of the proposed relationships were discussed. Using a structured questionnaire to assess research variables, a quota sampling procedure was used to recruit a sample (N= 298) from managers working in public and private organisations in the greater Cairo Area. The three parts questionnaire was tested for validity and reliability. The proposed relations were tested using Pearson correlation coefficient and multiple regression analysis with the interaction effect between the standardized scores (Z). Results supported the significant relationship between Organisational Justice and In-role performance, Citizenship Work Behaviours and Counterproductive Work Behaviours. Results also supported the moderation role of Social Comparison Orientation. Theoretical and practical implications and future research were addressed.
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Wong, Yui-Woon, and Yui-tim Wong. "The effects of perceived organisational support and affective commitment on turnover intention." Journal of Chinese Human Resource Management 8, no. 1 (May 8, 2017): 2–21. http://dx.doi.org/10.1108/jchrm-01-2017-0001.
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Purpose China is experiencing a double-digit turnover rate and high turnover intention. This research aims to explore the relationships of turnover intention, perceived organisational support (POS) and affective commitment in China. Design/methodology/approach Turnover intention and its antecedents, including POS, affective commitment, distributive justice, trust in organisation and job security, were studied in this research with a case study of a foreign-invested enterprise (FIE) manufacturing company in Guangdong of China. Based on the literature, two competing models were developed and investigated by using the technique of structural equation modelling. Findings The results suggest that distributive justice, trust in organisation and job security have negative impacts on turnover intention. Moreover, affective commitment mediates the impact of job security on turnover intention. The results also indicate that POS has an impact on affective commitment instead of affecting turnover intention directly. In addition, POS and affective commitment mediate the impacts of both distributive justice and trust in organisation on turnover intention. Research limitations/implications The scale of turnover intention used in this study only shows the employee’s intention to quit an organisation. It does not reveal their subsequent actual turnover. This study has research implications. It enhances our understanding of the relationships among POS, affective commitment and turnover intention of Chinese employees in FIEs. Practical implications The findings of this study provide the management of organisations in China with a better understanding of how to facilitate human resources management so as to lower employee turnover intention. Originality/value Inconsistent research findings have been reported about the relationships among turnover intention, POS and affective commitment in previous studies. The results of this study clarify all these relationships in Chinese FIEs.
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Tynkkynen, Liina-Kaisa, Timo Sinervo, Marko Elovainio, Juhani Lehto, Anna-Maija Koivisto, Anja Noro, and Finne-Soveri. "Employees’ Perceptions on Organisational Justice, Job Control and Job Demands." International Journal of Public and Private Healthcare Management and Economics 1, no. 3 (July 2011): 19–37. http://dx.doi.org/10.4018/ijpphme.2011070102.
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The issue to be addressed in this study is whether ownership and HRM practices are associated with employees’ perceptions of organisational justice, job control and job demands. The study focuses on care personnel working in sheltered housing facilities for elderly people. Multi-level linear regression is applied to analyse the data. The results support the argument that an increased similarity between public, not-for-profit and for-profit organisations is emerging in HRM issues. HRM practices were found to associate with positive outcomes in organisational justice and job control. However, to be successful in the implementation of HRM, it is crucial that employees understand the justification for each procedure as well as find it a useful resource in terms of their own job.
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A. Agarwal, Upasna. "Linking justice, trust and innovative work behaviour to work engagement." Personnel Review 43, no. 1 (January 28, 2014): 41–73. http://dx.doi.org/10.1108/pr-02-2012-0019.
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Purpose – The purpose of this paper is to examine the effects of contextual variables – organisational justice (procedural justice, interactional justice and psychological contract) and trust – on work engagement. Design/methodology/approach – The paper reports a quantitative study of 323 managers working in manufacturing and pharmaceutical organisations based in western India. Drawing from social exchange theory, this paper tests the mediating role of trust in the justice-engagement relationship. The paper also investigates the effect of work engagement on employees' innovative work behaviour. Findings – Results suggest that procedural justice, interactional justice and psychological contract fulfilment are positively related to work engagement with trust as the mediating element. Engagement significantly influences employees' innovative work behaviour Research limitations/implications – The data were collected cross-sectionally, which means that causal inferences must be made with caution. Moreover, the data were collected from a single source. Nevertheless, the findings have implications for contemporary leadership and organisational psychology research and practice in a novel geographic context. Originality/value – This study is one of the rare attempts to examine the influence of three justice variables and trust on work engagement. The study also contributes in terms of its context. With an increasing number of multinationals starting operations in India, an understanding of employee motivation has become an important concern. This research examines engagement levels of Indian managerial employees.
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Saoula, Oussama, Muhammad Fareed, Rawiyah Abd Hamid, Hussein Mohammed Esmail Abu Al-Rejal, and Saiful Azizi Ismail. "THE MODERATING ROLE OF JOB EMBEDDEDNESS ON THE EFFECT OF ORGANISATIONAL JUSTICE AND ORGANISATIONAL LEARNING CULTURE ON TURNOVER INTENTION: A CONCEPTUAL REVIEW." Humanities & Social Sciences Reviews 7, no. 2 (August 25, 2019): 563–71. http://dx.doi.org/10.18510/hssr.2019.7267.
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Purpose: Employee’s turnover has been investigated by many researchers as an organisations’ negative outcome. The organizations that facing high rates of turnover should examine the fundamental reasons that cause employees’ turnover in order to reach real solutions to this problem. For that, they should ask a dynamic question, why some employees stay and some leave?
Methodology: The reasons may seem difficult and consistent to the preferences and necessities of the employees. From another aspect, the majority of research in the context of turnover intention have been conducted in the western contexts, therefore it is worthwhile to encourage more studies in non-western settings to discover new understandings related to the problem.
Results: Malaysia is considered as one of the developing countries that is having high turnover of employees in many sectors. Consequently, this study proposed a research framework to examine the relationship between organisational justice (OJ)’s three dimensions (Distributive justice, procedural justice and interactional justice), organisational learning culture (OLC) and turnover intention (TI). Furthermore this study recommended the moderating role of Job embeddedness (JE) in this relationship. Hence, the suggested research framework will contribute to the body of knowledge through providing new insights.
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Liebling, Helen, Hazel Barrett, and Lilly Artz. "South Sudanese Refugee Survivors of Sexual and Gender-Based Violence and Torture: Health and Justice Service Responses in Northern Uganda." International Journal of Environmental Research and Public Health 17, no. 5 (March 5, 2020): 1685. http://dx.doi.org/10.3390/ijerph17051685.
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This British Academy/Leverhulme-funded research investigated the health and justice service responses to the needs of South Sudanese refugees living in refugee settlements in Northern Uganda who had been subjected to sexual and gender-based violence (SGBV) and torture. It involved the collection and thematic analysis of the narratives of 20 men and 41 women who were refugee survivors of SGBV and torture, including their experiences in South Sudan, their journeys to Uganda and experiences in refugee settlements, in particular their access to health and justice services. Thirty-seven key stakeholders including international, government, non-government organisations and civil society organisations were also interviewed regarding their experiences of providing health and justice services to refugees. All refugees had survived human rights abuses mainly carried out in South Sudan but some had also occurred on route to Uganda and within Uganda. Despite the significant impact of their experiences, the analysis indicated that there was limited service response in refugee settlements in Northern Uganda once the immediate humanitarian crisis ended. The thematic analysis indicated five main themes coming from the interviews. These included: the nature of refugee experiences of SGBV and torture, including domestic violence and child abduction and forced marriage; issues associated with service provision such as lack of adequate screening and under resourcing of health and justice services; a lack of gender sensitivity and specialist services, particularly for men; the sustained involvement of civil society organisations and local non-governmental organisations in providing counselling and offering emotional support and hope to survivors; and enhancing health and justice responses and services to improve refugee recovery, dignity and resilience. The authors recommend that integrated gendered and culturally sensitive service provision should be adopted, which brings together formal and informal health, justice services and survivor support programmes.
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Puffett, Neil. "Government youth justice review indicates move to a local system." Children and Young People Now 2016, no. 5 (March 1, 2016): 10–11. http://dx.doi.org/10.12968/cypn.2016.5.10.
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Interim findings of a review of the youth justice system outline plans to devolve delivery to local communities and organisations, but justice experts warn this could have far-reaching consequences for youth offending teams
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I., Swarts, Leeuw Z. M., and Mukonza C. "The Impact of Human Resource Management Practices on Perceived Organisational Justice." Business Management and Strategy 10, no. 1 (June 30, 2019): 219. http://dx.doi.org/10.5296/bms.v10i1.15070.
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The paper sought to investigate the impact of perceived organisational justice and Human Resource Management (HRM) practices. HRM practices have been recognised progressively more as a vital ingredient towards sustained competitive success, especially firms and organisations that are operating in unstable, challenging and rapidly changing international competitive environments. The paper made use of quantitative methodology. Data was collected from a list HRM payment registered National Department of Public Works (NDPW). Target population were 1296 employees and only 500 employees were selected using simple random sampling. A total of 375 questionnaires were completed. Statistical Package for Social Sciences (SPSS) was used to analyse the data using inferential and descriptive statistics. Employees are not satisfied with the following HRM practices: performance management, compensation, promotion, recruitment and selection. The study recommends that for NDPW to achieve its strategic mandate attention must be given to promote positive organisational justice.
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Laundon, Melinda, Abby Cathcart, and Paula McDonald. "Just benefits? Employee benefits and organisational justice." Employee Relations: The International Journal 41, no. 4 (June 3, 2019): 708–23. http://dx.doi.org/10.1108/er-11-2017-0285.
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Purpose Employee reward is central to contemporary debates about work and employment relations; and in the context of ongoing wage stagnation, benefits represent a growing proportion of total reward value. Past studies have shown that when employees perceive benefits as unfair, this has a negative impact on engagement, performance and retention. Yet no previous studies have explored the components of a benefits system that influence employees’ fairness concerns. Using organisational justice as a theoretical lens, the purpose of this paper is to examine how dimensions of an employee benefits system influence the fairness perceptions of employees. Design/methodology/approach This paper reports on a qualitative, inductive case study of the benefits system in a large finance and insurance company, drawing on three data sources: interviews with the company’s benefits managers, organisational documents and open-text responses from a benefits survey. Findings Three dimensions of the benefits system strongly influenced fairness perceptions – constraints on accessing and utilising benefits; prosocial perceptions about the fairness of benefits to third parties; and the transparency of employee benefits. Practical implications The study informs organisations and benefits managers about the important role of supervisors in perceived benefits usability, and how benefits may be managed and communicated to enhance employee fairness perceptions. Originality/value This study makes a conceptual contribution to the benefits literature through a detailed exploration of the type of organisational justice judgements that employees make about benefits; and identifying for the first time prosocial fairness concerns about the impact of benefits on third parties.
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SEABROOKE, LEONARD, and DUNCAN WIGAN. "How activists use benchmarks: Reformist and revolutionary benchmarks for global economic justice." Review of International Studies 41, no. 5 (November 25, 2015): 887–904. http://dx.doi.org/10.1017/s0260210515000376.
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AbstractNon-governmental organisations use benchmarks as a form of symbolic violence to place political pressure on firms, states, and international organisations. The development of benchmarks requires three elements: (1) salience, that the community of concern is aware of the issue and views it as important; (2) will, that activists and issue entrepreneurs will carry the message forward; and (3) expertise, that benchmarks created can be defended as accurate representations of what is happening on the issue of concern. We contrast two types of benchmarking cycles where salience, will, and expertise are put to the test. The first is a reformist benchmarking cycle where organisations defer to experts to create a benchmark that conforms with the broader system of politico-economic norms. The second is a revolutionary benchmarking cycle driven by expert-activists that seek to contest strong vested interests and challenge established politico-economic norms. Differentiating these cycles provides insights into how activists work through organisations and with expert networks, as well as how campaigns on complex economic issues can be mounted and sustained.
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Getahun, Demis Alamirew. "Organisational Justice and its Effect on Organisational Commitment: A Study of Selected Civil Service Organisations of Gondar City Administration." MANTHAN: Journal of Commerce and Management 7, no. 1 (June 1, 2020): 31. http://dx.doi.org/10.17492/manthan.v7i1.195408.
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Hlatshwayo, Mondli. "Setbacks and Partial Victories: Social Justice Struggles After 28 Years of Democracy in South Africa." Studies in Social Justice 16, no. 3 (November 7, 2022): 591–611. http://dx.doi.org/10.26522/ssj.v16i3.2755.
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Post-apartheid South Africa is ravaged by crises of extreme unemployment, poverty, and inequality. While the majority who were politically excluded by apartheid can now choose their government through democratic elections, social and economic justice continues to elude them. Neoliberal policies which seek to reduce state expenditure on social services and promote state policies that protect the interests of big businesses at the expense of working-class and poor communities, along with corruption and abuse of power, are the primary causes of poverty and unemployment. However, what is missing in the assessments of social justice since the pre-1994 democratic era is the recognition that social justice organisations have not simply disappeared, but have actually remained involved in social justice struggles. Based on information from in-depth interviews and internet sources, this article records some of the partial victories scored through these struggles, albeit in the context of generalised pauperisation of working-class and poor communities. These partial victories in the era of defeats show that these organisations, although weakened, have not given up the struggle for social justice.
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de Nanteuil, Matthieu, and Aurélie Cnop. "Penser la justice dans les organisations : de Weber à Walzer." Travailler 18, no. 2 (2007): 183. http://dx.doi.org/10.3917/trav.018.0183.
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BEAUMONT, JUSTIN, and CANDICE DIAS. "FAITH-BASED ORGANISATIONS AND URBAN SOCIAL JUSTICE IN THE NETHERLANDS." Tijdschrift voor economische en sociale geografie 99, no. 4 (September 2008): 382–92. http://dx.doi.org/10.1111/j.1467-9663.2008.00479.x.
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Halim, Asma Mohamed Abdel. "Women's Organisations Seeking Gender Justice in the Sudan 1964–1985." Review of African Political Economy 36, no. 121 (September 2009): 389–407. http://dx.doi.org/10.1080/03056240903220589.
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Ogg, Kate. "Backlashes against International Commitments and Organisations: Asylum as Restorative Justice." Australian Year Book of International Law Online 38, no. 1 (December 12, 2021): 230–49. http://dx.doi.org/10.1163/26660229_03801011.
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Pfeiffer, Sabine, and Sandra Kawalec. "Justice expectations in crowd and platform-mediated work." Economic and Labour Relations Review 31, no. 4 (September 24, 2020): 483–501. http://dx.doi.org/10.1177/1035304620959750.
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Crowdwork conducted via digital platforms is a young form of work, but a growing part of the gig economy. Typical for crowdwork is low pay, volatile income streams and no social security benefits. Also, crowdworkers have few possibilities for social comparison or negotiation because they work outside of company organisations. This article examines the question of whether these conditions mean that crowdworkers’ expectations about justice in crowdwork arrangements differ in comparison to their expectations regarding justice in conventional employment relationships. This question is addressed empirically on the basis of 36 qualitative interviews and a survey of 230 crowdworkers. The justice expectations of crowdworkers involved in different types of crowdworking platforms in German-speaking countries were examined. In our sample, crowd work typically serves to supplement – not replace – conventional employment. This explorative research shows that crowdworkers use similar standards of justice regarding work performance in their evaluations of work mediated via crowdwork platforms and conventional employment. It shows that crowdworkers perceive injustices in four specific areas: planning insecurity, lack of transparency in performance evaluation, lack of clarity in task briefings and low remuneration. These areas correspond to the theoretical dimensions of distributive and procedural justice on Colquitt’s (2001) organisational justice scale. These findings have implications for future efforts to regulate crowdwork. JEL codes: J88; J3
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Robert, Marina Jokim, Yashar Salamzadeh, and Noor Fareen Abdul Rahim. "IMPACT OF JUSTICE IN EMPLOYEE PERFORMANCE AND MODERATING ROLE OF ARTIFICIAL INTELLIGENCE: A CONCEPTUAL STUDY." Advanced International Journal of Business, Entrepreneurship and SMEs 3, no. 10 (December 1, 2021): 39–48. http://dx.doi.org/10.35631/aijbes.310004.
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This study investigates the impact of justice’s dimensions: distributive justice, procedural justice, interactional justice on performance appraisal satisfaction, and artificial intelligence utilisation to improve employee performance in Penang multinational companies (MNCs). They are grounded with Organizational Justice Theory as the theoretical framework to examine the relationship between Artificial Intelligence utilisation in enhancing justice to improve employee performance. In conducting this study, the required data will be collected through a closed-ended structured questionnaire in Penang, Malaysia. The questionnaire was adopted and adapted from many related studies. The data collection approach for this research is based on internet-based technologies such as online platforms. This paper proposes ways of managing employee performance by boosting performance appraisal satisfaction based on a practical performance appraisal that is relevant and unbiased. The paper will provide novelty into justice in performance appraisal through artificial intelligence that is pivotal to the employee performance optimisation in Penang multinational companies. The paper will help organisations recognise the significance of enhancing the performance appraisal as a practical strategic approach to integrate human resource activities with business policies and provide a better understanding of the impact of justice to the performance appraisal in the Penang multinational companies (MNCs).
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Gaillard, Emmanuel, and Isabelle Pingel-Lenuzza. "International Organisations and Immunity from Jurisdiction: to Restrict or to Bypass." International and Comparative Law Quarterly 51, no. 1 (January 2002): 1–15. http://dx.doi.org/10.1093/iclq/51.1.1.
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The development of international organisations and the increasing significance of their role in a wide range of fields, has put at issue the adequacy of the rules governing their operation, with regard to the needs of modern justice. In particular, the question of the scope of the immunity from jurisdiction of international organisations is the subject of some debate, as the multiplication of disputes involving international organisations has led courts to address this topic with increasing frequency.1
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Farnsworth, Kevin, and Zoë Irving. "Deciphering the International Monetary Fund’s (IMFs) position on austerity: Incapacity, incoherence and instrumentality." Global Social Policy 18, no. 2 (September 19, 2017): 119–42. http://dx.doi.org/10.1177/1468018117729821.
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Back in 2009, at the height of the global financial crisis, the London G20 forum met and declared the Washington consensus dead. What emerged in its place was a contradictory and confusing array of narratives and international policy prescriptions for post-crisis recovery that owed as much to the past as the present. Divisions within and among International Governmental Organisations (IGOs) arose about how best to address the economic challenges, but the dominant solution was ‘austerity’ which became firmly rooted in the policies and discourse of national governments and international organisations alike. While signalling a downward political reconditioning of public welfare expectations, the austerity strategy has itself lacked organisational conviction and coherence. Austerity is, thus, important for identifying the location of social policy in international post-crisis economic discourse. Since the crisis has paradoxically, bolstered economic interests at the expense of political choice, it is also necessary to study the crisis responses advocated by economic organisations as more, rather than less significant in shaping welfare futures. This article draws on evidence from a textual content analysis of International Monetary Fund (IMF) documents over the period 2004–2015 to examine discourse on austerity and social policy. The findings indicate that, while the language of ‘austerity’ and policy prescriptions vary, the IMF’s essential position has been to advocate austerity-like policies throughout the period, leaving its ideational ‘economistic’ position on the purpose of social policy fundamentally unchanged. These findings contrast with others that perceive a shift towards social justice concerns within the organisation, whereas our evidence suggests that the IMF’s position on social policy is one of ambivalence and incoherence.
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Shaw, Malcolm N. "The International Court of Justice: A Practical Perspective." International and Comparative Law Quarterly 46, no. 4 (October 1997): 831–65. http://dx.doi.org/10.1017/s0020589300061236.
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In looking at the role and influence of the International Court as it advances on towards and beyond the millenium, one is struck by the variety of perspectives from which one may view that institution. These include those adopted by the Court itself, academic theorists, practitioners both private and governmental, states more generally, international organisations and individuals. Each of these manifests its own methodology, needs and interests. Academics, for example, are keen to examine the intellectual basis and consistency of decisions and to infer, analyse and criticise the existence and nature of rules and institutions. Practitioners seek to equip themselves with the knowledge and tools necessary in order to enable their clients to win before the Court. States cautiously seek to uphold the dispute resolution role of the Court in general terms without losing any cases or putting themselves in a position where this is a possibility. International organisations and individuals look at the Court with keen and hopeful eyes.
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Waller, Irvin. "Justice Even for the Crime Victim: Implementing International Standards." International Review of Victimology 1, no. 1 (September 1989): 89–108. http://dx.doi.org/10.1177/026975808900100106.
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In November 1985, the United Nations General Assembly (1985) adopted a charter of victim rights — the ‘Declaration on the Basic Principles of Justice for Victims of Crime and Abuse of Power’. Governments and international organisations are now faced with the challenge of implementing these principles. The UN Declaration and the Recommendations of the Council of Europe propose specific ways by which justice and services can be improved. Countries such as Canada, England, France and the United States are passing legislation. However, even there much more is required. All governments must ensure that the principles are put into practice by the police, in victim support agencies, in mental health approaches, in reparation to victims, and for acceptable participation by the person immediately hurt by crime. Further, the United Nations, governments, and private organisations need to establish commissions to assess the needs of victims, the state of services and justice, and solutions to meet needs better. However such commissions must have a role in implementation and prevention if communities are going to be safer and ‘Justice is going to open her eyes to victims’.