A Moderated-Mediation Analysis of Organizational Justice and Leader-Member Exchange: Cross-Validation With Three Sub-samples.

Or Shkoler,Cristinel Vasiliu,Aharon Tziner,Claudiu-Nicolae Ghinea

doi:10.3389/fpsyg.2021.616476

Abstract

In an increasingly competitive work world, managers—whose links with subordinates, and their perceptions thereof, are critical components in that relationship—need to monitor employees' mindsets to facilitate their productivity. Our paper investigates organizational justice perceptions as an antecedent to two important outcomes: organizational citizenship behaviors and counterproductive work behaviors. The moderating effect of leader-member exchange and the mediating effect of work motivation were incorporated into a parsimonious moderated-mediation model designed to assist managers in achieving the stated objective. The model was tested on 3,293 Romanian workers, randomly divided into sub-samples of 1,098, 1,098, and 1,097 participants. Indicating high data consistency and credibility for the most part, in each sub-group, all the variables associated as predicted, with the notable exception of LMX. Implications, limitations, and suggestions for future research are discussed, with emphasis on the investigation's cultural context.

Highlights

In the workplace, the relationship between employers and employees was marked by a top-down hierarchical arrangement whereby the association between the two parties was largely formal and authoritarian (Tziner and Rabenu, 2018)
Teamwork is more widespread, and greater equanimity between employees and their managers is the order of the day (Tziner and Rabenu, 2018)
Our research model broke the independent variable, organizational justice, into its three components: (a) distributive, (b) procedural, and (c) interactional justice (e.g., Colquitt et al, 2001)

Summary

Introduction

In the workplace, the relationship between employers and employees was marked by a top-down hierarchical arrangement whereby the association between the two parties was largely formal and authoritarian (Tziner and Rabenu, 2018). Workers were instructed to do a job for which they received due compensation and job security, and loyalty to the organization was a given. Today, it appears we are living and working in a new era where the dynamics between employers and their employees, especially in western, advanced societies, are rapidly changing. To achieve a competitive advantage, organizations are increasingly hiring talent that is expert, skilled, and flexible. These individuals are highly knowledgeable, independent-minded, and not necessarily interested in staying in one place of work at any one time (Rabenu, 2021). Organizations are increasingly flat, LMX, Justice, OCB, and CWB teamwork is more widespread, and greater equanimity between employees and their managers is the order of the day (Tziner and Rabenu, 2018)

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Conclusion