Are Positive and Negative Outcomes of Organizational Justice Conditioned by LeaderMember Exchange?

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

doi:10.24818/ea/2021/56/240

Abstract

The workplace is complex, comprising many entities (abstract and tangible) – affective states, attitudes, and perceptions, but also workers and managers themselves and their behaviors. Understanding the link between them is vital for organizational prosperity. In the current paper, the perceptions of organizational justice are investigated as a precursor to two important outcomes – organizational citizenship behavior and counterproductive work behavior. To that end, a two-step research study was conducted to test a moderated-mediation model. First, a pilot study of 93 Romanian employees was undertaken, followed by a larger study consisting of 3293 Romanian workers. There were distinct differences between the two studies. Implications, limitations, and suggestions for future research are discussed.

Highlights

When managers are learning about employees, they need to understand what types of perceptions, feelings, and reactions they should elicit from personnel under their direction.In the research presented in this paper, we focus on connections between a delimited, parsimonious set of attitudes – perceptions of organizational justice and organizational citizenship behavior – in conjunction with the dynamic personal states of leader–member exchange (LMX), motivation, and workplace misbehavior
The model we tested in this research is articulated in Figure no. 1 and includes two central attitudes – organizational justice and organizational citizenship behavior (OCB) – and three critical personal states of LMX, work motivation, and workplace misbehavior
To evaluate the extent to which variable intercorrelations might be an artifact of common method variance (CMV), as suggested by Podsakoff et al (2003) we utilized two methods: (a) Harman’s single-factor model; and (b) a common latent factor (CLF) model

Summary

Introduction

In the research presented in this paper, we focus on connections between a delimited, parsimonious set of attitudes – perceptions of organizational justice and organizational citizenship behavior – in conjunction with the dynamic personal states of leader–member exchange (LMX), motivation, and workplace misbehavior. These attitudes and personal states have consistently been shown to explain great variability in critical outcomes such as turnover (Bernerth and Walker, 2012), work performance (Wang, et al, 2010), and burnout (Faragher, Cass and Cooper, 2013). To the best of our knowledge, no study has scrutinized the network of interrelationships between the variables as comprised by the model in Figure 1 using a moderated-mediation approach

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Conclusion