Does Social Comparison Orientation Moderate the Organisational Justice, In-role Performance, Citizenship and Counterproductive Behaviours Relationship?

Sahar Mohamed Badawy,Sherine Fathy El-Fekey

doi:10.5539/ijbm.v12n12p181

Sahar Mohamed Badawy, Sherine Fathy El-Fekey

Open Access

https://doi.org/10.5539/ijbm.v12n12p181

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Abstract

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.

Highlights

Organisational justice has attracted researchers’ attention over the last three decades
To test the first three hypothesises assuming that there are significant relationships among organisational justice, in-role, Organisational Citizenship Behaviours (OCB) and CWB, Pearson correlation coefficients were calculated as shown in table 3
This study aimed at investigating the relationship between organisational justice and an integrated model of employees’ performance that include; in-role performance, citizenship behaviours, and counterproductive behaviours within the Egyptian context

Summary

Introduction

Organisational justice has attracted researchers’ attention over the last three decades. Perceived justice may lead to positive outcomes; like achieving expected in-role performance, participating in positive extra-role behaviours, and increase in employees’ satisfaction and commitment (Burney, Henle & Widener, 2009).While perceived injustice may lead to direct and indirect negative outcomes. Indirect outcomes may include decrease in customer satisfaction and might lead to damaging the company reputation (Kelloway et al, 2010). These serious consequences stimulate the increasing interest in studying the effects of perceived organisational justice on employees’ performance and behaviours, and the variables that may affects this relationship (Colquitt, Conlon, Wesson, Porter, & Ng, 2001)

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