Organizational Justice and Employee Job Effectiveness in Family Businesses in Uganda: The Mediating Role of Organizational Support

Abstract

This study examined the mediating role of perceived organizational support (POS) in the relationship between perceived organizational justice and employee task effectiveness using data from 118 employees in 29 family business organizations in Uganda. The bootstrap procedure suggested by Preacher, K.J., and Hayes, A.F. (2008) Asymptotic and resampling strategies for assessing and comparing indirect effects in multiple mediator models. Behavior Research Methods, 40(3), 879–891), was utilized to estimate the indirect effects of procedural, distributive, and interactional justices on employee job effectiveness (JEF) through POS. The findings indicate that POS fully mediates the relationship between perceived interactional justice (IJ) and employee JEF. Although perceived distributive justice (DJ) influences POS, which, in turn, influences employees’ JEF, the relationship between DJ and employees’ JEF is not mediated by POS. Moreover, perceived procedural justice influences employees’ job performance directly and not indirectly. The contributions, implications, limitations, and suggestions for future studies are presented.