Abstract
The aim of this paper was to examine the role of organizational justice and leadership behavior orientation in predicting job satisfaction by focusing on three organizational justice dimensions (distributive, procedural, and interactional justice) and two leadership behavior orientations (task and relations-oriented behaviors). The empirical research was conducted in Croatia, during 2019. The research sample included 298 participants. Hierarchical regression analysis was conducted to empirically test proposed hypotheses focusing on organizational justice and leadership behavior orientation as predictors of employees’ job satisfaction. Research results showed that interactional justice, distributive justice and relations-oriented leadership behavior have an almost equally powerful impact on job satisfaction. Those variables are based on social relations, which revealed the importance of connections among people and social interactions for job satisfaction development. Additionally, findings suggested that procedural justice and task-oriented leadership behavior did not affect employees’ job satisfaction. These results additionally bring social interactions in the focus of job satisfaction development. A better and more in-depth understanding of these links allows management to be efficient in rapidly changing organizational circumstances to stimulate employees to work effectively. Therefore, in order to enhance employees’ job satisfaction, managers need to create a working environment that is friendly, honest, and encouraging. They have to pay attention to relationships with their employees, providing them the perception of justice, respect, and trust, as well as motivation in everyday activities. Upcoming lines of research should put effort into further exploration of this cognition, by exploring some other social relations variables and their mediational impact on job satisfaction.
Highlights
Every organization aims to have satisfied employees
Does leadership behavior orientation predict employees’ job satisfaction?. To address these questions in-depth and to examine the role of organizational justice and leadership behavior in predicting job satisfaction, this study focuses on three perceived organizational justice dimensions and two leadership behavior orientations, arguing that each component will not have the same effect on job satisfaction
This study attempted to clarify the effect of three types of organizational justice and two different leadership behavior orientations on employees’ job satisfaction
Summary
Every organization aims to have satisfied employees. Satisfied employees are a valuable organizational resource for success achievement, well-being and sustainability in the long run. While some studies proposed direct relationship between job satisfaction and organizational performance (see [2]), research findings suggested that the relationship between employee satisfaction and financial performance was mediated by some other variables, such as customer satisfaction [3,4] and organizational commitment [5], highlighting the importance of job satisfaction for organizational success in broader context. Satisfied employees are expected to be more work committed, productive, innovative and creative, what can lead to positive organizational outcomes. They drive business results and contribute to the organizational growth and development. This paper highlights the importance of two contextual variables as potential determinants and predictors of job satisfaction, more precisely, organizational justice and leadership behavior
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