Organizational justice and perceived organizational support

Abstract

PurposeThe purpose of this paper is to deepen the understanding of the relationship between perceived organizational support (POS) and organizational justice (distributive justice, procedural justice, and interactive justice), and to test the moderating effect of conscientiousness.Design/methodology/approachA survey was conducted to measure study variables. Data were obtained utilizing a field survey from a sample of 520 professional managers working in two industries (manufacturing industry and service industry) in China. Confirmatory factor analysis and moderated hierarchical analysis were used to test hitherto untested hypotheses.FindingsAs the result showed, controlling the effect of control variables (age, tenure, education and position), organizational justice (distributive justice, procedural justice, and interactive justice) had a positive effect on POS in the service sample; meanwhile, the interaction effect between distributive justice and conscientiousness has been shown to be significant in both the manufacturing and service samples.Research limitations/implicationsThe results have obvious implications for organizational justice and POS in organizations. However, the results are to be viewed in the light of common method variance and same source bias.Practical implicationsThe paper sheds light on the potential effects of conscientiousness, which strengthens the positive relationship between organizational justice and POS. Given the importance of conscientiousness, it may be worthwhile for leaders to stimulate managers' conscientiousness.Originality/valueThe paper examines how conscientiousness moderates the relationship between organizational justice and POS in both the manufacturing and service samples. It should be useful to academics and managers who want to understand the importance of conscientiousness.