Role of employee felt obligation and endorsement of the just world hypothesis: A social exchange theory investigation in an organizational justice context

Abstract

AbstractAccording to social exchange theory, felt obligation after being treated justly is key to explaining why justice perceptions influence behaviors important to organizations, such as task performance and organizational citizenship behavior (OCB). Perhaps those who believe in a just world (Just World Hypothesis, JWH) are more likely to feel obligated to reciprocate just treatment with behaviors benefiting the organization. Thus, our goal was to investigate whether belief in the JWH influences to what extent people feel obligated after being treated justly and the importance of felt obligation in regard to behavioral outcomes, such as OCB and task performance. Based on 160 university alumni and their supervisors, results provide support that justice perceptions can relate to both job performance and OCB via felt obligation, providing empirical support for the theoretical role of felt obligation in the social exchange theory explanation of how justice perceptions can translate into employee behaviors benefiting the organization. Results also suggest that endorsement of the JWH interacts with procedural and distributive justice perceptions, but not interpersonal justice perceptions, to influence felt obligation and that the indirect effect of distributive and procedural justice perceptions on both OCB and task performance via felt obligation is only significant for individuals with relatively high levels of endorsement of the JWH. Implications are discussed.