Abstract
Employees' positive organizational behavior (POB) is not only to promote organizational function but also improve individual and organizational performance. As an important concept in organizational research, organizational justice is thought to be a universal predictor of employee and organizational outcomes. The current set of two studies examined the effects of organizational justice (OJ) on POB of employees with two different studies, a large-sample survey and a situational experiment. In study 1, a total of 2,566 employees from 45 manufacturing enterprises completed paper-and-pencil questionnaires assessing organizational justice (OJ) and positive organizational behavior (POB) of employees. In study 2, 747 employees were randomly sampled to participate in the situational experiment with 2 × 2 between-subjects design. They were asked to read one of the four situational stories and to image that this situation happen to the person in the story or them, and then they were asked to imagine how the person in the story or they would have felt and what the person or they subsequently would have done. The results of study 1 suggested that OJ was correlated with POB of employees and OJ is a positive predictor of POB. The results of study 2 suggested that OJ had significant effects on POB and negative organizational behavior (NOB). Procedural justice accounted for significantly more variance than distributive justice in POB of employees. Distributive justice and procedural justice have different influences on POB and NOB in terms of effectiveness and direction. The effect of OJ on POB was greater than that of NOB. In addition, path analysis indicated that the direct effect of OJ on POB was smaller than its indirect effect. Thus, many intermediary effects could possibly be between them.
Highlights
Employee motivation and organizational effectiveness are the eternal topics of enterprise human resource management
We examined whether procedural justice differs from distributive justice in terms of effectiveness and direction of effect on positive organizational behavior (POB) and negative organizational behavior (NOB) of employees
The results show that the total effects of distributive justice and procedural justice on all dimensions of POB of employee were significant
Summary
Employee motivation and organizational effectiveness are the eternal topics of enterprise human resource management. Organizational Justice and Employees’ POB introduced the theory of positive psychology to the field of organizational behavior, and defined POB as “the study and application of positively oriented human resource strengths and psychological capacities that can be measured, developed, and effectively managed for performance improvement in today’s workplace” Based on the Chinese cultural background, (Pan, 2008), and Pan and Qin (2009) defined POB as organizational behavior of employees which are beneficial to organizations. It can promote organizational function as well as improve individual and organizational performance. They identified six dimensions of POB: devoted, responsible, active, innovative, helping, and harmonious behaviors
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