Abstract
Although a growing body of work has focused on the effect of organisational justice and employee outcomes, such as job performance and OCB, little attention has been paid to the mechanisms underlying this effect. Drawing on social exchange theory, the study focused on the effects of interactional justice on job performance and assisting behaviour occur via social exchange. The data were collected from two sectors (telecommunication and banking), with 499 responses being from telecommunication sector. Generally, the findings of the study showed that the interactional justice was significantly related to job performance and assisting behaviour via social exchange. Support was also found for the moderating effect of ethical leadership, with the pattern of results showing that the relationship between interactional justice and social exchange with supervisor.
Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
