Verifying the effects of organizational justice and work values upon organizational performance: using organizational citizenship behavior as the dual mediator

Abstract

This study aims at verifying the effects of employees’ perception of organizational justice and work values on organizational performance at a Taiwanese state-run company, with Organizational Citizenship Behavior (OCB) being the dual mediator. The study interviewed employees of a Taiwanese state-run company with a special focus on those holding key positions, selected by simple random sampling. Linear Structural Equation Modeling (SEM) was employed to verify the suitability of the overall model, the structural model and measurement model, followed by an examination of dual mediation effects using the Sobel Test, Bootstrapping and the Mackinnon PRODCLIN 2 program. The research results suggest that, at this particular Taiwanese state-run company, the employees’ perception of organizational justice has a positive significant effect on organizational performance and that the employees’ perception of organizational justice has a positive significant effect on OCB. Furthermore, OCB has a positively significant effect on organizational performance and the employees’ work values significantly affect OCB. Lastly, the employees’ work values significantly affect organizational performance. Apparently, OCB has a partially dual mediation effect and, as this study implies, is an important catalyst for improvements in organizational performance. It is, however, imperative that approaches other than OCB be taken to enhance organizational performance. Key words: Organizational justice, work values, organizational citizenship behavior, organizational performance, dual-mediation effect.