Dimensions Of Organizational Justice Research Articles

THE ORGANIZATIONAL JUSTICE IMPLICATIONS IN ENHANCING THE INTEGRITY OF ADMINISTRATIVE LEADERSHIP

This research aims to explore the nature of the impact of organizational justice on the integrity of administrative leadership, for a sample of employees at the College of Management and Economics at the University of Al-Qadisiyah, through distributing a questionnaire totaling 60, of which 50 were valid for analysis and 10 were invalid, with a response rate of 83%. Organizational justice was expressed as an independent variable through three dimensions: distributive justice, procedural justice, and interactional justice, based on the scale developed by Niehoff & Moorman (1993), while the integrity of leadership was expressed as a dependent variable through five dimensions: courage, humility, fairness, rationality, and humanity, based on the scale by Wang & Hackett (2015). Several measurement tools were used in the practical aspect, relying on SPSS statistical analysis software to calculate means, standard deviations, linear regression analysis, and correlation, in addition to using the T-test. The research concluded with a number of findings, the most important of which indicated that the level of organizational justice enjoyed by the officials in the researched organization was at moderate levels according to the opinions of the research sample. The research also provided a set of recommendations, the most important of which emphasized the necessity of enhancing all dimensions of organizational justice, including distributive, procedural, and interactional, in organizations due to their significant role in creating sound administrative leadership that fosters a positive and constructive work environment, ensuring the existence of an integrated organizational unit.

Questioning the link between organizational justice and external procedural justice in police–citizen interactions

External procedural justice in police–citizen interactions has been found to have a relationship with cooperation, compliance, and police legitimacy. The individual dimensions of organizational justice comprised of distributive, procedural, interpersonal, and informational justice, have been less frequently examined. Organizational justice has been found to be associated with many desirable outcomes both within policing and in other professions. This study utilized a convenience sample ( n = 106) of police officers from five school district police departments in the Houston, Texas metropolitan area. The study combined two sections of two existing instruments for the purpose of examining the extent to which officer perceptions of the four dimensions of organizational justice contribute to officer perceptions of external procedural justice in police–citizen interactions. Results indicated officers rated themselves very highly on the levels of external procedural justice they demonstrated with the public. Officers rated their supervisors highest in the interpersonal justice dimension of organizational justice. Surprisingly, no significant associations emerged between any of the four dimensions of organizational justice and external procedural justice. The findings of this study were inconsistent with the majority of extant research which found that organizational justice correlates with and predicts external procedural justice. This study indicated that officers may overestimate their own utilization of external procedural justice. In addition, it suggests the four dimensions of organizational justice may not predict external procedural justice and raises questions regarding the relationship between these two variables.

Emotional wage, happiness at work and organisational justice as triggers for happiness management

PurposeThis study analyses the concept of happiness management based on the empirical validation of the interactions between emotional wage, organisational justice and happiness at work. It complements a holistic view of the management models used in recent corporate governance. This perspective explores the dimension’s emotional wage mediating role and influences on organisational justice and happiness at work. The effect of organisational justice on happiness at work is also analysed.Design/methodology/approachA quantitative, cross-sectional, descriptive and correlational study is proposed. A sample of 502 workers in the education sector in Costa Rica was selected. A structural equation model (PLS-SEM) was developed to test the proposed theoretical model. The SPSS-AMOS 23 and SmartPLS 4 computer programs are used for this purpose.FindingsThe results show that emotional wage has a positive impact on happiness at work and that it mediates positively between organisational justice and happiness at work. Developing organisational policies to include these variables as necessary resources for corporate governance is recommended.Research limitations/implicationsThe first limitation of this study is due to the type of sampling, which was purposive. The kind of population and the time of execution of this study were determining factors when deciding on the mode of application of the instrument. However, an attempt to reduce the bias associated with this element could be made by expanding the sample to as many respondents as possible. The second limitation was that the data were collected within a specific time frame. Longitudinal studies address Thcould. The third limitation stems from the scarcity of literature on happiness management. In this regard, this type of research currently needs to be explored in emerging economies. It makes it difficult to determine whether the empirical results obtained in this paper can be generalised to other territories in the global village. Moreover, the last limitation is that the authors of this research have only explored the moderating role of emotional pay in the relationship between the dimensions of organisational justice and happiness at work. It would be interesting to consider other mediating variables to have a clearer picture of the organisational justice–happiness at work construct from the happiness management approach.Practical implicationsAs already indicated throughout this research, emotional wage, organisational justice and happiness at work are constructs that positively drive employee satisfaction, motivation and well-being. Human talent management strategies undertaken by organisations should encourage the adaptation of actions that stimulate employees' quality of life, corporate social responsibility and ethical management practices to be more competitive in today’s markets. It requires implementing the dynamic management models that provide internal customers with a high sense of belonging, job satisfaction and commitment to their professional performance. In other words, this will require robust leadership styles and corporate cultures that stimulate employee creativity, loyalty and innovation. For this reason, management of organisations must implement human resources policies to attract and retain creative talent through happy leadership. It requires, among other things that the philosophy of happiness management becomes a critical strategic resource for companies to promote nonfinancial benefits for employees, including emotional wage (Ruiz-Rodríguez et al., 2023).Social implicationsIn the current business environment, there has been a transformation in leadership styles, motivation and the development of a sense of belonging in organisations' human capital. Based on this trend, the study of happiness management becomes a social strategy to improve the conditions, in which the organisations compete to attract highly demanded human capital. It is why this research contributes elements that have an impact on citizenship by proposing the management models based on happiness at work and quality of life.Originality/valueThis study adds to the happiness management literature by including emotional wage, organisational justice and happiness at work in human resources and strategic management. It also contributes to the academic debate on the need to formulate organisational cultures that empower workers in their professional performance based on happiness and positive emotions.

Interpersonal and Informational Justices as Correlates of the Whistle-Blowers’ Intentions in Nigeria

This study examined whether interpersonal and informational justices are correlates of whistle-blowers’ intentions among selected local government areas in Delta State, Nigeria. In this study, two dimensions of organizational justice (interpersonal and informational justices) were used. In order to carry out the study, questionnaires were administered to employees in six local government areas and data obtained were analyzed via descriptive and inferential statistical techniques. On the basis of the analysis, it was found that while there is a significant relationship between interpersonal distributive justice and whistle-blowers’ intentions, an insignificant relationship was found between informational justices and whistle-blowers’ intentions. Thus, only interpersonal justice serve as a correlate of the whistle-blowers’ intentions. The study recommended the integration of internal disclosures via code of ethics and honesty reporting to support whistle-blowers as well as in silencing and/or punishing the whistle-blowers via retaliatory measures put in place by management of public sector.

Perceptions of organizational justice and life satisfaction among Nigerian prison staff

ABSTRACT Employee perceptions of fairness are a critical component of organizational justice, and empirical studies have shown that both distributive and procedural justice, the major dimensions of organizational justice, play a role in work performance and life satisfaction. In this study, we surveyed perceptions of organizational justice from 120 Nigerian prison staff and examined how it impacted their life satisfaction. The findings indicated both procedural and distributive justice were associated with higher levels of life satisfaction. Line staff had lower life satisfaction, but it was the only demographic variable to have a significant effect. As the costs of acting in a procedurally fair manner are minimal, interventions that increase perceptions of procedural justice are likely to improve staff’s life satisfaction, a result that has clearly positive consequences for both employers and employees. Improving distributive outcomes, such as pay and benefits, are costlier but should also result in improved life satisfaction.

Dimensions of organizational justice on employee commitment – moderating effect of gender

Organizational justice has been a critical dimension for employee commitment towards the origination in educational sector. Organizational justice has three critical component s namely: distributive justice, procedural justice and interactional justice. The research was aimed to study the various factors of organizational justice on the impact of employee commitment towards the organization in education sector among faculty in higher education. Data were obtained from academicians working in educational institutions and to measure their commitment towards the organization. The data were collected using convenience sampling method. A survey was conducted among 165 respondents. SPSS software was adopted to conduct exploratory factor analysis and multiple regression to analyze the data. Results of the study revealed that distributive justice, procedural justice and interracial justice have exhibited a positive impact on employee commitment. Further gender has shown significant influence on employee commitment. The research provides useful implications for research and academia.

The Experiences of Layoff Survivors: Navigating Organizational Justice in Times of Crisis

This study explores the impact of COVID-19 layoffs on surviving employees’ perceptions at Airbnb, a key player in the hospitality industry, during the global pandemic. The crisis brought organizational justice into sharp focus, raising questions about fairness, employee satisfaction, and trust in management. Utilizing an interpretivist approach, we conducted fifteen semi-structured interviews with Airbnb employees who survived the layoffs. Accompanied by a comprehensive literature review, our analysis delved into the challenges these employees encountered. The thematic analysis uncovered insights into organizational justice dimensions—distributive, procedural, interactive, and informational—and their role in shaping fairness perceptions and employee outcomes. Findings reveal that despite challenging circumstances, empathetic and proactive practices like regular check-ins and transparent communication significantly helped maintain fairness perceptions among survivors. This counters the common belief that layoffs invariably diminish justice perceptions. Our study demonstrates that negative impacts can be effectively mitigated through thoughtful organizational practices. In conclusion, the research underscores the importance of organizational justice during crisis-induced layoffs. It advocates for maintaining fairness and transparency to preserve employee trust and satisfaction, which are vital for organizational resilience and sustainability. This study enriches the literature on organizational justice and crisis management, providing valuable insights for businesses in similar situations.

Impact of organizational justice dimensions on social exchange theory constructs: a literature

Justice plays an essential role in all social relationships, as it underpins ongoing commitment and mutual cooperation, even in situations of uncertainty, and creates an environment in which people feel valued, respected, and motivated to continue making a positive contribution to their environment. Organizational justice is related to employees' subjective assessment of the equity in the treatment received and its influence on engagement and behavior in the work context. This study aimed at carrying out a literature review of the dimensions of organizational justice and its relationship with the most diverse constructs related to the theory of social exchange, such as trust, commitment, and cooperation, whether from employees, customers, or other agents. To this end, a systematic review was carried out using PRISMA-based strategies on the Scopus and Web of Science databases between 2015 and 2020. The results of the quantitative analysis indicate that this is a relevant topic in the academic literature published in a wide variety of journals in different categories. Furthermore, the qualitative analysis indicates that the effects of the perception of justice can be predicted in a unique way when it comes to people's behavior in social interactions since the effects of the dimensions of justice are not standardized for the different constructs in different environments and groups. This leads to the conclusion that the relationship between the different dimensions of organizational justice is quite specific, depending on the variable being analyzed and the group under study.

Modelling the Relationship between Dimensions of Organisational Justice and Organisational Citizenship Behaviour in the Ghanaian Workplaces

Modelling the Relationship between Dimensions of Organisational Justice and Organisational Citizenship Behaviour in the Ghanaian Workplaces

Fairness matters: organisational justice in project contexts

Organisational justice is an established construct in the context of permanent organisations and relates to perceptions of fairness in the working environment. Justice judgements are context specific and whilst prior research has shown the positive impact of fair treatment on organisations and employees, less is known about organisational justice in projects and the impacts of fair or unfair treatment of project team members. This paper sets out to explore these shortfalls through a qualitative multi-method study. Combining the diaries of ten project team members, with pre- and post-diary interviews, the paper presents dimensions (distributive, procedural and interactional) of organisational justice experienced in the project context, factors influencing project team members justice judgements (sources, timing, delegation, and reflection) and the impact of in-/justice on individuals (ways of working, health and wellbeing, relationships, feelings), projects (project delivery) and organisations (reputation, effectiveness of processes). Policy and practice recommendations are made.

Impact of Organizational Justice, Support, Resilience, and Need Satisfaction on French Social Workers’ Psychological Well-Being

ABSTRACT Purpose Based on an approach to psychological health at work and on social exchange theory, this study tested the relationships between the four dimensions of organizational justice (distributive, procedural, interpersonal, and informational), supervisor and coworker support, resilience and psychological well-being (PWB). Method Using a cross-sectional design with one measurement, a sample of 369 French social workers responded to an online questionnaire. Analysis were based on correlations, and on mediations with Hayes and Preacher’s (2014) method. Results The results showed that satisfaction of the three psychological needs, procedural justice, supports, and resilience explained PWB. Mediation analyses showed that satisfaction of the need for autonomy played a mediating role between interpersonal justice, procedural justice, and PWB. Satisfaction of the needs for competence and autonomy played a mediating role between coworker support and PWB. Satisfaction of the three needs played a mediating role between resilience and PWB. Discussion and conclusion The results pointed out the relevance of need satisfaction in predicting PWB. These findings confirm the relevance of justice, support, and resilience for social workers’ well-being, and of the importance of need satisfaction that plays a critical role.

A Research Study Concerning the Regulatory Role of Organizational Justice in the Impact of Job Satisfaction on Organizational Commitment

Purpose-The study aims to reveal the regulatory role of organizational justice in the effect of job satisfaction on organizational commitment.Design/methodology/approach-The research consists of companies from the packaging sector in Halkalı and Silivri districts of Istanbul. The survey data were collected from 437 participants according to the five-point Likert scale and analysed by SPSS 22 and AMOS 24.Findings-When the effect of independent variables on organizational commitment was examined, it was seen that all variables had a significant effect on organizational commitment. The model established for the regulatory role of organizational justice perception inthe relationship between organizational commitment and its sub-dimensions and job satisfaction was found to be significant.Discussion-The difference between the effectiveness of the dimensions of organizational justice on various aspects of job satisfaction and organizational commitment reveals that the results of this research are strong. The findings and information obtained will be useful for managers to improve their work with a sense of organizational justice. As a result, in this research, the regulatory role of organizational justice in the effect of job satisfaction on organizational commitment of employees in the packaging sector was tried to be determined. In this context, this research offers suggestions for managers and future studies

Effect of organizational justice on organization citizenship behavior of female employees in Saudi Arabia

The aim of this study is to examine the association between organizational justice and organizational citizenship behavior (OCB) among female workers in Saudi Arabia. Organizational justice has been acknowledged as a significant predictor of employee attitudes and behavior; however, its impact on the OCB of female workers in Saudi Arabia remains underexplored. To address this research gap, a cross-sectional survey was conducted among female workers in various organizations in Saudi Arabia. The study assessed organizational justice by considering three dimensions: distributive fairness, procedural fairness, and interactional fairness. Additionally, OCB was measured using a scale adapted from previous research. The collected data were subjected to regression analysis. The study findings indicate a positive relationship between organizational justice and OCB among female workers in Saudi Arabia. Specifically, distributive fairness, procedural fairness, and interactional fairness exerted a significant positive influence on OCB. This research contributes to the existing literature by providing empirical evidence on the impact of organizational justice on OCB among female workers in Saudi Arabia. Furthermore, it extends prior research by investigating the specific dimensions of organizational justice that affect OCB. Nonetheless, there are certain limitations to this study. Firstly, its cross-sectional nature restricts the ability to draw causal inferences. Moreover, the absence of comparisons with other cultural and national contexts represents another limitation. In conclusion, this study holds important implications for organizations in Saudi Arabia and elsewhere that aim to foster OCB among female workers. The findings suggest that enhancing organizational justice can lead to positive work behaviors among female employees. Future research should explore the generalizability of these findings to other contexts and investigate the potential moderating effects of cultural factors.

Organisational justice and strain‐based conflict among Nigerian prison officers

AbstractMost employees, including prison employees, want their employers to treat them fairly. Distributive justice (perceived fairness of outcomes) and procedural justice (perceived fairness of processes and procedures) are important dimensions of organisational justice. Limited research among correctional staff in the US suggests that views of distributive and procedural justice spill over and result in a strain‐based form of work‐family conflict. Strain‐based conflict occurs when work problems follow a person home and create conflict at home. Based on multivariate regression analysis of survey data from 120 Nigerian prison staff, distributive justice had significant negative effects on the strain‐based form of work‐family conflict. Contrary to findings among US staff, procedural justice did not have a similar significant association. The connection between views of organisational justice and strain‐based work‐family conflict appears to vary by nation.

The Relationship between Perceived Organizational Justice, Supervisor Support, and Turnover Intention

While the relationship between organizational justice (OJ), perceived supervisor support (PSS), and turnover intention (TI) have received extensive attention in the Western cultural context, research on these attributes is lacking in the Arab Middle Eastern contexts. The purpose of this paper is to address this gap by exploring the nature, strength, and direction of the relationship between OJ, PSS, and TI using the Kingdom of Saudi Arabia (KSA) as a sample. Results from the study indicate that employees exhibit moderately high levels of perceived OJ and PSS and moderately low levels of TI. Procedural justice (PJ) was significantly positively correlated, and PSS was significantly negatively correlated with TI. All dimensions of OJ were significantly positively correlated with PSS except distributive justice (DJ).

Organizational Citizenship Behavior and Organizational Justice; Mediatory Role of Job Satisfaction and Knowledge Sharing

The current investigation emphasizes the association among views of justice (across all three dimensions) and organizational citizenship behavior, as well as any potential mediating impact of job satisfaction and knowledge sharing. This investigation looks at the three aspects of justice perceptions. Data were obtained from 304 workers in Karachi's service industry utilizing cross-sectional surveys and quantitative techniques. Smart Pls 3 was applied for examining the data, and the results indicated that the relationship between the sense of justice and citizenship behavior is mediated by job satisfaction, but that knowledge sharing does not mediate within them. The research demonstrates that OJ and OCB have a substantial and favorable association and that OCB is profoundly affected by each justice in organizations and job satisfaction. On the other hand, the examination has constraints mainly because it only explores the impact of two mediators on OCB and three organizational justice dimensions. Data collection relied on convenience sampling of workers from service-providing firms in Karachi, and the study did not consider the longitudinal effect due to time constraints. Future research can delve deeper into the relationship between these variables by incorporating demographic factors in testing models, examining multiple contributing factors to job satisfaction, and including additional variables in the analysis for a comprehensive understanding of OCB, particularly in the manufacturing industry. Conducting the study in different cities and regions in Pakistan can also broaden the view of the population's perceptions of justice and OCB. This study addresses the pressing need to address issues such as organizational justice and how they can be tackled within the vicinity of work.

Fair and Square: Impact of Hospitality Employees’ Justice Perceptions and Job Embeddedness on Citizenship Behavior during COVID-19


 
 
 COVID-19 pandemic has adversely impacted all industries, and the hospitality sector has been the worst hit. Drawing upon conservation of resource (COR) theory, it was hypothesized that organizational justice as well as job embeddedness will positively impact employees’ engagement in organizational citizenship behavior (OCB). In addition, the moderating role of job embeddedness in organizational justice–OCB relationship was studied. Using time-lagged data of hospitality employees from India, the results demonstrate that of all dimensions of organizational justice, interactional justice emerges as the strongest predictor of OCB. Further, job embeddedness was seen to have a significant relationship with all dimensions of OCB. Support was also found for the moderating role of job embeddedness in strengthening the positive relationship between justice perceptions and certain dimensions of OCB. Finally, the implications are discussed enhancing our understanding of organizational justice—job embeddedness—OCB relationship in Indian hospitality sector during the COVID-19 pandemic, suggesting several measures which can be taken by managers of this sector to promote employee extra role behaviors.
 
 

THE EFFECTS OF ORGANIZATIONAL JUSTICE ON EMPLOYEE COUNTER WORK BEHAVIOR MEDIATED BY EMPLOYEE ENGAGEMENT; A CASE OF MANUFACTURING SECTOR EMPLOYEES

Employee counterwork behavior (CWB) is a negative behavior exerted by employees. Every year, organizations around the world suffer financially and operationally due to the employee involvement in CWB. In present study, we investigate this issue by using the organizational justice and employee engagement perspective. The study aims to test the effects of organizational justice on employee CWB and employee engagement. Additionally, we tested if employee engagement function as a mediator in organizational justice and employee CWB relationship. The study utilized quantitative and cross-sectional approach. Data was collected from manufacturing sector staff (n=212). Validity and reliability was established using the Confirmatory Factor Analysis performed by AMOS. Path analysis was performed for hypotheses testing. Our key findings are that organizational justice dimensions including distributive justice (Beta=-.086, P<.05); procedural justice (Beta=-.084, P<.05); and interactional justice (Beta=-.075, P<.05) has negative and significant effects on employee CWB. We also found that organizational justice dimensions including procedural justice (Beta=.073, P<.05); and interactional justice (Beta=.075, P<.05) has positive and significant effects on employee engagement while result for distributive justice turned out to be insignificant. We also found positive but insignificant effects of employee engagement on CWB (Beta=.032, P>.05). Additionally, we tested the employee engagement as mediator and found that employee engagement significantly mediates between distributive and procedural justice and employee CWB relationship. Based on these findings, we concluded that employee involvement in CWB is not only influenced by personality factors but also influenced by organizational related factors. Keywords: Justice, Engagement, Counter Work Behavior, Deviance, Manufacturing, Oman.

EFFECTS OF THE PERCEPTION OF PERFORMANCE APPRAISAL ON AFFECTIVE COMMITMENT: CASE OF THE MOROCCAN BANKING COMPANIES


 This research aims to assess the influence of performance appraisal justice perceptions on the affective commitment. It analyzes the effects of all dimensions of organizational justice in the context of performance appraisal across affective commitment. Thus, hypotheses were formulated in order to relate the direct effects of performance appraisal process justice perceptions towards affective commitment. To propose our model research, we conducted an empirical study conducted with a sample of 260 banking executives. The results have verified the totality of assumptions. Our results reveal that the three dimensions of organizational justice in the context of performance appraisal influence positively affective commitment.

The Effect of Organizational Justice on Desire to Change Jobs: Organizational Citizenship Behavior (OCB) as a Variable

Human resource management is an important task that must be performed on an ongoing basis. Part of the reason is that human resources are fundamental to driving business growth. This study aims to examine and analyze the effect of organizational justice on the desire to change jobs mediated by Organizational Citizenship Behavior (OCB). The study was conducted on employees of a manufacturing company located in Cikarang, Bekasi Regency with a total sample of 59 respondents. Data was collected by distributing questionnaires with a Likert Scale of 1-6. Data analysis using quantitative method PLS-SEM (Partial Least Square-Structural Equation Modeling) with the help of Smart PLS software. The results showed that procedural justice had a negative and significant effect on the desire to change jobs. Interactional justice has a positive and significant effect on the desire to change jobs. Distributive justice and procedural justice both have a positive and significant effect on OCB, but not on interactional justice which shows a positive and insignificant effect on OCB. OCB has a negative and significant effect on the desire to change jobs. OCB also proved unable to mediate the relationship of the three dimensions of organizational justice (distributive justice, procedural justice and interactional justice) to the desire to change jobs.