Effect Of Organizational Justice Research Articles

The Effect of Organizational Justice and Islamic Work Ethos on Job Satisfaction at Employees PT. Sunjin HJ. Serang District

This study aims to find out the effect of organizational justice and Islamic work ethos on job satisfaction at employees PT. Sunjin HJ. Serang District. This was a research that used descriptive quantitative methods. The results showed that (1) there is a positive and significant effect of organizational justice on job satisfaction. Shown by the value of t is greater than the t table (3.833 > 2.021) and the value is smaller than the alpha value (0.000 < 0.05). (2) There is an effect of Islamic work ethos on job satisfaction. Shown by the value of t is greater than the t table (5.568 > 2.021) and the value is smaller than the alpha value (0.000 < 0.05). (3) Both organizational justice and Islamic work ethos have a positive effect (69.4%) on job satisfaction at employees PT. Sunjin HJ. Serang District. While other factors (30.6%) also affect job satisfaction. Keywords: organizational justice, Islamic work ethos, job satisfaction

A Model Proposal for Developing a Solution and Determining the Administrative Problems of Hospitals in Turkey: The BUY Model.

Background and Purpose: This study was conducted in line with the request of the senior management of a hospital. The objective of the current research is to identify managerial problems through the relationship between health employees' perceptions of organizational justice, trust in the manager and the organization, and job satisfaction; develop a solution proposal over the relationships between these variables and motivation variables; and present a model proposal (BUY Model) as a result. Methods: The study sample is comprised of 673 employees. The study data were collected online using a questionnaire consisting of five scales. The data were analyzed by descriptive statistical methods, correlation analysis, and regression analysis. Results: The findings obtained from the study showed that the participants' perceptions of organizational justice, trust in the manager and the organization, job satisfaction and motivation were generally at a moderate level. The study also determined that trust in the manager and the organization had a partial mediation effect on the effect of organizational justice on job satisfaction and the variables of trust in the organization, organizational justice, and trust in the manager, respectively, and especially, the job satisfaction variable also affected motivation. Conclusion: The BUY model was developed to identify problems related to the management of healthcare human resources and solve these problems. Considering the importance of the concepts of job satisfaction and motivation in terms of employee performance, health service quality, and patient satisfaction, it is thought that the developed model will benefit managers of health institutions in increasing the job satisfaction and motivation levels of health employees.

Effects of Organizational Justice on Social Loafing: The Mediating Role of Felt Obligation

Although there has been an increasing body of work on social loafing for over ten years, there are still gaps in our understanding that require further investigation. There is currently a lack of research on organizational justice and the sense of duty towards social loafing. This study examines how organizational fairness (procedural, distributive, interactional) affects social loafing to address a gap in the existing literature. According to social exchange theory, the study predicted that perceived obligation would act as a mediator in the relationship between organizational justice and social loafing. Information was collected from 272 private sector employees in Malaysia. The measurements were analyzed using partial least squares structural equation modeling. With the exception of distributive justice, most direct links have a considerable influence on social loafing, as indicated by the data. Statistical findings confirmed the mediating role of perceived obligation between procedural fairness, distributive justice, and social loafing. The findings did not show that felt obligation plays a mediating role in the link between interactional justice and social loafing behavior. The study advanced knowledge by establishing new connections between organizational fairness, felt obligation, and social loafing behavior. Distinct measures of employees' perceptions of organizational justice offer a more comprehensive understanding of the connection between negative outcomes and their views of the organization. Additionally, the reciprocation process explains the link between organizational justice and social loafing. This research demonstrates that organizational fairness is a crucial component in predicting social loafing behavior, which would be advantageous for employers and human resource experts. Improvements can be made by establishing equitable and uniform workplace standards, encouraging employee input and involvement in decision-making, and demonstrating decency and respect for subordinates to prevent counterproductive actions like social loafing.

The effect of organizational justice on police officers’ perception of procedural justice in the South Korea: the mediating roles of perceived discretion and responsiveness

PurposeRecently, the interest of scholars studying procedural justice in policing has shifted from the relationship between procedural justice and citizen compliance to trust in police officers’ perceptions of who exercises it. This study explores the relationship between organizational justice and the perception of procedural justice from the perspective of police officers. Furthermore, it investigates the mediating roles of discretion and responsiveness.Design/methodology/approachUsing 441 survey responses from South Korean police officers, a mediation model is outlined and tested using structural equation modeling (SEM). The results showed that police officers’ perceptions of organizational justice had indirect effects on the perceived importance of procedural justice. Moreover, discretion and responsiveness mediate the relationship between organizational justice and perceived procedural justice.FindingsOfficers who perceive police fairness are more likely to have a positive perception of procedural justice toward citizens when they have a higher level of discretion and responsiveness. However, police officers’ perceptions of organizational justice are not directly linked to their perceptions of procedural justice.Originality/valueThis study contributes to the generalization of knowledge by empirically testing Van Craen’s theoretical model of the Korean police. It also expands the existing theoretical model by investigating the influence of overall organizational justice and its possible mediators on procedural justice.

The Effect of Organizational Justice, Compensation, and Work Motivation to Organizational Commitment and Employee Performance at PT. Recruitfirst Indonesia

This research aims to analyze the effect of organizational justice, compensation and work motivation to organizational commitment and employee performance. With quantitative methods and involving 50 respondents, the study used saturated sampling techniques. Data collection in this study was conducted through a survey using a questionnaire as a survey instrument to respondents. Data analysis was carried out using the Structural Equation Model - Partial Least Square (SEM-PLS). The results of this study indicate if organizational justice has no effect to organizational commitment, compensation has a positive and significant effect to organizational commitment, work motivation has a positive and significant effect to organizational commitment, organizational justice has no effect to employee performance, compensation has a positive and significant effect to employee performance, work motivation has a positive and significant effect on employee performance, organizational commitment has no effect to employee performance.

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.

The Influence of Organizational Justice, and Teamwork towards the Employee Performance with Intrinsic Motivation as an Intervening Variable

Previous research has discussed a lot about the effect of organizational justice on performance. However, there are still inconsistencies and substantial differences between constructions. For this reason, this research goals to determine the impact of organizational justice and teamwork on employee performance with intrinsic motivation as an intermediary variable. This research was conducted at an agrochemical company in Merak, Banten, with a total of 98 respondents. This type of research is explanatory research in which the relationship between variables is explained by testing the hypothesis. Data from the questionnaires collected were then analyzed using SmartPLS 4 software. The results of the analysis showed that (1) organizational justice has a positive and significant impact on performance, (2) teamwork has a positive and significant impact on performance, (3) intrinsic motivation has a positive and significant impact on performance, (4) organizational justice has no significant impact on intrinsic motivation, (5) teamwork has a positive and significant effect on intrinsic motivation, (6) intrinsic motivation positively and significantly mediates teamwork and performance, (7) intrinsic motivation does not significantly mediate organizational justice and performance. The results of this study can be implemented by organizations to focus more on developing variables that have a significant impact on employee performance.

An investigation into the effect of organizational justice on employees’ job satisfaction among government health workers in Kalomo District

The primary purpose of the research was to investigate the relationship between organizational justice and employee job satisfaction. In this study, the research sampled four health facilities namely the Request Muntanga Hospital, Kalomo Urban Clinic, Namwianga Mission Hospital and Mawaya Clinic. The study employed the quantitative research approach employing the descriptive research design. Data was collected using structured questionnaires and analysed using descriptive and regression analyses. The findings of the study showed that distributive justice, procedural justice and interactional justice were all negatively related to employee job satisfaction. Generally, the study concluded that there is poor organizational justice in health facilities in Zambia leading to employee job dissatisfaction. The study recommended for equality and training programs for employees to enhance organisational justice. However, the major limitation of the study was that it was limited to public health workers in Kalomo Southern province with a focus on health facilities in the peri-urban area. Thus, future studies can also broaden the scope of the study by incorporating health workers in other regions such as Copperbelt and Lusaka.

The effect of organisational justice across firm HR practices on employee job satisfaction and firm performance

The effect of organisational justice across firm HR practices on employee job satisfaction and firm performance

The Effect of Organizational Justice across Firm HR practices on Employee Job Satisfaction and Firm Performance.

The Effect of Organizational Justice across Firm HR practices on Employee Job Satisfaction and Firm Performance.

Effect of Organizational Justice on Staff Nurses’ Performance Appraisal and their Intention to Stay at Work

Effect of Organizational Justice on Staff Nurses’ Performance Appraisal and their Intention to Stay at Work

Effect of Organizational Justice on Employees Engagement in Five Star Hotels in Luxor

Effect of Organizational Justice on Employees Engagement in Five Star Hotels in Luxor

The Effect of Organizational Justice and Self-Efficacy on Career Satisfaction among the Employees of Banking Sector in Bangladesh

This present study aimed to determine the influence of organizational justice and self-efficacy on career satisfaction. Employing survey and cross-sectional method, data was collected from the permanent employees of thirteen selected commercial banks located in Dhaka and Chittagong cities, Bangladesh. This study adopted simple random sampling techniques to select the sample, total 1480 self-administered questionnaires were sent to the respondents via email, 440 useable questionnaires were returned. The data was analyzed by deploying the SPSS version 22.0 and Smart-PLS version 4.0. The results indicate that distributive justice and procedural justice has a significant positive influence on career satisfaction, where interactional justice is positively but insignificantly related with career satisfaction. The results also show that self-efficacy positively impact career satisfaction. Moreover, the results of this study offer significant implications for bank professionals, policymakers, and scholars in formulating a strategic approach and initiatives to augment the level of career satisfaction among employees in the banking sector. Lastly, this section will go into the consequences of the findings and provide recommendations for further research. This study makes a valuable contribution to the continuing scholarly discourse surrounding the significant impact of employee career satisfaction within the banking sector.

The Effect of Organizational Justice and Leader Member Exchange on Employee Performance Through Organizational Commitment at Pt Bolon Jaya Karya

The research was conducted on employees at PT. Bolon Jaya Karya (BJK), the purpose of this study is to find out organizational justice, leader member exchange and organizational commitment affect employee performance, to find out organizational justice and leader member exchange affect organizational commitment, for organizational commitment to be able to mediate between organizational justice and leaders member exchange on employee performance at PT Bolon Jaya Karya. The research uses quantitative data, with data analysis techniques carried out associatively, and data analysis techniques using Smart PLS. The results showed that organizational justice, leader member exchange and organizational commitment had an effect on employee performance, and organizational justice and leader member exchange partially had an effect on organizational commitment, organizational justice had an effect on employee performance through organizational commitment and leader member exchange had a positive and significant effect on employee performance through organizational commitment

The Effect of Organizational Justice on Job Satisfaction Mediated by Organizational Commitment

The purpose of this study was to determine the impact of organizational justice on organizational commitment mediated job satisfaction. This research was conducted at XYZ Company by distributing questionnaires via google form with 60 respondents. This study uses the SEM (Structural Equation Modeling) method with SmartPLS software to test the validity and reliability of the analysis The results show that organizational justice has no effect on job satisfaction, organizational justice has a positive and significant impact on organizational commitment, organizational commitment has a positive and significant impact on job satisfaction, and organizational justice has a positive and significant impact on organizational commitment. In addition, the firm will get benefit by how organizational can improve as well as increase job satisfaction. In order to achieve organization goals, company can understand the employee’s job satisfaction.

The Effect of Organizational Justice on Job Satisfaction Mediated by Organizational Commitment

The Effect of Organizational Justice on Job Satisfaction Mediated by Organizational Commitment

The Effect of Organizational Justice on Job Satisfaction Mediated by Organizational Commitment

The purpose of this study was to determine the impact of organizational justice on organizational commitment mediated job satisfaction. This research was conducted at XYZ Company by distributing questionnaires via google form with 60 respondents. This study uses the SEM (Structural Equation Modeling) method with SmartPLS software to test the validity and reliability of the analysis The results show that organizational justice has no effect on job satisfaction, organizational justice has a positive and significant impact on organizational commitment, organizational commitment has a positive and significant impact on job satisfaction, and organizational justice has a positive and significant impact on organizational commitment. In addition, the firm will get benefit by how organizational can improve as well as increase job satisfaction. In order to achieve organization goals, company can understand the employee’s job satisfaction.

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.

Effects of Organizational Justice on Employee Satisfaction: Integrating the Exchange and the Value-Based Perspectives

Organizational justice is known to help promote organizational sustainability. The literature has explained the impact of organizational justice relying heavily on the social exchange perspective, the idea that employees are motivated to show favorable attitudes in return for the fair rewards that organization has provided. To the contrary, little attention has been given to the proposition that it affects employee’s attitudes by increasing their intrinsic motivation. The latter has a greater implication of sustainable management since intrinsic motivation of its employees is the key to the sustained success of an organization. This approach can be called a value-based perspective. To fill that gap, this study examined the mediating effects of both the intrinsic and extrinsic motivation links between organizational justice and employee satisfaction. The analysis revealed that the indirect mediating effects of intrinsic motivation were greater than those of extrinsic motivation for procedural and interactional justice, while the mediating effect of extrinsic motivation was greater when it comes to distributive justice. In addition, the sum of the indirect effects of intrinsic motivation was comparable to that of extrinsic motivation. This result implies that the mediating effects of intrinsic motivation are as important as those of extrinsic motivation, confirming our prediction that organizational justice contributes to organizational sustainability via the path that has not been verified so far.

The Effects of Justice Views on Turnover Intent, Sick-Leave Views, and Sick-Leave Use Among Private Prison Staff

Private prison staff are a valuable resource, and they can be affected by various workplace variables. The effects of organizational justice on counterproductive staff behaviors in a sample of correctional staff at a private prison were examined using organizational-justice theory. Specifically, the association of distributive and procedural justice with turnover intent, sick-leave views, and absenteeism were tested while controlling for demographic characteristics (position, gender, age, tenure, and race/ethnicity). OLS regression models show that procedural justice was the strongest predictor and was negatively associated with all three measures of counterproductive behaviors; distributive justice was only predictive of turnover intent.