Employee Perceptions Of Justice Research Articles

Overconfident leaders? Testing the effect of misaligned leader-member-exchange perceptions on the relationship between justice, trust and organizational performance measures

The purpose of this paper is to examine the effect of manager and employee perception of justice and trust on workplace outcomes, by testing the mediating effect of employee trust on the relationship between organisational justice and performance measures (absence rate, financial performance, labour productivity, product quality). Then, the effect of manager overconfidence as a moderator of this relationship is tested. Management and employee data from 1462 workplaces in the UK were analysed. Path analysis was used to test the moderated mediation model. The results show that employee trust mediates the relationship between organisational justice and financial performance, labour productivity, and quality of product or service. Manager overconfidence was found to moderate the indirect effect of both interpersonal justice and procedural justice on these three performance outcomes through employee trust. Understanding the relationships between justice, trust and organisational outcomes, as well as the effect of managerial overconfidence thereupon, helps managers and decision-makers to design better policies in the interest of the firm’s performance.

Pay communication, justice, and affect: The asymmetric effects of process and outcome pay transparency on counterproductive workplace behavior.

Grounded on uncertainty management theory, the current research examines the role of employee justice perceptions in explaining the distinct effects of two forms of pay transparency-process versus outcome pay transparency-on counterproductive workplace behavior (CWB). Study 1, a field study of 321 employees, revealed that process pay transparency is inversely related to CWB targeting the organization (i.e., less CWB-O), with this effect explained by enhanced employee procedural justice perceptions. It also indicated, however, that among employees perceiving their pay position as being lower than that of referent others, outcome pay transparency is positively associated with both CWB-O and CWB-I (i.e., CWB targeting other employees), with this effect explained by reduced employee distributive justice perceptions. Study 2, using an online simulation-based experiment conducted on 394 employees and assessing actual deception behaviors (targeting both the agency sponsoring the study and other participants in the study), replicated these findings and extended our understanding of the negative consequences of outcome pay transparency on CWB. Specifically, when pay allocations were transparent (vs. secretive) and participant's pay was manipulated to be lower (vs. higher) than that of teammates, participants reported lower distributive justice perceptions leading to heightened deception behaviors, with this effect explained by a more negative emotional state. Theoretical and practical implications of both the positive and negative consequences of pay transparency on CWB are discussed. (PsycInfo Database Record (c) 2021 APA, all rights reserved).

Can authentic leadership influence the employees’ organizational justice perceptions? – a study in the hotel context

PurposeThe primary purpose of this study was to determine the relationship between a positive style of leadership, specifically authentic leadership, and organizational justice perceptions of employees' in the hotel industry. The following research questions guided the study: What relationship existed between hotel employees' perception toward authentic leadership and organizational justice? What relationship existed between hotel employees' perception toward authentic leadership and distributive justice, procedural justice, interactional justice and informational justice dimensions? What relationship existed among hotel employees' perception toward organizational justice, authentic leadership and their demographic background?.Design/methodology/approachThe study approached the research questions from a quantitative, non-experimental research perspective utilizing a cross-sectional survey and descriptive correlational design, which describes the relationship or association between two or more variables in the study which are authentic leadership and organizational justice.FindingsThe results indicate that authentic leadership has a strong relationship with hotel employees' organizational justice perceptions, and authentic leadership predicted the employees' perceptions of organizational justice. Authentic leadership is a relative new leadership approach rooted in positive psychology emphasizing on the ethical and moral aspects of leadership, and the results of the study found that when employees perceive their leaders to follow the authentic leadership paradigm, they also perceive high levels of organizational justice. Authentic leadership has stronger relationships with informational and interpersonal dimensions of justice which implies that authentic leaders are strategic in their interactions with their employees. The results also imply that when employees perceive justice in terms of procedures and outcomes, they believe that organizations determine those more than their supervisors.Research limitations/implicationsThe differences in the strengths of relationship between authentic leadership and structural forms of justice (distributive and procedural), and authentic leadership and interactional forms of justice (informational and interpersonal), have implications for both justice and leadership theories. The results suggest that authentic leader behaviors create a fair climate – an interpersonally and informationally fair climate which promotes all forms of justice perceptions in individual followers. However, it needs to be further researched whether leaders with high interpersonal skills and information-sharing abilities showing consideration and respect to employees may result in higher levels of organizational justice perceptions. Thus, further research is needed to determine the relationship of authentic leadership and each of the organizational justice (distributive, procedural, informational and interpersonal) dimensions, which may provide more insights as to whether leader behavior contains element of justice itself.Practical implicationsThe findings showcase the need for organizations in the hotel and hospitality industry to establish programs that focus on leadership practices which improve employees' perceptions of organizational justice and, in turn, lead to positive organizational outcomes including reducing the considerable costs of employee turnover. It is also important that employees are aware of the policies and procedures and have a perception that they can connect and communicate to their supervisors and managers.Social implicationsThis study falls into the larger conversation of social justice and how an organization's leadership can be a strong associate for social justice movements by supporting equity within the organization.Originality/valueThe study integrates leadership and justice theories in a hotel context. The results of this study may motivate hospitality/ hotel leaders to include authentic leadership development as an actionable strategy to bolster fairness and mitigate some of the negative features of the industry.

Investigating How and When Regulatory Focus Differentially Relates to Employee Justice Perceptions

This study contributes to the emerging literature that considers organizational justice as an endogenous variable that may be influenced by attributes of the employees themselves. Integrating the regulatory focus and social exchange theories, we test a model that links trait promotion and prevention foci with justice perceptions through work engagement. We propose that promotion focus is positively related with distributive, procedural and interactional justice with work engagement as the mediating factor. We further suggest that the association of prevention focus with the justice dimensions via work engagement depends on the extent to which the employee feels grateful at work. We test our hypothesized model in a two-wave study using a sample of 222 full-time working professionals. We find partial support for our model, as results indicate that high promotion focus employees perceive distributive and procedural justice due to high levels of engagement. On the other hand, we find that prevention focus is negatively related with distributive and procedural justice via engagement, but only for employees who experience lower levels of gratitude at work. Overall, our findings indicate that it is worthwhile to examine employee-based antecedents of justice perceptions.

Psychological contract and organizational justice: the role of normative contract

PurposeThe purpose of this paper is to examine perceptions of the psychological contract (PC) simultaneously at the individual level (fulfillment of obligations by the organization and PC violation) and the organizational level (normative contract), and their relationship with employees’ evaluations of organizational justice. Based on justice and information processing approaches, the hypothesis is that normative contract has an effect on employees’ perceptions of organizational justice, and also moderates the relationship between PC violation and organizational justice.Design/methodology/approachMultilevel modeling was employed with a multinational sample of 5,338 employees nested in 214 companies.FindingsFindings showed that beyond the positive effect of fulfillment of obligations by the organization, PC violation has a strong negative effect on organizational justice. In addition, normative contract has a positive effect on organizational justice, showing that when shared perceptions of normative contract are higher, then the organizational justice perceptions of employees are also higher. Furthermore, the normative contract moderated the relationship between PC violation and organizational justice, showing that the negative relationship of PC violation with organizational justice was stronger when the normative contract was higher.Practical implicationsFindings suggest that normative contract has effects on organizational justice, and that PC violation had more negative effects on employees’ perceptions of organizational justice perceptions when colleagues’ shared perceptions of fulfillment were higher. This means that social context (shared perceptions in an organization about the PC) has effects on individual perceptions of organizational justice. Companies need to pay attention to detrimental effects on employees who perceive a worse PC than their colleagues do.Originality/valueThe study extends the current research by demonstrating that employee–employer exchanges are not limited to individual level effects because shared perceptions of PC fulfillment (normative contract) also have relevant effects on employees’ perceptions of organizational justice.

ÖRGÜTSEL ADALET İŞGÖRENLERİN YEŞİL ÖRGÜTSEL DAVRANIŞINI ETKİLER Mİ?

Bu araştırmada, turizm işletmelerinde istihdam edilen işgörenlerin örgütsel adalet algılamalarının yeşil örgütsel davranış üzerine etkisinin belirlenmesi amaçlanmıştır. Bu nedenle, turizm işletmelerinde istihdam edilen 294 işgörene anket aracılığıyla ulaşılmıştır. Turizm işletmelerinde işgörenlerin örgütsel adalet algılamalarının örgütsel yeşil davranışlarına etkisini belirlemek amacıyla işgörenlerin örgütsel adalet algılamaları ve yeşil örgütsel davranış ifadelerine ilişkin betimleyici istatistikler belirlenmiş olup regresyon analizi yapılmıştır. Araştırmaya katılan işgörenlerin en yüksek algıladıkları örgütsel adalet boyutu işlemsel ve bilgilendirme, en düşük algılanan adalet boyutu ise dağıtımsal adalet, yeşil örgütsel davranış boyutlarından ise en yüksek çevresel duyarlılık ve ekonomik duyarlılık olarak belirlenmiştir. Araştırmada yapılan regresyon analizi sonuçlarına göre yeşil örgütsel davranış istatistiksel olarak anlamlı düzeyde örgütsel adaletten etkilenmektedir. Bu sonuca göre araştırmaya katılan işgörenlerin örgütsel adalet algılamalarındaki artış, işgörenlerin yeşil örgütsel davranışı üzerinde artış sağlamaktadır.

Ethical leadership as a substitute for justice enactment: An information-processing perspective.

Why do employees perceive that they have been treated fairly by their supervisor? Theory and research on justice generally presumes a straightforward answer to this question: Because the supervisor adhered to justice rules. We propose the answer is not so straightforward and that employee justice perceptions are not merely "justice-laden." Drawing from theory on information processing that distinguishes between automatic and systematic modes, we suggest that employee justice perceptions are also "ethics-laden." Specifically, we posit that employees with more ethical supervisors form justice perceptions through automatic processing with little scrutiny of or attention paid to a supervisor's justice acts. In contrast, employees with less ethical supervisors rely on systematic processing to evaluate their supervisor's justice enactment and form justice perceptions. Thus, we propose that ethical leadership substitutes for the supervisor's justice enactment. Our results demonstrate support for the interactive effect of supervisor justice enactment and ethical leadership on employee justice perceptions, and we further demonstrate its consequences for employees' engagement in discretionary behaviors (citizenship and counterproductive behaviors). Our findings highlight an assumption in the justice literature in need of revision and opens the door to further inquiry about the role of information processing in justice perceptions. (PsycINFO Database Record (c) 2019 APA, all rights reserved).

The Effect of Organizational Justice Perceptions of Employees on Their Burnout Levels: A Research For the Nurses

Purpose – The present study aims to demonstrate the effect of organizational justice perceptions of nurses on their burnout levels. Design / Methodology/ Approach – For this purpose, face-to-face interviews were carried out with 200 nurses working at public hospitals in Tokat province. The data were evaluated through structural equation modelling. Results – As a result of the study, it was found out that there was a negative significant relationship between organizational justice and burnout. It was also demonstrated that the level of procedural justice perception from the subdimensions of organizational justice were the highest whereas emotional exhaustion from the subdimensions of burnout was the most commonly observed among the participants. Discussion – As a result of the study, a negative significant relationship has been found out between the organizational justice perceptions and the burnout levels of nurses. This result is in parallel to the literature in general terms.

The Mirage of Procedural Justice and the Primacy of Interactional Justice in Organizations

This paper offers a novel situational approach to study organizational justice in which the proposed unit of analysis is managerial behavior manifested in argumentation rather than employee justice perceptions. The currently dominant theoretical framework in justice research, which is built on justice perceptions, neglects the unique features of organizational order and vulnerability of procedural justice perceptions. As the procedural justice concept belongs chiefly to a spontaneous market order under which the rule of law is made possible, it is inappropriate to transfer this concept to an organization in which the rule of authority is dominant. Therefore, except the limited legal domain in which managerial freedom is restrained by laws, procedural justice in organizations represents a mirage that can give rise to hypocritical managerial actions that can legitimate morally controversial outcomes via eristic tactics. In contrast, interactional justice is of great importance to organizations in that employees and organizations can ensure their rational economic exchanges without deception. However, current formulations of interactional justice often regard interactions as a palliative recipe designed to alleviate reactions to outcomes and not as a constituent of distributive justice. Perelman’s argumentation theory can offer a new conceptualization of interactional justice that addresses this gap.

The Effect of Human Resources Practices on the Formation of Organizational Justice Perceptions of Employees and a Research

This study aims to be beneficial to the future research by examining the formation process of the employees' perceptions of justice about the human resources practices.The research was conducted at 3 banks in Baku, Azerbaijan: International Bank of Azerbaijan, Rabite Bank, and Express Bank. Our survey was conducted on 150 employees. As a result, a positive relationship between organizational justice and human resources practices was found.

ALGILANAN ÖRGÜTSEL ADALETIN ÖRGÜTSEL SİNİZM ÜZERİNE ETKİSİ: ALGILANAN ÖRGÜTSEL DESTEĞIN ARACILIK ROLÜ

Bu çalışmanın amacı, çalışanların örgütsel adalet algılarının örgütsel sinizm üzerindeki etkisinde algılanan örgütsel desteğin aracılık rolünün incelenmesidir. Araştırmanın verileri, Türk Polis Teşkilatı’nda görevli 518 polisten online olarak hazırlanan anklet formu aracılığıyla toplanmıştır. Çalışma grubunda yer alan katılımcı sayısı araştırma evrenini temsil edecek niteliktedir. Araştırmada, verilerin toplanmasında anket tekniğinden yararlanılmıştır. Ölçeklerin yapı geçerliliği keşfedici faktör analizi ile güvenilirliği ise Cronbach Alfa iç tutarlılık katsayısı ile test edilmiştir. Araştırmada hipotezlerin test edilmesinde yararlanılan istatistiksel analizler korelasyon analizi, basit doğrusal regresyon analizi, çok değişkenli regresyon analizi ve hiyerarşik regresyon analizidir. Araştırma bulgularına göre; algılanan örgütsel adaletin örgütsel sinizm üzerindeki etkisinde algılanan örgütsel desteğin kısmi aracılık etkisinin olduğu tespit edilmiştir. Algılanan örgütsel adalet alt boyutları açısından değerlendirildiğinde, dağıtımsal ve etkileşimsel adalet algılarının örgütsel sinizm üzerindeki etkisinde algılanan örgütsel desteğin kısmi aracılık etkisi olduğu belirlenmiş ancak algılanan işlemsel adalet için herhangi bir aracılık rolünün olmadığı görülmüştür.

ALGILANAN ÖRGÜTSEL ADALETIN ÖRGÜTSEL SİNİZM ÜZERİNE ETKİSİ: ALGILANAN ÖRGÜTSEL DESTEĞIN ARACILIK ROLÜ

In this study, it is aimed to investigate the mediating role of perceived organizational support on the effect of organizational justice perceptions of employees on organizational cynism. Data of the research collected via online questionnaires from 518 police officers who are working in Turkish Police Organization. Participants of the sample group is adequate to represent the research population. In the study, questionnaire technique used for gathering the data. Construct validity of the scales was tested with exploratory factor analysis and their reliability was tested with Cronbach Alfa internal consistency coefficient. Statistical analyses utilized for testing the research hypotheses were simple linear regression analysis, multivariable regression analysis and hierarchical regression analysis. According to findings; it has been found that the effect of perceived organizational justice on organizational cynicism is partly mediated by perceived organizational support. When it is evaluated in terms of subdimensions of perceived organizational justice, it is determined that the effect of perceived distributive and interactional justice on organizational cynicism is partly mediated by perceived organizational support but there isn’t found any mediating role for perceived procedural justice.

The Effect of Organizational Structure on Organizational Justice Perceptions of Employees

The antecedents of perceived fairness of employees about their executives and organizations need to become evident because organizational justice results in both positive and negative changes in behaviours and attitudes of employees. Although, organizational justice refers to the employees’ perceptions about organizational structure and practices, the studies systematically examining organizational factors as antecedents of organizational justice are very rare. In this context, this survey aiming to search the effects of structural factors in terms of centralization and formalization on organizational justice perception of employees is expected to contribute to literature. The survey is conducted on 356 employees of 15 SMEs operating in manufacturing and service industry in Marmara Region-Turkey. Data obtained from those 356 questionnaires were analysed through the AMOS statistical program. Confirmatory factor analysis (CFA) using AMOS 22.00 statistical programme is conducted to test construct validity and reliability. To test hypotheses, researchers employed structural equation modelling (SEM) with maximum likelihood estimation. Survey findings revealed a positive relationship between formalization level as a component of organizational structure and perceived organizational justice of employees, which is consistent with the previous studies in literature. The finding of this survey revealing a non-significant effect of centralization on procedural and distributive justice is inconsistent with the most of previous studies. However, two surveys conducted in Turkey about that issue had produced similar results strikingly. Thus, findings of a non-significant effect of centralization on procedural and distributive justice but a positive effect on interactional justice may have some Turkish culture-specific implications.

Passive leadership: relationships with trust and justice perceptions

PurposeDespite its prevalence in organizations, passive leadership has received scant research attention compared to more active forms of leadership. The purpose of this paper is to demonstrate the significant impact that passive leadership can have on two core constructs in the organizational sciences – trust and perceptions of fairness.Design/methodology/approachData were collected through self-report questionnaires (n=192), using a three-wave survey methodology in order to provide temporal separation between the predictor, mediator, and outcome variables.FindingsPassive leadership was negatively associated with cognition-based trust. Further, passive leadership exerted a negative indirect effect on employee perceptions of justice, through cognition-based trust.Research limitations/implicationsAlthough this research was explicitly interested in employee perceptions, the use of self-report measures may be considered a study limitation.Practical implicationsThis study underscores that passive leadership may represent a serious impediment to effective supervisor-employee relations. Employees do not trust supervisors who display a passive leadership style and a lack of trust can lead employees to perceive the supervisor as unfair.Originality/valueThis study contributes new insights into the psychological effects of passive leadership behavior by demonstrating the potential role of passive leadership in shaping employee perceptions of trust and fairness.

Multi‐foci CSR perceptions, procedural justice and in‐role employee performance: the mediating role of commitment and pride

This study explores differential employee responses to perceived corporate social responsibility (CSR) treatment of social and non‐social stakeholder foci of the community, customers, shareholders and environment along with first‐party employee justice perceptions. At a finance‐sector multinational, we test the mediating role of commitment and pride in accounting for the relationship between perceptions of stakeholder treatment and in‐role performance. We propose and pilot a new multi‐foci CSR measure and include this in a mediated model within a separate study. Socially responsible treatment of customers and the environment play a role in predicting performance; these foci are related to either pride or commitment. Community CSR, first‐party justice perceptions and commitment predict performance either directly or indirectly. Our research shows an absence of any positive employee response associated with CSR towards shareholders. The study uncovers new insights into our understanding of complexities in employee responses to CSR activities.

Organizational justice and personal initiative, mediating role of affective commitment

Purpose– The purpose of this paper is to analyze the mediating role of affective commitment (AC) in the relationship between organizational justice (OJ) and personal initiative (PI).Design/methodology/approach– Data were collected from 321 employees from hotels in northern Portugal. The study required that all hotels be at least four-star establishments operating for over a year. The data and hypotheses were analyzed by using structural equation modeling.Findings– Employee perceptions of justice in relation to rewards, procedures, or interpersonal relationships can only lead to displays of initiative behaviors if employees have developed AC toward their organization. Accordingly, employee perception of justice does not directly bring about initiative behavior; a feeling of AC toward the organization must be created beforehand.Practical implications– Knowing how to increase employee PI could be one of the keys to obtaining successful results within the hotel industry. This study provides evidence of an indirect relationship between OJ and PI via AC. Such knowledge may help to establish a plan of action aimed at improving perceptions of justice within the hotel industry in order to obtain committed and proactive employees.Originality/value– Very few studies carried out within the context of the hotel industry have considered the relationship between the three variables proposed in this research paper. Additionally, this study examines the mediating role of employee AC, which has not been previously confirmed.

The Effect of Organizational Justice Perception on Organizational Commitment among Healthcare Sector Employees

This study aims to examine the relationship between organizational commitment and organizational justice perceptions of employees working in private healthcare institutions in Van province. Within this purpose, the data was obtained through a questionnaire administered to 300 employees of four hospitals in Van. To measure the organizational justice perceptions of the employees, the organizational justice scale with three constructs was used, and their organizational commitment was measured with the organizational commitment scale having three constructs as well. According to the results, it was revealed that organizational justice perceptions of the employees influence their organizational commitment perceptions positively.

Perceived justice as predictors of a successful pay equity plan: a Canadian case study

Purpose– This study aims to identify the predictors of successful implementations of pay equity plans. Drawing on the perspective of organizational justice, this study highlights the factors that lead to the establishment of perceived fair pay for female-dominated jobs.Design/methodology/approach– Qualitative data were collected from 107 respondents in a Canadian company that implemented a pay equity plan as required by the Quebec Pay Equity Act.Findings– Justice perceptions of employees are based on: uniformity of implementation, bias suppression with respect to the right to fair pay, reliability of information on job content, relevance of job evaluation criteria, qualifications and impartiality of the pay equity committee members and the quality of employees’ representation and process transparency.Research limitations/implications– This study was conducted at a single workplace and among relatively highly educated respondents. Replicating the study may allow to verify the transferability of the results by considering workers’ demographic characteristics and organizational culture.Practical implications– The study highlights the cornerstones that may guide the development of an assessment tool of the effectiveness of pay equity processes. These results will additionally help employers to circumvent difficulties which may otherwise thwart the implementation of pay equity plans.Originality/value– This study highlights how employees construct their perceptions of justice in a specific context. It sheds light on the salient features of the pay equity implementation, the sources of information involved and the justice rules used. This study also highlights the specific forms of the justice rules in this context.

Ethical Leadership Behavior and Employee Justice Perceptions: The Mediating Role of Trust in Organization

Using data collected at two phases, this study examines why and how ethical leadership behavior influences employees’ evaluations of organization-focused justice, i.e., procedural justice and distributive justice. By proposing ethical leaders as moral agents of the organization, we build up the linkage between ethical leadership behavior and the above two types of organization-focused justice. We further suggest trust in organization as a key mediating mechanism in the linkage. Our findings indicate that ethical leadership behavior engenders employees’ trust in their employing organization, which in turn promotes their justice perceptions toward the organization. The theoretical and practical implications of these findings are discussed, and some directions for future research are suggested.

Leadership and Creative Performance Behaviors in R&D Laboratories

The present study examines the direct relationship between leadership and creative performance behaviors as well as the mediating role of justice perceptions for this relationship in a R&D context. Data were collected using a survey questionnaire from 482 scientists working in 11 public-owned Indian R&D laboratories. Structural equation modeling was used to test the hypothesized relationships between the study variables. The study found evidence for both direct and indirect relationships between leadership and creative performance behaviors. Justice perceptions partially mediate the relationship between leadership and creative performance behaviors. The study presents a process model of creativity linking leadership to creative performance behaviors through employee justice perceptions. Implications for theory and practice are discussed.