Forms Of Organizational Justice Research Articles

Exploring the Effects of Organizational Structure Variables on the Organizational Justice Perceptions of Correctional Staff

Research examining the effect of organizational justice on the correctional environment is typically limited to its consequences on various outcomes. Absent from this body of literature is how perceptions of organizational justice are formed among correctional staff. Filling this void and using data from a Midwestern correctional facility, the current study examines the impact of instrumental communication, integration, formalization, and input into decision-making on the distributive and procedural justice perceptions of correctional staff. With the exception of integration, all organizational structure variables were significantly related to both forms of organizational justice. These findings offer correctional administrators a low cost and practical solution for enhancing organizational justice through organizational structure.

Interactional Justice and Cognitive Rumination Explain Effects of Empowering Leadership on Home Life

The present study examines a serial mediation model based on resources theories, in which empowering leadership predicts the nature of work-home interfaces via organizational justice and work rumination. The study’s examination of work rumination extends prior research on work-home interfaces and allows for testing the potential effects of organizational resources (i.e., empowering leadership and organizational justice) on non-work life. Two waves of data with a one-month interval were obtained from 195 full-time Korean employees. Structural equation modeling assessed mediation first by two forms of organizational justice (interpersonal and informational) and then by two forms of work rumination (positive and negative). The results generally supported the mediation model, showing that empowering leaders helped subordinates’ work-home enrichment, because they enhanced feelings of both interpersonal and informational justice, resulting in positive work rumination about their work experiences. Empowering leaders also helped reduce subordinates’ work-home conflict through enhancing feelings of informational justice, which made employees ruminate less about negative aspects of work during off-job time. Testing alternative models that added more direct paths did not improve model fit. Overall, the study contributed to understanding the underlying mechanisms explaining the effect of empowering leadership on work-home spillover.

The Association of Organizational Justice with Job Satisfaction and Organizational Commitment among Nigerian Correctional Staff.

Correctional staff are a necessary and valuable resource for correctional institutions, in both Western and Nonwestern nations; however, studies of correctional staff in Nonwestern nations, particularly those in Africa, are lacking. Improving the job satisfaction and organizational commitment of these staff are imperative, as both of these job attitudes have been linked to many salient beneficial outcomes. Most of the existing empirical research on correctional staff organizational justice explores only the effects of procedural and distributive justice and ignores interpersonal justice. Additionally, there has been little research on how procedural, distributive, and interpersonal justice affect correctional staff in Nonwestern correctional organizations. The current study explored the effects of all three forms of organizational justice on the job satisfaction and organizational commitment of staff at a medium security prison in southeast Nigeria. Based on Ordinary Least Squares (OLS) regression, all three forms of justice had significant positive effects on commitment. Procedural and interpersonal justice had positive effects on job satisfaction, while distributive justice had nonsignificant effects. Correctional administrators need to be aware the importance of procedural, distributive, and interpersonal justice and attempt to improve perceptions of these organizational justice variables.

Investigating the Relative Impacts of Distributive, Procedural and Interactional justice on Affective Organizational Commitment in the Egyptian Hotel Industry

Drawing on the social exchange theory, this paper investigated the relationships between employees' affective organizational commitment (AOC) and their perceptions of the three forms of organizational justice (distributive justice [DJ], procedural justice [PJ] and interactional justice [IJ]) in the hospitality context. Moreover, the current paper tested the relative impacts of these three forms on AOC. With a sample of 322 Luxor hotels' employees using confirmatory factor analysis and hierarchical regression analyses, the results revealed that the three forms of organizational justice have significantly positive effects on AOC. The results also found that the impact's powers of the three forms on AOC are significantly different indicating that PJ has the strongest effect on AOC while IJ has the lowest impact. These findings led to several theoretical and managerial implications and future research.

The influence of organizational justice on corporate performances

Professional and committed employees have always been a desirable resource in the portfolio of human resources of each company because their expertise and engagement can significantly affect the overall performance of businesses. The readiness to put the potential that have in the function of the company is, however, under the influence of a variety of factors, starting from the design of the job, through the reward system, to the possibility of promotion. As one of the most important factors, which is not sufficiently addressed in domestic literature, is the perception of organizational fairness, as well. This category refers on the degree to which employees believe that the decisions made in the company are fair, the procedures that are applied are fair, and the treatment of the employees to whom the decisions are made for are fair. Numerous empirical researches have shown that when a higher level of organizational justice is perceived in the company, it has a positive impact on the manifestation of organizational citizenship behaviour, job satisfaction, commitment, etc. Since all these forms of employees' behaviour and attitudes are positively correlated with individual, and thus overall, organizational, performances, organizational justice could be seen as one of the factors that can influence the performance that the company as a whole. Bearing in mind the above, the subject of the paper is to examine whether organizational justice has a statistically significant impact on the performance of companies in Serbia, and to what extent some forms of organizational justice (distribution, procedural and interactive) affect them. The aim of the paper is to propose mechanisms and measures based on the results of the research to managers, whose implementation can contribute to the increase of organizational justice in those segments that are poorly assessed. The starting assumption of the paper is that organizational justice has a statistically significant impact on company performance. In order to verify the validity of this assumption, the methods of correlation and regression analysis will be used. The analysis will be based on the data obtained from the primary research carried out in the companies mostly in the South East of Serbia. The theoretical implications of the paper are reflected in filling in the gaps in domestic literature regarding organizational justice and its possible implications, while empirical implications are reflected in the ability to increase the level of justices in the companies in Serbia by applying the proposed mechanisms and measures and thus positively influence attitudes, behaviour and performances of employees.

An Exploratory Study of Organizational Justice and Work Attitudes Among Chinese Prison Staff

While both forms of organizational justice are important, the empirical literature indicates that procedural justice generally has wider and greater effects on job attitudes compared with distributive justice. Regression analysis of self-reported survey data from 322 staff at two Chinese prisons in Guangzhou suggests that, while both forms of organizational justice were important for Chinese correctional staff’s organizational commitment, distributive (but not procedural) justice had significant positive associations with both job involvement and job satisfaction. This emphasis on distributive justice differs from what has been empirically found for U.S. correctional staff.

Examining employee computer abuse intentions: insights from justice, deterrence and neutralization perspectives

AbstractAlthough employee computer abuse is a costly and significant problem for firms, the existing academic literature regarding this issue is limited. To address this gap, we apply a multi‐theoretical model to explain employees' intentions to abuse computers. To understand the motives for such behaviour, we investigate the role of two forms of organizational justice – distributive and procedural – both of which provide explanations of how perceptions of unfairness are created in the organizational context. By applying deterrence theory, we also examine the extent to which formal sanctions influence and moderate the intentions to abuse computers. Finally, we examine how the potential motives for abuse may be moderated by techniques of neutralization, which allow offenders to justify their actions and absolve themselves of any associated feelings of guilt and shame. Utilizing the scenario‐based factorial survey method for our experimental design, we empirically evaluated the association between these antecedents and the behavioural intention to violate Information systems (IS) security policies in an environment where the measurement of actual behaviour would be impossible. Our findings suggest that individual employees may form intentions to commit computer abuse if they perceive the presence of procedural injustice and that techniques of neutralization and certainty of sanctions moderate this influence. The implications of these findings for research and practice are presented. © 2016 John Wiley & Sons Ltd

The effect of organizational justice on knowledge sharing: Empirical evidence from the Chinese telecommunications sector

This study assessed the impact of organizational justice on knowledge sharing among employees of Chinese telecommunications firms. The study focused on five forms of organizational justice (distributive, procedural, interactional, temporal, and spatial) and two forms of knowledge sharing (donating and collecting). A self-administered questionnaire yielded data for 245 employees. The data were analyzed using a two-step process in Amos 21. First, the measurement model was determined through CFA. Second, SEM was applied to test the hypotheses. The results suggest that if employees have positive perceptions of distributive, procedural, interactional, and temporal justice, they are intrinsically encouraged to share their knowledge with colleagues. Spatial justice, however, was found to affect knowledge sharing negatively and significantly. In an organizational work context, each form of organizational justice has a unique contribution toward knowledge sharing. Therefore, all forms of organizational justice should be considered.

Organizational justice and employee mental health’s moderating roles in organizational identification

Purpose– The purpose of this paper is to test the impact of organizational justice on employees’ mental health. This paper is also an attempt to understand the moderating role of organizational identification on organizational justice and employee mental health.Design/methodology/approach– Standard questionnaires were used to collect data. A survey study was conducted in two multinational companies located in northern and southern part of India. The sample size of the study was 321.Findings– The result of hierarchical regression highlights that distributive and interactional justice were significantly correlated with employee mental health with positive interaction effect in the case of strong identification. Moderating effect of organizational identification on mental health and organizational justice was also found significant.Research limitations/implications– The theoretical development from this paper will contribute to organizational justice research presenting its impact on employee mental health. The moderating effect of organizational identification will bring a new dimension to understand the relationship of organizational justice and mental health.Practical implications– This study will provide insight to practicing manager to reinforce organizational justice practices at workplace. This will also help manager and leader to understand the identification level of employee with organization, and its impact on mental health.Originality/value– This paper explores all the three forms of organizational justice as antecedents. It also studied employee mental health as consequence and the role of organizational identification as moderator on justice and mental health.

Exploring the relationship between organizational citizenship behavior and organizational justice in the Islamic Saudi Arabian context

Purpose– Cross-cultural studies suggest that while organizational citizenship behavior (OCB) and organizational justice have received considerable attention in Anglo-Saxon contexts, the same cannot be claimed in non-Western, Arab Middle Eastern contexts. The purpose of this paper is to attend to this knowledge gap by exploring OCB in the context of the Kingdom of Saudi Arabia and its relationship with organizational justice.Design/methodology/approach– In cognizance of the extant literature, the study explores the perceptions of Saudi Arabian managers of the five conceptually different dimensions of citizenship behaviour – conscientiousness, sportsmanship, civic virtue, courtesy, and altruism. It also explores their perceptions of distributive justice, procedural justice, and interactional justice. In addition, the current study investigates the relationship between organizational justice and OCB. Using the survey questionnaire method, data was collected from more than 250 Saudi managers at different levels of the managerial hierarchy and working in a wide range of organizations and industries.Findings– The results indicate that Saudi Arabian managers reported exhibiting OCB at work. They also suggest the salience of various forms of organizational justice in Saudi Arabian organizations as motivated by Arab cultural values and Islamic teachings. In regards to the relationship between the two constructs, our results indicate that interactional justice is most frequently associated with various dimensions of OCB for various reasons, including the emphasis that Islam and Islamic teachings give to demonstrating respect and courtesy in dealings with others.Originality/value– The literature on OCB and organizational justice is thin in the Arab world. With that in mind, the current study is the first to explore OCB in Saudi Arabia. It is also the first to investigate the relationship between citizenship behavior and justice in Saudi organizations. The findings of this study highlight the need for academics and human resource experts to account for the role of socio-cultural factors and Islam when examining these constructs in the Arab world. The implications of the findings for academics and practitioners are discussed.

Organizational justice, sickness absence and employee age

Purpose – The aim of this paper is to study age-related differences in how perceptions of two forms of organizational justice, i.e. procedural and interactional justice, are related to short (i.e. non-certified) spells and long (i.e. medically certified) spells of sickness absence. Design/methodology/approach – The authors conducted a study on a large sample of Finnish public sector employees (n=37,324), in which they matched employees' 2004 survey data with their records-based sick absences in 2005 and 2006. Findings – The results suggest that age moderates the association between perceptions of procedural justice and long sickness absences after controlling for gender, tenure, occupational group, work unit, job demands and health behaviors. When older employees experienced a high level of procedural justice, they were 12 percent less likely to miss work due to medically certified illnesses. Overall, older employees were less likely to take short, non-certified sickness absences from work. Finally, the r...

Relationship between Organizational Justice Perception and Engagement in Deviant Workplace Behavior

Deviant workplace behavior is not something unusual and is prevalent in organizational dynamics. It is found in all types of organizations and in all levels of positions. This deviance is costly not only in financial, but also in social and psychological terms. This research aims to reveal whether there is any association between organizational justice perception and engagement in deviant workplace behavior since so many scholars argue that organizational injustice can serve as one of the causes to workplace deviance. Three forms of organizational justice are used in this research; they are: distributive, procedural, and interactional justice. Additionally, two dimensions are used to classify deviant workplace behavior, which are severity and target. Putting these two dimensions into low-high continuum, it helps to develop a typology of deviant workplace behavior into four classifications: production, political, property, and personal aggression. Result findings show us that organizational justice perception play important role in the occurrence of deviant workplace behavior. However, it is not the sole predictor since only one deviant workplace behavior (out of twelve) which correlates significantly with one form of organizational justice.

The impact of distributive and procedural justice on correctional staff job stress, job satisfaction, and organizational commitment

Correctional staff are the heart and soul of any correctional facility. While there was a significant body of research on the impact of the work environment on correctional staff, this study sought to expand that knowledge by examining the effects of distributive and procedural justice on correctional staff job stress, job satisfaction, and organizational commitment. Multivariate models were estimated. Both forms of organizational justice had negative effects on job stress and organizational commitment; however, only procedural justice, but not distributive justice, had a significant impact on job satisfaction.

Justice, Cynicism, and Commitment

Recent theoretical and empirical studies have begun to address the commonality between organizational justice and organizational change efforts. In the present study, the authors build on these efforts by investigating the interactive effects of three forms of organizational justice on affective change commitment following the spin-off of a durable goods manufacturer from its parent corporation. Results indicated interactional justice interacted with both procedural and distributive justice. The authors also found procedural and interactional justice predicted organizational cynicism, and each form of justice interacted with cynicism to predict change commitment. Implications for organizations going through a change are discussed.

The Enemy Within: Examining Salesperson Deviance and its Determinants

Until now, sales researchers have not done any empirical work in the area of deviant workplace behavior. This is surprising, given that recent survey data suggest deviant salesperson behavior is running rampant out in the field: 60 percent of sales managers have caught their reps cheating on expense reports, 47 percent suspect their reps have lied on sales calls, and 36 percent believe salesperson behavior has gotten worse in recent years. In an effort to understand workplace deviance in a professional selling context, this paper empirically examines the effect of various organizational/management factors on three types of deviance—organizational, interpersonal, and frontline. Using survey data collected from 160 business-to-business salespeople from multiple companies and multiple industries, we demonstrate that bureaucracy, future orientation, two forms of organizational justice, management role modeling, and intrafirm competition impact the various forms of salesperson deviance as well as citizenship and salesperson service behavior. The research concludes with a consideration of managerial implications and areas for future research.

Gender Equity in the Context of Organizational Justice: A Closer Look At a Reoccurring Issue in the Field

Despite the number of women in the field of leisure services, gender equity is an issue that is still plaguing the profession. The purpose of this study was to continue a previous exploration of perceptions of workplace equity in leisure services within the context of organizational justice. Three forms of organizational justice were explored: distributive, procedural, and interactional. Subjects for this study were drawn from the American Parks and Recreation Society membership list using a systematic stratified random sampling procedure. Content analysis was used to place responses to an open-ended question regarding perceptions of gender equity within leisure services into the three categories of organizational justice. The findings of the study indicated that there was dissatisfaction among respondents with each type of organizational justice, and that women reported more inequity than did men. Although several positive comments were made regarding the progress of women in the field, negative comments dominated the analysis.