Importance Of Organizational Justice Research Articles

Organizational justice as a determinant of the resilience of academic staff and a higher education institution

The aim of this research was to determine whether organizational justice determines the level of resilience of academic staff as well as the institution, and whether different aspects of organizational justice are related to the resilience of academic staff and the higher education institution. The study included 206 participants, academics from various universities in Bosnia and Herzegovina. The results imply the existence of a statistically significant correlation between organizational justice and the level of academic staff resilience. However, a hierarchical regression analysis showed that staff resilience is determined by distributive justice (β=0.252, t=3.708, p=000), while procedural justice (0.693) and interactive justice (0.848) are not significant predictors of academic staff resilience. The results also imply that there is a statistically significant relationship between organizational justice (distributive, interactive and procedural justice) and the resilience of the higher education institution (robustness, agility and integrity). In addition, the results of the hierarchical regression suggest that organizational resilience with its all three dimensions is determined by distributive justice as an organizational justice segment, while robustness as an organizational resilience segment is determined by procedural justice, which is not the case when other organizational justice segments are taken into account. The paper provides an overview of the obtained results with an emphasis on the importance of organizational justice and resilience. Keywords: organizational justice, staff resilience, higher education institution resilience, academic staff.

The Importance of Organizational Justice on Job Burnout Among Midwestern U.S. Social Workers

ABSTRACT The current research study examined the effects of organizational justice on burnout among U.S. social workers in the northwestern part of the U.S. state of Ohio. Specifically, the effects of perceptions of distributive and procedural justice on the burnout sub-domains of emotional exhaustion and depersonalization were explored (the third dimension of feeling ineffective at work was not measured). Low levels of distributive and/or procedural justice should lead to psychological strain for social workers, which can result in job burnout. Of the 450 distributed surveys, 255 usable ones were returned. Both distributive and procedural justice adversely affected the two burnout sub-domains of emotional exhaustion and depersonalization. Distributive justice had larger sized effects on emotional exhaustion compared to procedural justice. Distributive justice represents outcomes such as pay, benefit, and promotions, which tend to have a significant impact on social workers, who are often paid less than other professional occupations, resulting in psychological strain and emotional burnout. Both distributive and procedural justice had similar sized effects on depersonalization burnout. The current results underscore the need for organizational interventions by improving perceptions of distributive and procedural justice in order to reduce burnout.

Impact of organizational justice on the continuance commitment of employees of commercial banks in Ho Chi Minh City

Justice in the organization is one of the factors that maintain the effectiveness in managing and comparing employee performance. In addition, understanding organizational justice is also a way to have effective suggestions to help work be done faster, more efficiently and maintain employees' attachment to the organization. Recognizing the above situation, along with the importance of organizational justice, the author has built a model and surveyed employees at commercial banks in Ho Chi Minh City to assess how organizational justice affects the commitment of employees. The components of the research model include: Distributive justice, procedural justice, interpersonal justice, information justice and continuance commitment. The study applies both qualitative and quantitative methods, the data is processed by SPSS software and undergoes descriptive statistical analysis, reliability testing, exploratory factor analysis, correlation analysis and regression analysis to test the level of strong and weak impact between justice factors and continuance commitment. The number of valid questionnaires used in the study was 238. The results of the analysis show that all equity factors have an impact on organizational commitment to maintain. Based on the results of the analysis, the author proposes recommendations to improve the retention commitment of employees, prioritizing the strong and weak impact of the justice components on the continuance commitment to the employees of commercial banks in the Ho Chi Minh City.

학생선수의 조직공정성, 감정고갈, 중도포기의도의 구조적 관계

The purpose of this research is to investigate a structural relation of organizational justice, emotional exhaustion, intention to dropout for student athletes. To achieve this purpose, 348 student athletes studying at Seoul, Gyeonggi Province as of 2022 were selected for analysis. In terms of the sampling method, this study used convenience sampling and it extracted 345 subjects for analysis. Data processing was analyzed and verified with SPSS 23.0 version and Amos 23.0 version for PC Windows. The specific results are following. First, organizational justice of student athletes affects emotional exhaustion negative(-). Second, organizational justice of student athletes affects intention to dropout negative(-). Third, emotional exhaustion of student athletes affects intention to dropout positive(+). In summary, organizational justice of student athletes had an effect on intention to dropout through emotional exhaustion. Therefore, this study provides the fact that organizational justice of student athletes is a major factor in understanding the overall process of intention to dropout. Furthermore, as a way to minimize the intention to dropout of student athletes, it explains that the importance of organizational justice and the alleviation of emotional exhaustion are the main issues.

Domestic and International Experience in Researching Police Officers’ Motivation

The article is focused on the consideration of the motivation of police officers of the National Police of Ukraine as determinants of professional efficiency. The authors have analyzed the domestic and international experience of studying the professional motivation of police officers and the possibilities of its practical use in the system of psychological provision of the employees of the National Police of Ukraine. The levels and components of motivation, directions of its improvement have been studied. The authors have accomplished review of research on the motives for choosing a service in the police as a profession, as well as the factors of further motivation of the employees. The relationship between individual motivation, learning productivity, work and police officers’ satisfaction with the work has been traced. The role of self-motivation and self-organization in increasing the efficiency of professional activity has been determined.
 Motivating factors have been provided – achievement, recognition, responsibility, promotion and growth, etc., means to support motivation, as well as demotivators – stress due to internal factors, poor health and physical well-being, a negative example of employees who lost interest in the service, etc. The importance of organizational justice and personal example of the head, his awareness and attention to the factors of individual motivation and productivity of the employee for the optimization of the police activity has been substantiated.
 The perspective of developing diagnostic tools and development of motivation of police personnel in the field of work with psycho-technologies of diagnostic, therapeutic, normative and influential orientation has been outlined.

The importance of organisational justice on schedule satisfaction: a study of Latin American call centre employees

Using organisational justice theory as a basis for hypotheses formation, we consider the relationship between fairness perceptions in how employee work shifts are assigned and reported employee satisfaction with their work schedule. Secondary survey data (N = 3,871) from employees working in call centres in Costa Rica, Brazil, and Argentina were supplied by the employing organisation. We randomly drew 400 replies from each country for use in hypothesis testing. The results suggest that feelings of justice are positively related to employee feelings of satisfaction with their work schedule. Procedural and distributive justices are the strongest predictors. Length of time with the company was found to moderate the relationship between interactional justice and satisfaction with the schedule, with the effect significantly greater for recently hired employees. We also consider the impact of national culture on the relationship between justice perceptions and reported schedule satisfaction. The findings suggest that the relationship between distributive and procedural justice and satisfaction with schedule is stronger for employees from the high power distance national culture of Brazil. Implications for theory and recommendations for practice are offered.

The importance of organisational justice on schedule satisfaction: a study of Latin American call centre employees

The importance of organisational justice on schedule satisfaction: a study of Latin American call centre employees

Empirical evidence of organizational justice and incivility in the tourism industry: Assessing the moderating role of Islamic work ethics and trust in leader

Organizational justice is found to act as an impetus that eventually triggers certain behaviors. As such, the purpose of this paper is to investigate the relationship among dimensions of distributive, procedural, interpersonal, and informational organizational justice with “instigated workplace incivility” (equity perspective) in the tourism industry. The study also considered the interactive roles of Islamic work ethics (IWE) and trust in the leader (TIL). Data were collected from the employees working in different hotels (n = 363). Three dimensions of organizational justice had a statistically significant impact on IWI, while informational justice had an insignificant effect. Results also revealed that IWE and TIL do affect the hypothesized relationships. The study is a step toward understanding the importance of organizational justice in the tourism industry which can apply across transnational boundaries in the Islamic nations.

The Importance of Organizational Justice, Appraisal Purposes and Employee Satisfaction in Performance Appraisal System in Academic Sector of Pakistan

The purpose of this article is to find out the importance of organizational justice and its types along with employee satisfaction in the performance appraisal system. Data were collected from a sample of 180 respondents who replied their opinions regarding the variables included in the study. This study used SPSS to analyze collected data. The findings of study found a linkage of three kinds of organizational justice with performance appraisal. Also a strong association of employee satisfaction was found with components of organizational justice. The core restriction is that this study provides information limited to only one source, i.e. employees. This paper has practical effects on human resource development as it gives human resource practitioners and also to managers acting as rater of their employees with different ideas and recommendations. Such ideas and recommendations typify how to maximize the perceived justice of the performance appraisal system in higher education sector of Pakistan. This study will also add some extra knowledge to the stake holders in higher education sector to understand and pinpoint the role of performance appraisal in academic sector.

Exchanging one uncertainty for another: Justice variability negates the benefits of justice.

Although the importance of organizational justice is without question, our theoretical and empirical knowledge of the justice phenomenon is focused almost exclusively on mean levels of fair treatment, ignoring whether those mean levels are achieved in a consistent or inconsistent manner. This exclusive focus on average levels of justice is not surprising given the implicit assumption in the justice literature that day-to-day variations in justice are glossed over or reinterpreted by individuals. Building upon recent research demonstrating that variability in justice can be as important as average levels of fair treatment, we leverage tenets of uncertainty management theory to provide a conceptual bridge that integrates justice variability into the group engagement model. Our theoretical model proposes justice variability (arising from fluctuations in one's fair treatment over time) negates the very benefits that average levels of interpersonal justice provide. Results of 2, week-long experience sampling studies (one of 111 employees and one of 352 employees nested in 104 groups), used to construct assessments of day-to-day justice variability, largely supported our predictions regarding interactive effects between average levels of justice and justice variability on judgments of pride in the group and, ultimately, cooperative behavior, providing important takeaways for theory, research, and practice. (PsycINFO Database Record (c) 2019 APA, all rights reserved).

Gendered Reactions to Organizational Justice: A Meta-Analysis

Although the importance of organizational justice as a predictor of work outcomes has been well established, and fairness in the workplace has a particular relevance for women as compared to men, gendered reactions to organizational justice have largely been left unexplored. Given the pervasive public discourse surrounding justice for women in the workplace, we argue that we must understand the specific features of injustice women and men value and react to the most strongly to in order to give direction to the pursuit of fairness across gender at work. We used meta-analytic techniques to explore gendered reactions to injustice. Results indicate that interactional justice perceptions are more strongly related to certain relational outcomes for women as compared to men. The results of this study have implications for both academic and applied contexts by advancing knowledge of how gender impacts reactions to different dimensions of organizational justice.

The Organisational Justice as a Human Resources Management Practice and its Impact on Employee Engagement: The case of the Prefecture of Attica (Greece)

Abstract Organisational justice is a key component in the practice of human resources management in any work environment. The aim of this research survey is to highlight the meaning and importance of organisational justice and its impact on employee engagement. To achieve this aim, except for the literature review, the survey examines the extent to which the distributive, procedural and interactional justice impact on work and organisational engagement, through a research in a certain Greek public organisation. As regards the statistical analysis of the research hypotheses, we used methods of the SPSS 17.00 statistical package. The results showed that the distributive justice significantly impacts on both types of engagement, while no effect was detected between procedural justice and the two types of engagement. The interactional justice was found to determine, partly, only the organisational engagement. The findings overwhelmingly verified the existing bibliographical references, resulting in a noteworthy empirical precedent which could contribute to the field concerning the impact that organisational justice exerts on certain aspects of organisational behaviour.

Leader Member Exchange (LMX) as Relationship Mediation between Organizational Justice Towards Work Motivation and Organizational Commitment

The purpose of this study was to examine the potential links between organizational justice, Work Motivation, Leader Member Exchange, and organizational commitment on Government Employee, Southeast Sulawesi Provincial Offices. It also focuses on the experiences and to analyze the role of LMX practices as a mediator of relationship between Organizational Justice towards Work Motivation and Organizational Commitment. The design of this study was explanatory research. Data were collected using survey questionnaire and in-depth interviews. The units of analysis of this research were the Government Employees of Southeast Sulawesi Provincial Offices. Since the sample units were 41 Offices, three-stage sampling was applied to draw the sample. The number of sample selected was 97 respondents through Slovin Formula. Thus the numbers of sampling this study were 97 employees. Analysis tools for hypothesis testing were Partial Least Square (PLS). The result of this study showed that organizational justice has positive and significant influence on the LMX and organizational commitment. However, there is no significant influence of organizational justice on work motivation. Finally, the results of this study demonstrate that the leader member exchange acts as a mediation relationship between organizational justice on work motivation and organizational commitment. The implication of this research is to increase knowledge and understanding of government management in Southeast Sulawesi province about the importance of organizational justice; work motivation; leader member exchange, and organizational commitment. In addition, the implications of this study provide an understanding of the integration model of the structural relationships and the importance of behavioral aspects in the management of the organization, through the synergistic of autonomy demands are reflected through increased informational justice, fulfilling the need for affiliation, professional respect, and affective commitment in decision making and completion of tasks employees embrace. Originality of research proves that a good organizational justice can increase motivation, leader member exchange and organizational commitment. Then the findings of this study may prove that the leader member exchange acts as relationship mediation between organizational justice on work motivation and organizational commitment.

Organizational justice as buffer against stressful job demands

Purpose– The purpose of this paper is to examine the role of organizational justice in the context of Karasek’s job demand-control model. It is suggested that employees benefit from organizational justice in order to cope with high job demands. Furthermore, it is argued that justice perceptions are a precondition for the buffering role of job control with respect to job demands.Design/methodology/approach– A cross-sectional study on employees (n=197) in nursing houses was used. The hypotheses were tested by hierarchal regression analysis.Findings– Results showed that organizational justice buffered for the positive effect of job demands on turnover intentions and for the negative effect of job demands on job satisfaction. Furthermore, the results showed that justice serves as an important precondition for the moderating role of job control on the effect of job demands on job satisfaction and turnover intentions. Justice appeared to strengthen the role of job control as a buffer for high job demands.Originality/value– The importance of organizational justice with respect to job design and personnel practices has been demonstrated. New is the finding that justice can strengthen the role of job control as a buffer for high job demands.

Organizational Justice and Social Workers' Intentions to Leave Agency Positions

The authors investigated the impact of organizational justice on social workers' intention to leave Korean social service agencies. Specifically, this study concentrated on the moderating effect of organizational justice on the relationship between burnout and intention to leave. The authors surveyed 218 front-line social workers from 51 social welfare service centers in Korea. Data were collected from a sample of social workers indentified through a multistage cluster sampling process. The authors used a linear mixed model to analyze the multilevel data structure. This study had three major findings. First, higher levels of burnout of individual social workers corresponded to increased intention to leave. Second, higher levels of organizational justice of social welfare service centers corresponded to decreased intention to leave. Finally, and most important, the organizational justice of social welfare service centers moderated the impact of burnout on individual social workers' intention to leave. On the basis of these results, the authors discuss the importance of organizational justice to social service agencies. KEY WORDS: burnout; intention to leave; moderating effect; organizational justice ********** Within a human service agency, the primary workforce is social workers (Sung, 1993). Frequent turnover among social workers causes practical problems for social work agencies in terms of service discontinuance and loss of skilled practitioners (Carmeli & Weisberg, 2006; Loewenberg, 1979). Given the high costs of social worker turnover, finding effective strategies to reduce turnover rates has been a great concern and challenge in social work settings (Abu-Bader, 2000; Curry, McCarragher, & Dellmann-Jenkins, 2005; Vandervort, Pott Gozalez, & Coulborn Failer, 2008). Previous literature has consistently demonstrated that intention to leave is one of the strongest predictors and an immediate precursor of social worker turnover (Harrington, Bean, Pintello, & Mathew, 2001; Vandervort et al., 2008). A number of social work administrators and professionals have attempted to determine the factors that affect social workers' intention to leave social service agencies (Chiu & Lai, 1997; Ulrish et al., 2007). Several studies have revealed associations between the psychological and demographic characteristics of individual social workers and their intention to leave (Drake & Yamada, 1996; Harrington et al., 2001). Generally, the results of these studies have determined that burnout of social workers significantly increased their intention to leave (Drake & Yamada, 1996; Harrington et al., 2001). These studies, however, have focused primarily on individual factors of social workers as the predictors of intention to leave, ignoring the influence of the social-environmental context of social work agencies. Currently, organizational theory emphasizes the leverage effect of organizational factors on intention to leave among organizational members (Acker, 2004; DePanfilis & Zlotnik, 2008). As George and Jones (1996) pointed out, the impact of individual factors on turnover may be moderated by other organizational factors, such as a supportive organizational climate. Current organizational research has shown increasing interest in organizational justice as a potential factor that creates benefits for both organizations and their individual members (Judge & Colquitt, 2004; Lain, Schaubroeck, & Aryee, 2002). Other fields--including education, public administration, and business--have investigated the dynamic between organizational justice and the intention to leave or turnover rates among organizational members. Prior studies conducted in these fields have indicated that enhancing organizational justice is an efficient strategy to decrease intention to leave or reduce turnover rates and, therefore, increase service quality and clients' satisfaction (DeConinck & Bachmann, 2005; Foley, Ngo, & Wong, 2005; Kickul, Lester, & Finkl, 2002; Parker & Kohlmeyer, 2005). …

The missed promotion: an exercise demonstrating the importance of organizational justice

The missed promotion: an exercise demonstrating the importance of organizational justice

The Importance of Organizational Justice in Ensuring Research Integrity

The professional behavior of scientists, for good or ill, is likely associated with their perceptions of whether they are treated fairly in their work environments, including their academic department and university and by relevant regulatory bodies. These relationships may also be influenced by their own personal characteristics, such as being overcommitted to their work, and by the interactions between these factors. Theory also suggests that such associations may be mediated by negative or positive affect. We examined these issues using data from a national, mail-based survey administered in 2006 and 2007 to 5,000 randomly selected faculty from biomedical and social science departments at 50 top-tier research universities in the United States. We found that perceptions of justice in one's workplace (organizational justice) are positively associated with self-report of "ideal" behaviors and negatively associated with self-report of misbehavior and misconduct. By contrast, researchers who perceive that they are being unfairly treated are less likely to report engaging in "ideal" behaviors and more likely to report misbehavior and misconduct. Overcommitment to one's work is also associated with negative affect and interacts with perceptions of unfair treatment in ways that are associated with higher self-report of misbehavior. Thus, perceptions of fair treatment in the work environment appear to play important roles in fostering-or undermining-research integrity.

Organisational justice and employee perceptions on hospital management

The purpose to clarify what kind of managerial challenges employees experience regarding organisational justice in hospitals. This exploratory study of 8,971 employees working in 14 hospitals and examines the concept of organisational justice in management with qualitative and quantitative methods. An inductive content analysis of the comments revealed five integrative frames describing challenges in hospital management at respondents' workplaces. These frames should be regarded as major managerial challenges in hospitals. These findings illustrate important antecedents of organisational justice and suggest that work units tend to share the same perceptions of justice. They also reveal that individually produced comments reflect collective experiences in organisational justice. Further, the results indicate that problems in management and policies are often experienced in a complex way, and people making justice judgements do not separate procedural and interactional factors. Although the commentators producing qualitative data represented many organisational hierarchy levels, the results should not be generalised to apply to horizontal, informal social relationships. This paper gives useful information regarding challenges in human resources management in hospitals. The paper suggests that people making fairness judgements do not make a distinction between procedural and interpersonal factors. Instead, they use any information available to judge the righteousness of the management events. This paper serves to guide hospital managers towards a better understanding of the importance of organisational justice and its collective nature.

The Importance of Organizational Justice in Personnel Selection: Defining When Selection Fairness Really Matters

The purpose of this paper is to examine the usefulness of the organizational justice approach to applicant reactions. We begin with an overview of the research relating the fairness of selection procedures (“selection fairness”) to individual and organizational outcomes. Next we propose boundary conditions defining when fairness should matter, the appropriate outcomes to examine in applicant reactions research, and methodological issues limiting the contribution of much of the current literature. We then consider a range of questions that remain to be addressed and new issues such as high‐tech testing. Finally, we propose a series of applied questions and recommendations based on both theory and empirical research.

The Importance of Organizational Justice in Promotion Decisions

A study of 139 managers and executives in the Italian subsidiary of a large multinational organization in the chemical industry is used to examine whether perceived organizational justice can offset the negative career effects of limited promotions, such that the organization can retain effective managers who did not reach the highest levels in the hierarchy and keep them committed and satisfied. We tested hypotheses based on a main-effect and an integrative model of the effects of organizational justice on organizational commitment, intent to stay, and career satisfaction. Results showed that if organizations want to keep effective managers motivated, committed and willing to stay they need to pay attention to different components of perceived organizational justice and in particular to perceived career procedural justice.