Justice Climate Research Articles

THE DECISIVE ROLE OF MEANINGFUL WORK AND FAIR WORKPLACE IN LIFE SATISFACTION

Objectives: The main purpose of this study is to investigate the link between meaningful work perception and life satisfaction through the justice climate in the organization. Within this scope, the study also aims to find out the connection among meaningful work perception and organizational variables, which are highly emphasized in the literature, and thus to reveal the importance of meaningful work perception for both the literature and practitioners.
 
 Methods: This study is designed as quantitative research and the quota sampling method (limits are: work experience- sector- employee number of organization) is preferred to obtain the data. Sİnce the meaningfulness of the work is not related to a specific occupational group according to previous researches, the sample of the study includes white-collar employees from various departments such as marketing, finance, HR, and R&D. Within the survey method conducted data gathered different work areas from large companies in Istanbul, 193 valid questionnaires are obtained for analysis. A socio-demographic form and three well-known scales are used to evaluate the participants' perceptions.
 
 Results: Analyses of the study are conducted through SPSS and Smart-PLS programs. First of all construct validity is measured with both Exploratory and Confirmatory Factor Analysis. Then Cronbach alpha, rho_A, CR, and AVE values are computed and variables are found to be valid and reliable. Hypotheses are tested with Structural Equation Modeling and Bootstrapping analysis is performed. Significant connections among the variables are found. According to findings, meaningful work is not directly effective on life satisfaction. And interactional justice is a full mediator in the positive meaning and life satisfaction relationship. Secondly, life satisfaction is directly affected by distributive justice and interactional justice dimensions of organizational justice climate. And also the other dimensions of meaningful work have no significant effect on justice climate perception.
 
 Originality: As stated in previous studies, the climate of justice in an organization is an important indicator of both the workplace experience of the employees and their life satisfaction. Although the concept of meaningful work is relatively new and few studied in organizational behavior literature, it had been stated by leading motivation theories attributing meaning to work is an important instrument for meaningful and satisfying life perception. Meaningful work is mostly thought to have contributions to oneself and the community, however, studies show that this is due to the employee's perception of his work. This theoretical background indicates that meaningful work perception could be related to organizations’ justice perception and also can be beneficial to both individual and organizational desired outcomes. So emphasizing the importance of the phenomenon is the main motivation of the study, so that this study's findings can be an important contribution to both organizational behavior literature and practitioners especially in human resources activities in companies.

Cultural Capital and Volunteering: A Multilevel Study From China

In this article, we extend Wilson and Musick’s concept of cultural capital, which was defined as the culture of benevolence, to a multilevel concept and build a multilevel cultural capital theory about individual (nonmandatory) volunteering based on religious beliefs, political values, belief in social justice, and belief in social trust in the context of volunteering in China. Data from the 2012 Chinese General Social Survey, China’s national and comprehensive large-scale social survey project, are used to empirically investigate the influences of individual-level cultural capital (values of benevolence) and contextual-level cultural capital (cultural climate of benevolence) on individual volunteering. In terms of individual-level cultural capital, membership in the Chinese Communist Party (China’s ruling party), belief in social justice, and belief in social trust have significant positive relationships with individual volunteering. In terms of contextual-level cultural capital, the religious climate and justice climate in a province have significant positive effects on individual volunteering.

What Explains Change-Supporting Behavior within Local Agenda 21 Civil Society Groups to Promote Sustainable Development?

Civil society groups and their members are important agents within the multi-stakeholder change process towards more ecological, social, global, and economic sustainability. To better understand civil society group members’ drivers within this complex societal change process, the present study examines the impact of perceived participation, leader–member exchange (LMX), procedural justice, and procedural justice climate on change-supporting behavior. Referring to social exchange theory, data from 125 members of 34 civil society groups that engage in the Agenda 21 process in Germany were gathered by paper/pencil and online questionnaires. Multi-level analyses were conducted to examine interactions between group-level and individual-level phenomena. We found that participation and LMX positively affected group members’ procedural justice perceptions and that procedural justice positively affected group members’ change-supporting behavior. Procedural justice further mediated the relationship between participation, LMX, and change-supporting behavior. The study’s results suggest that fair social exchange processes with civil society group members should be more encouraged by other societal stakeholders (i.e., government, civil society group leaders) wishing to maximize civil society group members’ change-supporting behavior. This study demonstrates ways to promote change initiatives in civil society. Fair social exchange processes help to overcome participation hurdles in the complex field of sustainable local development.

The roles of justice climates on high-investment human resource system and unit/individual performance relationships

While there is evidence that high-investment human resource system (HIHRS) use is related to positive behavioral outcomes, our understanding of the underlying mechanism is wanting. Answering the calls for more cross-level human resource management (HRM) studies, we integrate and build on contemporary organizational justice climate research and the extant cross-level HRM research to investigate unit justice climates as novel mechanisms through which unit HIHRS use may advance the performance of units and their members. Adopting a multi-level and multi-source approach, we develop and test a moderated mediation model to explain how unit-level HIHRS use relates to unit and individual task performance. Analysis of multi-source data from 701 managers, 120 food and beverage units and 40 hotel properties of a multinational hotel chain illuminated the mediating influence of unit overall justice climates on the relationships between unit HIHRS use and unit and individual task performance. Moreover, unit procedural and distributive justice climates were found to have positive interactive effects on that performance. The current study’s findings, practical implications, limitations, and avenues for future research are discussed.

The synergistic effects of LMX and procedural justice climate on employee motivation and customer loyalty in a retail service context

PurposeThe aim of this paper is to test how leader–member exchange (LMX) interacts with procedural justice climate to influence three types of employee motivation (i.e. achievement striving motivation, status striving motivation and communion striving motivation). Furthermore, this study empirically examines the indirect effects of LMX on customer loyalty through employee motivation and service orientation.Design/methodology/approachThis study used a matched sample of 188 retail service employees and 376 customers from a large shopping mall in South Korea to test the empirical model. Structural equation modeling (SEM) and bootstrapping method were employed to test a series of proposed hypotheses.FindingsThe results show that LMX significantly enhances customer loyalty through two motivational dimensions and service orientation. In particular, this study shows that achievement and status striving motivation are directly related to service orientation, but communion striving motivation does not affect customer-focused service attitude. In addition, procedural justice climate serves as a critical moderator and synergistically interacts with LMX to influence achievement and status striving motivation.Research limitations/implicationsThis study offers new insight regarding how managers' roles in both individual (leader–member exchange) and organizational (procedural justice climate) level affect different forms of retail service employee motivation and service orientation, which in turn, result in customer loyalty.Practical implicationsThe results suggest that when retail service employees perceive procedural fairness at retail stores, they are more motivated to work hard to complete their assignments and achieve their sales goals in conjunction with leader support. Therefore, managers must provide a clear guideline and procedure regarding salary raises and performance evaluations or engage in thorough discourse on such matters with employees prior to announcements of such decisions. Moreover, as retail service employees interact with customers in the frontline, and how they serve customers plays a key role in creating customer loyalty. Managers should encourage retail service employees to engage in service-oriented behaviors.Originality/valueThe results suggest that LMX facilitates more formal task-related motivation to achieve either tasks or status while it is less related to relationship-building motivation, which is a unique contribution of this study. The results offer better understating of how LMX differentially leads to specific types of employee motivation in the existing literature.

How does Leader Anger Expression towards Unethical Behavior Impact Team OCB?

Based on fairness heuristic theory, this study examines how and when leader anger expression towards unethical behavior influences team OCB. Team-level data are collected at three time points from 453 employees in 93 work teams. Results show that distributive justice climate mediates the positive relationship between leader anger expression towards unethical behavior and team OCB. Moreover, leader moral decoupling weakens the positive impact of leader anger expression towards unethical behavior on team OCB via distributive justice climate. The findings suggest the importance of adopting a fairness perspective to understand the collective level consequences of leader anger expression.

The Interactive Effect of Organizational Identification and Organizational Climate on Employees’ Taking Charge Behavior: A Complexity Perspective

In the view of complexity theory, the emergency behavior of individual is nonlinear and influenced not only by individual variables but also by many other environmental variables. Based on complexity perspective, this article explored why employees’ taking charge behavior occurs in organizations from a multilevel approach. Specifically, this study has explored the cross-level interactive effect of organization-level factor (organizational justice climate and psychological safety climate) and individual-level factor (organizational identification) on employees’ taking charge behavior. Using a total of 806 valid matching questionnaires from 91 firms in China, this study found that first, organizational identification is positively related with employees’ taking charge behavior. Second, distributive justice climate positively moderates the influence of organizational identification on employees’ taking charge behavior. Third, psychological safety climate negatively moderates the influence of organizational identification on employees’ taking charge behavior. According to our results, organizational policies and practices should be made to foster employees’ identification with the organization, to construct a fair environment within the organization, and to convince employees that taking charge behavior will not entail political risks, especially for those employees with low organizational identification.

Task interdependence and Moqi in virtual teams in China: the mediating role of virtual collaboration and the moderating role of distributive justice climate

PurposeThis study aims to examine the influence of task interdependence on team members’ Moqi in virtual teams in China. The authors also aim to identify virtual collaboration as a mediator and distributive justice climate as a moderator in this relationship.Design/methodology/approachThe data were collected from a sample of 87 virtual teams (including 349 individuals) from various Chinese companies through a three-wave survey. Hierarchical regression analysis, path analysis, bootstrapping method and multiple validity tests were used to examine the research model.FindingsIn virtual teams in China, task interdependence has a significantly positive influence on team members’ Moqi; Virtual collaboration mediates the relationship between task interdependence and team members’ Moqi; The distributive justice climate positively moderates the relationship between task interdependence and virtual collaboration, as well as the indirect effect of virtual collaboration on the relationship between task interdependence and team members’ Moqi.Practical implicationsIn virtual teams, leaders can facilitate team members’ Moqi by designing highly interdependent tasks, encouraging team members to engage in virtual collaboration and cultivating a climate of high attention distributive justice.Originality/valueThis is one of the first studies to pay to the Moqi among team members rather than supervisor-subordinate relationships and further examine how team members’ Moqi is predicted by task interdependence via the mediation of virtual collaboration with the distributive justice climate playing a moderating role.

The nexus among perceived organizational support, organizational justice and cynicism

PurposeA traditional view of an ideal workplace is an organization with a justice climate and a supportive atmosphere. Over the past years, justice and support practices in the workplace have received significant scholarly, practical and even political attention. Unfortunately, theoretical underpinnings and literature associated with these themes vary across multiple disciplines, cultural and contextual settings. To fill the void from the Turkish contextual perspective, the present study aims to examine the association among perceived organizational support (POS), organizational justice and cynicism.Design/methodology/approachThe sample was chosen from the public employees in the central organization of two ministries in Ankara Province. Data through questionnaires were collected by the conveniency method from a total of 326 public employees. The proposed model is analyzed withvariance-based structural equation modeling technique.FindingsResults suggest that POS and organizational justice exert a negative impact on cynicism. In particular, as employees-POS and organizational justice increases, the tendency for organizational cynicism decreases.Originality/valueIn today’s dynamic environment, controlling and reducing the cynicism, which emerges as an important threat to the success of organizations, of employees has become essential in obtaining a sustainable competitive advantage. The originality of this research stems from its ability to put forward how to manage and control cynicism, with the help of organizational support and organizational justice and hence have a power that increases personal and organizational efficiency and performance from the Turkish contextual perspective. There is limited research examining the relationship among organizational POS, organizational justice and cynicism in the Turkish context.

Organizational climate and employee engagement: A commercial bank perspective in Southeast Nigeria

Abstract Purpose: This study aimed to ascertain the role organizational climate could play in galvanizing the employees of commercial banks in southeast Nigeria for better performance through exhibiting greater engagement to their jobs and organizations. Research methodology: Survey Research Design was employed for the study. The study population consisted of 988 employees of 50 randomly selected commercial banks in the region studied. Data were elicited through a structured questionnaire while the analysis was carried out using Simple Regression Analysis and hypothesis tested at a 5% level of significance. Results: The findings showed that there is a statistically significant relationship between Distributive Justice Climate and Job Satisfaction in Microfinance Banks in South-East Nigeria (r = .962; R-Square = .926; F = 5865.689; p-value<.05) and that there is a statistically significant relationship existing between Open Communication Climate and Positive Meaning in Microfinance Banks in South-East Nigeria (r = .982; R-Square = .965; F = 13000.304; p-value<.05). Limitations: Because of the concentration of commercial banks in Anambra state, most of the banks selected for the study through a random method were from Anambra State. This could affect the generalizability of the findings. Contribution: This study contributed to the already existing body of knowledge on Organizational Climate and Employee Engagement. The study also revealed empirical results of the relationship between the variables of the study, specifically in commercial banks in South-East Nigeria.

THE MEDIATING ROLE OF ETHICAL CLIMATE BETWEEN ORGANIZATIONAL JUSTICE AND STRESS: A CB-SEM ANALYSIS

The aim of the current study was to investigate the mediating effect of an ethical climate on the relationship between organizational justice and workplace stress. The quantitative survey research design was used and cross-sectional data was collected. Structured questionnaires were distributed. The population of the study was nurses from the healthcare professionals working in the healthcare organizations in Qassim region. There are total of 5542 nurses working in different public and private healthcare organizations. Convenience sampling technique was used for selecting sample size. Total 510 completed questionnaires were collected back and used in the study for data analysis. For data analysis, AMOS-SEM was used. Measurement and structural models were developed and tested in the current study. Reliabilities and validities were investigated through the measurement model, while for hypotheses testing structural model was developed. Findings of the study indicated that the scale used in the study was found reliable and valid. Factor loadings, average variance extracted, and construct reliability met the threshold level/standard criteria. The structural model also revealed that ethical climate mediated the relationship between organizational justice and stress. This is the original work and contribution to the body of knowledge by extending the literature on justice, stress, and ethical climate. The presence of justice and ethical climate made it possible for employees to better manage their stress.

Do Temporary Workers Always Lower Workgroup Effectiveness? The Moderating Effect of Job Similarity in Blended Workgroups

Workgroups containing both permanent and temporary workers are often referred to as being ‘blended’. There exists a general view in the literature that workgroups blended in this way function less well with greater rather than fewer temporary workers. However, this notion has received little direct testing. Drawing on social identity theory and the input‐process‐output model of group effectiveness, this study examines the performance of 131 workgroups containing varying proportions of temporary agency workers, along with the proposed group processes: distributive justice climates reported by permanent and temporary workers and altruistic behaviors from permanent to temporary workers and vice versa. We find that blended workgroups with a greater proportion of temporary workers do not exhibit poorer justice climates, altruism, or performance; the hypothesized negative effects only emerge when jobs performed by temporary and permanent workers within the workgroup are highly similar. Counter to expectations, a positive indirect effect between proportion of temporary workers to workgroup performance via altruism from permanent to temporary workers was found when job similarity is low. Theoretical and practical implications are considered, focusing on the importance of managing social identity threat in blended workgroups.

(Un)Just Resilience? Bridging the Gap between Environmental Justice and Urban Climate Resilience in Amsterdam

(Un)Just Resilience? Bridging the Gap between Environmental Justice and Urban Climate Resilience in Amsterdam

Long-Term Care Nurses’ Intent to Stay, Job Characteristics, and Organizational Justice : A Structural Equation Model

Background：Gratifying the elderly health-care demands and promoting high-quality of nursing services are based on the effort of long-term care(LTC) nurses. However, the high turnover rate of LTC nurses has become very serious in China. What remains unclear is whether the organizational justice and job characteristics affect the LTC nurses’ intention to stay. Objective: The aim was to investigate intention to stay among LTC nurses in relation to organizational justice and job characteristics. Method: A cross-sectional study was conducted with a convenience sample of 545 LTC nurses. Data collection was performed between July and November 2019. Data were analyzed using structural equation modeling. Results: Most of LTC nurses reported to stay in nursing or current work place, however they still had strong desire to leave if there were other job opportunities. Organizational justice and job characteristics were significant predictors of LTC nurses intent to stay. LTC nurses job characteristics partially mediates the relationship between organizational justice and intent to stay. Conclusion: This would suggest the importance of administrators/ managers understanding how to promote organizational justice, foster a justice climate and increase LTC nurses’ perceived job characteristics. The organizational justice culture programs should be develop as LTC nurses retention strategy.

The Influences of Social Status and Organizational Justice on Employee Voice: A Case of Customer Care Workers

Employee voice plays a critical role in facilitating positive organizational change and development. This study seeks to identify the antecedents of challenging promotive voice, which indicates constructive challenge geared toward improvement. Specifically, we investigate the influences of formal, informal, and self-perceived status as well as the effects of interpersonal and procedural justice. The results demonstrate that: (a) informal status such as age was positively associated with challenging promotive voice; (b) self-perceived status was positively linked to challenging promotive voice; (c) both interpersonal and procedural justice increased challenging promotive voice; and (d) interpersonal justice moderated the relationship between self-perceived status and challenging promotive voice such that the effect of status was less pronounced when perceptions of interpersonal justice was higher. The findings highlight the significance of structural influences on voice behavior, calling for further research on status disparities, organizational justice climate, and employee engagement.

Does procedural justice climate increase the identification and engagement of migrant workers? A group engagement model perspective

PurposeMigrant workers often suffer from social exclusion in the workplace and therefore identify less with their organization and engage less with their work. To address this issue, the authors integrate research on migrant workers with research on the group engagement model to create a model for understanding and enhancing migrant worker engagement. This allows us to provide insight into how organizations can design their human resource management systems and practices to increase the work engagement of migrant workers.Design/methodology/approachThe authors conducted a survey study with over 4,000 employees from more than 500 workplaces in Australia to test the model.FindingsThe results of the multilevel analysis indicate that a procedurally fair work environment increases organizational identification, which in turn is associated with higher work engagement. The results also indicate that procedural justice climate is more important for migrant workers and increases their organizational identification and engagement.Originality/valueTo increase work engagement of migrant workers, organizations can establish a procedurally fair work environment in which cultural minorities experience unbiased policies and procedures, are able to express their opinions and participate in decision-making.

How cultural tightness relates to creativity in work teams: Exploring the moderating and mediating mechanisms

In the present study, we examined the team‐level association between cultural tightness, justice and creativity under varying levels of collectivism. Utilizing data from a field sample of 532 employees distributed across 147 work teams in 13 organizations, we demonstrated that cultural tightness was negatively related to team creativity for teams with lower levels of collectivism, but we did not observe such clear effects in teams with higher levels of collectivism. Finally, our results indicated that team justice climate (i.e., the average justice perception within the team) mediated the relationship between cultural tightness and team creativity in teams with lower levels of collectivism. Our findings accentuate the importance of understanding how norm‐based (i.e., cultural tightness) and value‐based (i.e., team collectivism) cultural dimensions jointly impact upon team creativity and suggest that managers should consider the optimal configuration of cultural dimensions if creativity is vital to their work team's functioning.

Work-Family Conflict and Depressive Symptoms Among Chinese Employees: Cross-Level Interaction of Organizational Justice Climate and Family Flexibility.

This study aims to examine how organizational and family factors protect employees from depressive symptoms induced by work-family conflict. With a cross-sectional design, a total of 2184 Chinese employees from 76 departments completed measures of work-family conflict, organizational justice, family flexibility, and depressive symptoms. The results showed that work-family conflict including work-to-family conflict and family-to-work conflict was positively associated with depressive symptoms. In cross-level analysis, organizational justice climate weakened the adverse effect of work-family conflict on depressive symptoms and the buffering effects of procedural and distributive justice climate in the association between work-family conflict and depressive symptoms depended on family flexibility. Specifically, compared with employees with high family flexibility, procedural and distributive justice climate had a stronger buffering effect for employees with low family flexibility. These results indicate that organization and family could compensate each other to mitigate the effect of work-family conflict on employees’ depressive symptoms. Cultivating justice climate in organization and enhancing family flexibility might be an effective way to reduce employees’ depressive symptoms.

Three Types of Turnover and Team Performance: Three Distinctive Psychological Mechanisms

This research reveals three distinctive mechanisms through which different forms of turnover have impacts on team performance. In addition to the distinction between voluntary and involuntary turnover, the authors argue that the effects of involuntary turnover can be better understood by further classifying it into performance- driven involuntary turnover and misconduct-driven involuntary turnover. Supportive of the authors’ hypotheses, the analyses of multi-source (team members, department head, archive records) and multi-wave (three waves) longitudinal data from 481 sales employees in 139 sales teams in a Korean company show that the three forms of turnover affect team performance through different mechanisms. Voluntary turnover has a negative effect on team performance via increased job demands and decreased team potency. Involuntary performance turnover has a positive effect on team performance via decreased job demands and increased team potency, whereas involuntary misconduct turnover has a positive effect via increased justice climate. The authors present implications for research and practice of their theory and empirical findings.

The Outcomes of LMXD: A Comparison of Justice and Political Climate Explanation

Leader-member exchange differentiation (LMXD) is common in organizations, yet it has shown inconsistent relationships with employee outcomes. In the current investigation, we apply a political perspective in an attempt to unravel the mystery surrounding the way in which LMXD influences employee task performance and organizational citizenship behaviors (OCBs). Using multisource survey data collected from 304 employees working in 62 work groups, we found that group political climate mediates the negative relationships between LMXD and employee work behaviors. The mediating effects remained significant after controlling for supervisory justice climate, which has been considered as the dominant mechanism in prior studies. Furthermore, we tested moderating effects of group political climate and indirect moderating effects of LMXD via group political climate on the relationships between individual-level LMX quality and members’ work behaviors. Consistent with uncertainty management theory, we found that political climate strengthens the positive relationships between individual-level LMX quality and employees’ task performance and OCB toward individuals and that LMXD indirectly moderates the relationships through group political climate. Supplementary analyses further verified the differential roles of group political climate and supervisory justice perceptions in explaining the consequences of LMXD.