Organizational Justice Climate Research Articles

Impact of organizational justice and manager's mental health on staff nurses’ affective commitment: A multilevel analysis of the work environment of hospital nurses in Japan-Part II (WENS-J-II)

BackgroundNursing shortage is a global and priority issue. Affective commitment has been identified as a key to retention in the workplace. Exploring the way to promote the nurse's affective commitment is necessary to maintain the nursing workforce and care quality. The staff nurse's organizational justice (procedural and interactional justice) and the manager's condition of mental health have the potential to be related to the staff nurse's affective commitment. ObjectiveTo explore the impact on the nurse's affective commitment from procedural and interactional justices at individual and unit levels and the manager's mental health. DesignA multi-site longitudinal design. Setting(s)Nine Japanese hospitals with more than 200 beds and located in an area with more than 150,000 people. Participants385 staff nurses and their 42 nurse managers who completed both surveys in 2016 and 2017. MethodsWe analyzed the data from a two-year national survey of the Work Environment for hospital Nurses in Japan part II. Nurse staff and their managers completed the surveys. This multilevel analysis performed four random intercept models on affective commitment and entered the variables of procedural and interactional justices and manager mental health into the models. ResultsThe staff nurse's affective commitment was positively associated with procedural justice climate (unit level), interactional justice climate (unit-level), and the perception of interactional justice (individual justice). The manager's mental health (psychological distress) had a negative relationship with affective commitment. ConclusionsThe climates of procedural and interactional justice, the individual perception of interactional justice, and the manager's mental health impacted the nurses’ affective commitment as a predictor of retention. Moreover, the perception of interactional justice and the organizational contexts (organizational justice climates and managers’ psychological distress) were mediated by affective commitment. Thus, support to maintain the manager's mental health is required to promote staff's affective commitment related to retention. RegistrationNone. Tweetable abstractNurse staff's affective commitment was stimulated by interactional justice, two types of organizational justice climate, and the manager's mental health.

Consequences of Distributive Justice Climate Based on Target Similarity Approach: Hierarchical Linear Model Analysis

Research on the consequences of organizational justice climate will still grow in the future, especially its cross-level impact on individual outcomes. This study examines the unique combined impact of a multi-foci distributive justice climate on trust in supervisors, organizational commitment, and proactive behavior. In estimating our proposed model, we involved 153 workforces of public sector organizations in Banyumas, Central Java, and analyzed them using Hierarchical Linear Modeling (HLM). This study confirmed that multi-foci and target-based distributive justice climate consequences are supported. Distributive justice climate foci organization positively impacts organizational commitment, while the distributive justice climate foci supervisors positively impact trust in supervisors. In addition, the distributive justice climate also impacts proactive behavior. Trust in supervisors, and organizational commitment are proven to mediate the relationship between a distributive justice climate and proactive behavior. This research offers unique practical and theoretical contributions to the public sector industry. Our work is the first research using a multi-foci and target similarity model and related literature by applying Social Exchange Theory (SET) to the constructs of a multi-foci distributive justice climate, trust in supervisors, organizational commitment, and proactive behavior.

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.

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 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.

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.

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.

Organizational justice climate: A review of theory, perspective and framwork

Organizational justice climate: A review of theory, perspective and framwork

Interactive Effects of Multi-Foci Justice Climates on Teams’ Psychological Empowerment

Psychological empowerment refers to the degree in which an employee feels that he controls events in the organization. This construct is studied on a group level as well, as a team members’ common experience. Team empowerment is a multidimensional construct that includes the collective belief about freedom, independence and discretion in decision-making (autonomy), teams’ effectiveness (potency), the importance and value of teams’ work (meaningfulness), and the contribution of the teams’ work to organizational performance (impact). Organizations are interested in empowering individuals and teams because empowerment relates to positive work outcomes. Justice climate, as an important component of the overall experience of the working environment, greatly determines psychological empowerment. The aim of this study is to verify the interactive effects of organizational, supervisory and peer justice climate on teams’ psychological empowerment. We analyzed data collected from 196 work teams from different organizations. Results of polynomial regression combined with response surface methodology show that with the increase of the level of congruence between multi-foci justice climates, teams’ psychological empowerment increases as well. Misalignment between different sources of justice climate, a situation in which one source is fair while the other is unfair, does not affect the team members’ joint perception of psychological empowerment. As long as the team perceives one source of justice as fair, the teams’ psychological empowerment is high, regardless of the injustice of another source. Although the cross- sectional study design does not allow inferring causality, the theoretical implications of the results for the application of the congruence theory in the organizational context in understanding the effects of (mis)alignment between different sources of justice climate, as well as the practical applicability of the results in human resource management, are discussed. Keywords: teams’ psychological empowerment, multi-foci justice climate

The Effects of Perceived Organizational Justice And Ethical Climate on Job Satisfaction, Turnover Intention, and Job Performance

This study aims to determine the moderator role of the organisational justice and the ethical climate perceived by employees on job satisfaction, intention on ceasing the employment, and performance levels. In the light of this aim, questionnaires were used by using the convenience sampling method with 347 employees in Istanbul and Afyonkarahisar. The performance levels of 347 employees were evaluated by their administrators. The results of the questionnaires and the performance evaluation were analysed and interpreted by using descriptive analyses and regression analyses. According to the results obtained in the analyses, the perceived organisational justice was high when the job satisfaction, and performance levels were high when the perceived ethical climate was high; however, there were no significant relations between the turnover intention. It was determined that the perceived ethical climate had a moderator effect only in the relation between the perceived organisational justice, job satisfaction and performance.

Organizational justice, justice climate, and somatic complaints: A multilevel investigation

ObjectiveOrganizational justice refers to perceived fairness at the workplace. Individual perceptions of injustice have been linked to reduced mental and physical health. However, perceptions of injustice also exist at the aggregate level of departments, reflecting a shared perception, denoted as justice climate. There is evidence that this shared perception independently predicts individual distress levels (e.g., anxiety, depression), which might negatively affect somatic symptom perception and reporting. Hence, the objective of this study was to examine whether individual perceptions of poor justice as well as a poor justice climate are related to elevated somatic complaints. In addition, this study examined if justice climate moderates the relationship between individual-level justice perceptions and somatic symptom reporting. MethodsCross-sectional data from a large industrial manufacturing company was used, involving 1,102 employees in 31 departments. A validated scale covering interactional and procedural justice assessed individual-level organizational justice. A 19-item symptom checklist measured somatic complaints. Multilevel analyses estimated individual-level associations (within-department effects) with somatic complaints, department-level associations (between-department effects), and the cross-level interaction of both. ResultsIndividual-level justice perceptions were negatively associated with somatic complaints. Collective justice climate was likewise significantly associated with somatic complaints. There was no indication for a moderation effect of justice climate. ConclusionA poor justice climate correlated positively with individual somatic complaints while controlling for individual perceptions, i.e., above and beyond individual justice perceptions. These findings may imply that interventions targeting department-level perceptions of justice may have the potential to reduce individual somatic complaints beyond the effects of individual-level interventions.

And justice for all: How organizational justice climate deters sexual harassment

AbstractSexual harassment is hurtful for victims, observers, and the organizations that employ them. Although previous studies have identified numerous gender‐specific antecedents such as sex similarity and climate for sexual harassment, the present study considers the role of a more general contextual construct—organizational justice climate. Beyond examining justice climate as a predictor of sexual harassment, we also assess its potential moderation of well‐established relationships between antecedents (i.e., climate for sexual harassment and sex similarity) and sexual harassment at both the individual and unit levels. In two large military samples (Ns = 26,018 and 8,197), we found that psychological and collective justice climates (a) related negatively to sexual harassment and (b) moderated the effects of sex similarity and sexual harassment climate on sexual harassment. These findings indicate that harassment is less prevalent and established antecedents are less impactful when greater value is perceived to be placed on fairness. Moreover, the attenuating effects of justice climate appear interchangeable with those of harassment climate or sex similarity, suggesting that managing justice climate effectively generally helps to deter sexual harassment.

Is organizational justice climate at the workplace associated with individual-level quality of care and organizational affective commitment? A multi-level, cross-sectional study on dentistry in Sweden

PurposeThe aim of this study is to investigate whether organizational justice climate at the workplace level is associated with individual staff members’ perceptions of care quality and affective commitment to the workplace.MethodsThe study adopts a cross-sectional multi-level design. Data were collected using an electronic survey and a response rate of 75% was obtained. Organizational justice climate and affective commitment to the workplace were measured by items from Copenhagen Psychosocial Questionnaire and quality of care by three self-developed items. Non-managerial staff working at dental clinics with at least five respondents (n = 900 from 68 units) was included in analyses. A set of Level-2 random intercept models were built to predict individual-level organizational affective commitment and perceived quality of care from unit-level organizational justice climate, controlling for potential confounding by group size, gender, age, and occupation.ResultsThe results of the empty model showed substantial between-unit variation for both affective commitment (ICC-1 = 0.17) and quality of care (ICC-1 = 0.12). The overall results showed that the shared perception of organizational justice climate at the clinical unit level was significantly associated with perceived quality of care and affective commitment to the organization (p < 0.001).ConclusionsOrganizational justice climate at work unit level explained all variation in affective commitment among dental clinics and was associated with both the individual staff members’ affective commitment and perceived quality of care. These findings suggest a potential for that addressing organizational justice climate may be a way to promote quality of care and enhancing affective commitment. However, longitudinal studies are needed to support causality in the examined relationships. Intervention research is also recommended to probe the effectiveness of actions increasing unit-level organizational justice climate and test their impact on quality of care and affective commitment.

Fairness at the Organizational Level: Examining the Effect of Organizational Justice Climate on Collective Turnover Rates and Organizational Performance

In the continuing quest to understand public employees’ reactions to fair (or unfair) treatment in the workplace, perceived organizational justice has been conceptualized primarily as an individual-level phenomenon. Although individuals create collective perceptions of the fair treatment of their work unit as a whole, little attention has been paid to consequences of justice climate at the organizational level. Using panel data from the U.S. federal government, this study seeks to fill this gap by examining the effect of four dimensions of organizational justice climate—distributive, procedural, informational, and interpersonal—on collective turnover rates and organizational performance. The findings show the negative association of distributive and interpersonal justice climates with turnover rates and the positive association of distributive, procedural, and interpersonal justice climates with organizational performance. Moreover, further analysis confirms that each dimension of justice climate has relative influence on both outcomes. Implications and contributions of these results for public administration theory and practice are discussed.

A relational performance model for developing innovation and long-term orientation in retail franchise organizations

A relational performance model is developed to show how innovation and long-term orientation can be evaluated and monitored within franchised retail service organizations. Using principles of justice from social exchange theory as a guide, our performance model measures how franchisee entrepreneurial passion (EP) and perceptions of fairness help to promote innovation and long-term commitment across retail franchise organizations. We test our model using data collected from one large U. S. retail service organization ($5B+ annual revenue) and its independent franchise operators. We discover that targeting distributive justice (or fairness) helps to leverage the EP of the independent operators for promoting innovation, while both procedural and distributive elements of the organizational justice climate help to enhance franchisee's long-term commitment. Moreover, we find that retail franchise operators perceive organizational justice differently than do corporate district managers, which suggests several important implications for both research and practice.

Unleashing Entrepreneurial Passion in a Retail Franchise Network: The Role of Perceived Justice

This study examines the role of entrepreneurial passion (EP) and the organizational justice climate in developing enduring entrepreneurial competitiveness in a retail service franchise network. We ...

A multilevel study of the relationship between organizational justice and affective commitment

Purpose– The purpose of this paper is to examine the moderating role of organizational size and individual tenure on the relationship between organizational justice and organizational affective commitment. Based on the literature on organizational justice and justice climate, this paper tests whether the role of justice climate, measured at the organizational level, is affected by these organizational and individual characteristics in determining individual organizational affective commitment.Design/methodology/approach– Data on 20,936 employees from 1,496 companies that were included in the 2004 Workplace Employment Relationships Survey were used.Findings– Hierarchical linear modeling analysis shows that the importance of the justice climate extends beyond its effect on individual perceptions. Moreover, whereas the organization size does not influence the justice climate – affective commitment relationship, organizational tenure moderates it.Originality/value– This study shows the impact of justice climate on affective commitment beyond the effect of individual justice. It also examines organizational (organization size) and individual characteristics (tenure) as possible moderators, constructs rarely considered in studies on justice climate.

Organisational justice climate, social capital and firm performance

PurposeThe purpose of this paper is to develop a conceptual framework in order to understand the impact of organizational justice climate on firm performance.Design/methodology/approachThis paper reviews the literature on organizational justice and social capital and theorizes their relationship with firm performance. The underlying argument of this paper is that a climate of organizational justice influences firm performance indirectly through its influence on social capital.FindingsThe paper suggests ways through which different types of justice climate – distributive, procedural, interactional – are related to different dimensions of social capital. This paper also extends the findings of organizational justice research from an individual level to organizational level by proposing an indirect relationship with firm performance.Originality/valueThis paper is unique, as no research to date has proposed a conceptual framework integrating organizational justice climate, social capital and firm performance.

An investigation of relation between organizational justice and professional commitment of staff: A case study of public organization in Kermanshah

: Received January 14, 2013 Received in revised format 18 April 2013 Accepted 20 April 2013 Available online April 21 2013 This paper presents an empirical study to investigate the relationship between organizational justice and professional commitment in Kermanshah official organizations. The study uses 20 questions to measure professional commitment from a questionnaire originally developed by Spell et al. (2007) [Spell, C. S., & Arnold, T. J. (2007). A multi-level analysis of organizational justice climate, structure, and employee mental health.

Fairness at the collective level: A meta-analytic examination of the consequences and boundary conditions of organizational justice climate.

This article uses meta-analytic methods (k = 38) to examine the relationship between organizational justice climate and unit-level effectiveness. Overall, our results suggest that the relationship between justice and effectiveness is significant (ρ = .40) when both constructs are construed at the collective level. Our results also indicate that distributive justice climate was most strongly linked with unit-level performance (e.g., productivity, customer satisfaction), whereas interactional justice was most strongly related to unit-level processes (e.g., organizational citizenship behavior, cohesion). We also show that a number of factors moderate this relationship, including justice climate strength, the level of referent in the justice measure, the hierarchical level of the unit, and how criteria are classified. We elaborate on these findings and attempt to provide a clearer direction for future research in this area.