Dimensions Of Organizational Justice Research Articles

Exploring the Boundaries of Career Calling

The purpose of this research was to examine how the relation between an individual’s calling and his or her job satisfaction, turnover intentions, and career success is affected by two dimensions of organizational context, procedural justice and psychological safety. Data were obtained from 526 employees of a law enforcement agency in the Midwest United States. Our results indicate that calling is important to both employees and employers since individuals with higher sense of calling are more satisfied with their jobs, less likely to turn over, and are more content with their careers. Moreover, this study provides evidence that under poor contextual conditions, the relation between calling and job satisfaction is stronger than in good contextual conditions (i.e., procedurally just or psychologically safe contexts). Our findings also suggest that a psychologically safe organizational environment is of some importance to experiencing a feeling of career success for those with a higher sense of calling.

Effect of organizational justice on work engagement with psychological safety as a mediator: Evidence from China

I explored the impact of organizational justice on work engagement, which is a positive organizational behavior construct, and the underlying psychological mechanism. I hypothesized on the basis of a literature review that organizational justice would have a positive effect on work engagement and that psychological safety would act as a mediator. Participants comprised 254 teachers working in compulsory schools in eastern China. The survey was conducted using organizational justice, psychological safety, and work engagement scales. Data analysis showed that the 3 dimensions of organizational justice, namely, distributive, procedural, and interactional, had a positive effect on teachers' work engagement. In addition, psychological safety played a partial mediating role in the association between organizational justice and work engagement. Theoretical and practical implications are discussed, and directions for future research are suggested.

Inclusion, organisational justice and employee well-being

Purpose The purpose of this paper is to examine the relationship between employee perceived well-being and the four dimensions of organisational justice, namely, procedural, distributive, interpersonal and informational justice, and how dimensions of organisational justice affect employee well-being in the Australian tourism industry. Design/methodology/approach The sample is selected from employees who work in the tourism industry in Australia, and the survey was conducted online (n=121). Factor analysis is used to identify key items related to perceived organisational justice, followed by multiple regression analysis to assess the magnitude and strength of impacts of different dimensions of organisational justice on employee well-being. Findings The results support the established view that organisational justice is associated with employee well-being. Specifically, informational justice has the strongest influence on tourism employee well-being, followed by procedural justice, interpersonal justice and distributive justice. Research limitations/implications The authors acknowledge key limitations in the study such as a relatively small sample size and gender imbalance in the sample. Practical implications The authors provide strategies for managers to increase levels of organisational justice in the tourism sector such as workgroup interactions, a consultation process, team culture and social support. Originality/value This study builds on limited literature in the area of inclusion and organisational justice in tourism organisations. The study provides a new path to effective organisational management within the context of a diverse workforce, adding to the current debate on which dimensions of organisational justice contribute to improving employee well-being.

Organisational justice’s relationship with job satisfaction and organisational commitment among Indian police

The concept of justice plays an important role in shaping the attitudes of citizens towards criminal justice agencies. Additionally, research indicates that police officers’ perceptions of justice within their own organisation can affect their attitudes towards it. Most of the research to date has focused on police officers in Western nations; however, the effects of organisational justice could be universal (i.e. cut across different police agencies and nations) or contextual (i.e. vary between cultures). The current study examined the association between perceptions of two dimensions of organisational justice, distributive (fairness in outcomes) and procedural (fairness in procedures/processes), with job satisfaction and organisational commitment among Indian police officers. Ordinary least squares (OLS) regression analysis of survey data collected from 827 officers stationed in the Sonepat and Rohtak districts in the north Indian state of Haryana indicated that perceptions of distributive justice and procedural justice (in terms of promotions and evaluations) had significant positive relationships with both job satisfaction and affective organisational commitment. The findings support the contention that perceptions of organisational justice have important effects on Indian police officers.

Organizational Justice Perceptions and Views on Violence of Branch Teachers Working in Primary Schools

The aim of this research is to determine the organizational justice perceptions and perspectives toward violence of branch teachers in primary school. In this frame, the correlation between dimensions of organizational justice perceptions and perspectives toward violence of teachers was examined and all dimensions of this relation if differentiating or not according to various demographic, occupational and the school's property variables were examined. In this study, the literature survey was made and Likert-type” two scales that were previously developed has been applied all schools within the Gaziantep Province. The data that was obtained through ‘Organizational Justice Scale’ and ‘Inventory for Sources of Violence at Schools According to Teachers’ from 617 middle school branch teacher was analyzed by using SPSS 20.0 program. Percentage, arithmetic mean and standard deviation statistics were used in descriptive statistics analysis. For Further analysis in parametric tests, t-test, Chi-square, nonparametric in more than two groups in one-way ANOVA, Kruskal Wallis non-parametric test is used H-statistics. At the end of analysis of the data; was stated that negatively and low levels relationship was seen between organizational justice dimensions and the perception of the school violence. As the conclusion of the study it can be stated that the teachers' perceptions of justice may arise together with the cause of violence.

Perceived Organizational Justice and Work Related Outcomes: An Empirical study of the Egyptian Public Banks

The purpose of this study is to identify how bank employees perceive the fairness of organizational systems and how the issue of fairness affects the employees’ attitudes and behaviors. This study examines the relationships between the four dimensions of organizational justice (distributive, procedural, interpersonal, and informational) and selected work-related outcomes, namely, job satisfaction and organizational commitment in the context of the Egyptian public commercial banks. The theoretical model is validated in a single cross-sectional empirical study of 207 participants. The data are analyzed using structural equation modeling to test the 9 hypotheses, derived from the research model, of which only 6 are supported. The results indicate that job satisfaction is positively influenced by distributive, interpersonal, and informational justice, while procedural justice does not show any significant association. Moreover, it is found that interpersonal justice is a better predictor of organizational commitment compared to procedural justice, while distributive justice and informational justice have no significant effect. These findings contribute to a better understanding of how each dimension of organizational justice differentially affect the employees’ level of satisfaction and commitment in the banking context. This study also indicates empirical evidence that the employees’ job satisfaction mediates the relationship between organizational justice and organizational commitment. This study provides guidelines to help the public sector banks managers understand how to increase the employees’ job satisfaction and their organizational commitment.

L’influence des primes ex-ante et des primes ex-post sur la motivation autonome au travail : le rôle médiateur de la satisfaction des besoins fondamentaux et de la justice organisationnelle perçue

Cette recherche se propose d’analyser l’influence de primes variables individuelles sur la motivation autonome au travail. Dans ce but, elle examine le rôle médiateur de la satisfaction des besoins fondamentaux et de la justice organisationnelle perçue. Les résultats issus d’analyses de régressions multiples réalisées sur un échantillon de 577 salariés montrent que les primes ex-ante et ex-post agissent positivement sur la motivation, mais à des degrés différents. Par ailleurs, les primes ex-post auraient un pouvoir explicatif légèrement supérieur de la motivation autonome au travail, en comparaison aux primes ex-ante. Les résultats montrent aussi que lorsque les trois besoins fondamentaux sont simultanément pris en considération dans un même modèle de régression, seules la satisfaction du besoin d’autonomie et la satisfaction du besoin d’appartenance sociale sont associées à la motivation autonome au travail. La satisfaction des trois besoins fondamentaux joue aussi un rôle de médiation entre les primes ex-post et la motivation, mais pour les primes ex-ante, seule la satisfaction du besoin d’autonomie médiatise sa relation avec la motivation autonome au travail. Pour la justice organisationnelle perçue, lorsque ses trois dimensions sont simultanément prises en considération dans un même modèle de régression, seules la justice procédurale et la justice interactionnelle sont associées à la motivation. En revanche, les dimensions de la justice jouent un rôle de médiation totale entre les primes ex-ante et la motivation et un rôle de médiation partielle entre les primes ex-post et la motivation autonome au travail.

Motivational effects of pay dispersion in pay for performance programs implemented in Romanian companies

Abstract The present study investigates the motivational effects in a sample of Romanian employees in private companies that implement pay for performance programs of one of the characteristics of these programs, namely pay dispersion, and on the potential mediating role of organizational justice in these effects. To this aim, we examined the relationships between the amounts of pay dispersion introduced by the respective financial incentive system, employee perceptions of distributive and procedural justice, work motivation, and base salary, respectively. The results of the data analysis, performed through structural equation modeling, support our hypotheses concerning the positive effect of performance – related pay dispersion on motivation and the mediating role of the two dimensions of organizational justice in this effect. Larger financial rewards allocated by the financial incentive system for high performers increase employee perceptions of distributive and procedural justice, which, in turn, foster work motivation. Base salary was also found to influence pay dispersion, as well as perceived distributive justice.

Impact of organizational justice on customer satisfaction in the hospitality industry of Pakistan: The moderating role of uncertainty avoidance

ABSTRACTThis study investigates the impact of distributive justice, procedural justice, interactional justice, and informational justice on customer satisfaction in the hospitality industry of Pakistan, also the study investigates the moderating role of uncertainty avoidance on all relationships. Data were collected from 309 consumers from all provinces of Pakistan. A significant positive impact of dimensions of organizational justice on customer satisfaction is found; however, contrary to expectations, no moderating role of uncertainty avoidance is proved for any of the relationships. At the end of the article, the results of the study are discussed. This study shows potential implications for service providers.

A Study on the Psychological Effect of Organizational Justice Perceptions on Job Satisfaction

Employees’ psychological capital has significant influences on his/her behavior in professional and personal life. Employees’ perception about fairness in the organization tends to give rise to various favorable and unfavorable work outcomes. Job satisfaction is an example of such attitudinal variables which have is deeply affected by Organizational Justice Perceptions. Current literature of organizational Justice does not fully explain the mechanism governing the influence of organizational justice on job. This study tries to explain the relationship between organizational justice perceptions, job satisfaction, and Psychological Capital. The main objective of this study was to test the influence of organizational justice on job satisfaction, Psychological Capital. A survey-based methodology, with standardized scales was used. A sample of 218 employees from the Indian Public Sector Undertaking (PSU) was drawn The result obtained from Pearson correlation and stepwise multiple regressions suggest that Distributive Justice is found out to be the strongest predictor of organizational justice perceptions, job satisfaction, and Psychological Capital. It means that if people have favorable distributive justice perceptions, they are also likely to have positive organizational justice perceptions, job satisfaction, and Psychological Capital that has provided the favorable outcomes. Stepwise multiple regressions clearly indicate that various dimensions of Organizational Justice (Distributive, Procedural and Interactional Justice) can significantly predict the dimensions of Job Satisfaction (42.6%), and Psychological Capital (19.7%). The theoretical framework proposed in the paper on job satisfaction, and Psychological Capital; would help the researchers and management people to understand the impact of Perceptions about Organizational Justice in better efficiency of the organization.

Justice and job engagement: The role of senior management trust

SummaryWe examined whether job engagement mediated the effects of organizational justice dimensions on work behaviors and attitudes. Considering distributive and procedural justice from a motivational perspective, we proposed that job engagement would mediate these two dimensions' relations with the work outcomes of task performance, organizational citizenship behavior, and job satisfaction. We also expected this mediation effect would be magnified when senior management trust (SMT) was high. Our results showed that the simple mediation model was supported only for distributive justice. Alternatively, the indirect effect of procedural justice on work outcomes through job engagement was significant only when SMT was high. Implications of our findings and areas for future research are discussed. Copyright © 2016 John Wiley & Sons, Ltd.

Analysis of the relationship between perception of organisational justice and establishment of knowledge management cycle from Nonaka and Takouchi's viewpoint (Case Study: Esfahan Steel Company)

The present study explored the relationship between perception of organisational justice and establishment of knowledge management cycle from Nonaka and Takouchi's viewpoint in Esfahan Steel Company. Nihouf and Mourman's questionnaire (1993) was used to test the research hypotheses and measure dimensions of organisational justice, and researchers' self-made questionnaire was used to measure the establishment of knowledge management cycle from Nonaka and Takouchi's viewpoint. The statistical population included all experts and managers at different levels in Esfahan Steel Company. The relationship between the concept of organisational justice and the establishment of knowledge management cycle was explored using structural equation modelling. Pearson correlation coefficient was used to measure the significance of hypotheses. Findings revealed that the items of the questionnaire have measured each component suitably. Also, all fit indices of the model confirm the proposed structural model. There is a significant and positive relationship between the components; thus, all hypotheses are confirmed.

Do career satisfaction and support mediate the effects of justice on organizational citizenship behaviour and counterproductive work behaviour?

AbstractFollowing Lavelle, Rupp, and Brockner's () target similarity framework, we propose that perceptions of support and career satisfaction mediate the influence of justice perceptions on citizenship and counterproductive performance. Structural equation modelling results from 356 employees supporting partial mediation. Collectively, the model explained 19% of the variance in perceptions of organizational support, 44% in perceived supervisor support, 33% in career satisfaction, 35% in citizenship performance directed toward the supervisor, 42% in citizenship performance directed toward the organization, 49% in job/task conscientiousness citizenship performance, 9% in counterproductive performance toward the supervisor, and 20% of the variance in counterproductive performance directed toward the organization. We argue that distributive, procedural, informational, and interpersonal dimensions of organizational justice follow different pathways and variously influence organizational outcomes. We discuss the implications of the results for the target similarity framework and more generally for human resources management. Copyright © 2015 ASAC. Published by John Wiley & Sons, Ltd.

Analyzing the Relationship between the Perception of Organizational Justice and Organizational Commitment. Case Study: Neyshabur Medical Science College

This study, in addition to identifying the different dimensions of organizational justice and discovering the relationship between these dimensions and organizational commitment and staff’s job satisfaction, is closely related to the strength and weakness of justice components. In this descriptive-analytical study, all personnel of Medical Science School of Neyshabur and all its subordinate hospital have been participated consisting 263 subjects. The statistical sample has been gathered in span of two months from June 2014. Questionnaires based on demographic information, Rego and Cunha’s organizational justice, Allen and Meyer’s organizational commitment have been used to gather and deduce data. Finally, data have been analyzed by the advance SPSS software. The outcomes of this analysis reveal that there is a close and significant relationship between organizational justice and organizational commitment; hence, it is suggested that managers to establish organizational justice should encourage employees based on certain criteria of performance management through meritocracy, respecting individuals rights, avoiding discrimination, providing equal opportunities for staff development to create more intimacy and friendship atmosphere and reciprocal respect and relationship between staffs and managers.

Exploring organizational trust and organizational justice among junior and middle managers in Saudi Arabia

Purpose– Few studies consider the relationship between organizational justice (OJ) and trust in Non-western contexts. In an attempt to address this gap, the purpose of this paper is to explore the relationship between organizational trust (OT) and OJ in Saudi Arabia. First, the authors examine two foci of trust and explore whether trust in an immediate supervisor/manager is correlated with trust in an organization. Second, the authors test the relationship three widely used constructs of OJ and two aspects of OT. Third, the authors examine the mediating role played by trust in immediate supervisor in the relationship between the various aspects of OJ and trust in an organization.Design/methodology/approach– Using Social Exchange Theory, this study reports the responses of 231 junior and middle managers from eight organizations in Saudi Arabia. Data were collected through a structured survey questionnaire that used standard scales on distributive justice, procedural justice (PJ), and interactional justice (IJ), as well as trust in immediate supervisor and trust in organization.Findings– Consistent with studies conducted in western contexts, the findings revealed a positive, significant, direct relationship between trust in immediate supervisor and trust in organization. However, contrary to what has been reported in the majority of western studies, among the three dimensions of OJ, IJ was the only predictor for trust in immediate supervisor. PJ and IJ were predictors of trust in organization, with PJ the stronger predictor. Finally, trust in immediate supervisor mediates some of the relationship between OJ and trust in organization.Originality/value– The current study is the first to explore the relationship between OJ and OT, with the latter being measured in more than one focus, in the Arab Middle East. Therefore, this study contributes to bridging the gap in the understanding of the relationship between OJ and OT in non-western, Arab and Muslim Middle Eastern contexts. The interconnectedness between the organizational experiences of Saudi Arabian managers and cultural values highlighted in this study has significant implications for researchers, managers, and HR departments.

Organizational Justice and the Shortage of Nurses in Medical & Educational Hospitals, in Urmia-2014.

Objective:One of the most important reasons of turnover is perceptions of organizational justice. The purpose of this study was to investigate the effect of perceived organizational justice and its components on turnover intentions of nurses in hospitals of Urmia University of Medical Sciences.Methods:This cross-sectional study was among nurses. 310 samples were estimated according to Morgan Table. Two valid and reliable questionnaires of turnover and organizational justice were used. Data analysis was performed using the software SPSS20. Using the Kolmogorov-Smirnov test, the normality and relationship between variables with Pearson and Spearman correlation test were analyzed.Results:Most people were married and aged between 26 and 35 years, BA and were hired with contraction. The mean score of organizational justice variable was 2.59. The highest average was the interactional justice variable (2.81) and then Procedural fairness variable (2.75) and distributive justices (2.03) were, respectively. The mean range of turnover variable was 3.10. The results showed weak and negative relationship between various dimensions of organizational justice and turnover in nurses.Conclusion:Organizational justice and turnover had inverse relationship with each other. Therefore how much organizational justice in the organization is more; employees tend to stay more. Finally, suggestions for improvement of justice proposed.

Climate Change in Private Child Welfare Organizations

Agency-based design teams effectively address workforce issues in public child welfare agencies. This article presents findings from an adaptation of a design team intervention for private child welfare agencies. A longitudinal mixed-methodology design measures effects of the intervention and conditions of implementation. Pre–post surveys of workers (n = 137) and a comparison group (n = 153) measure climate, job satisfaction, perceptions of child welfare, and intent to leave. Statistically significant increases of 0.37 points on dimensions of organizational justice and support (justice: p = 0.01; support: p = 0.03) parallel the team’s perceived effect of their work—that it will make the organization more fair and accountable.

Generational Differences In Organizational Justice Perceptions: An Exploratory Investigation Across Three Generational Cohorts

Abstract Despite several reviews of generational differences across cohorts regarding their career stages in organizations, relatively few empirical investigations have been conducted to understand cohorts’ perceptions. Hence, there is paucity of studies that explored differences on the construct organizational justice across generational cohorts. The objective of this study was to explore the differences across three generational cohorts (Millennials, Generation X, and Baby Boomers) on dimensions of the organizational justice measurement instrument (OJMI). Data was collected through the administration of OJMI to a random sample size of organizational employees (n = 289). Descriptive statistics and analysis of variance were conducted to interpret the data. These findings provide evidence that differences do exist across cohorts on dimensions of organizational justice. In terms of contributions and practical implications, insight gained from the findings may be used in proposing organizational development interventions to manage multigenerational employees as well as to conduct future research.

Meanings and Dimensions of Organizational Justice in China: An Inductive Investigation

ABSTRACTTaking an inductive approach followed by validation techniques, we analyzed the meaning and dimensionality of the organizational justice construct in the People's Republic of China (China). By using qualitative and quantitative methods, we found that organizational justice involves a higher level of subjectivity in the Chinese context. Interpretation and organizational justice judgments depend on the specific situation and social relations involved. The findings revealed similarities with the Western conceptualization with one important exception, suggesting both cultural values and institutional environment shape justice judgments and managerial practices in China. The article concludes with a discussion of the findings and implications for management theory, research, and practice.

Organizational justice–affective commitment relationship in a team sport setting: The moderating effect of group cohesion – ERRATUM

Using organizational justice literature, the current study aimed to examine the relationship between three dimensions of organizational justice (distributive, procedural, interactional justice) and affective commitment, and to explore the moderating effect of group cohesion on the relationship between the three dimensions of justice and affective commitment in a collegiate team sport context. Data were collected from 253 college student-athletes of two Football Bowl Subdivision institutions in the Southeastern United States. Results of three hierarchical multiple regression analyses indicated that all three dimensions of justice were positively and significantly related to affective commitment. In regard to the moderating effect, group cohesion significantly moderated the distributive justice–affective commitment and the interactional–affective commitment relationships. Specifically, the two significant relationships were significantly stronger for student-athletes who reported high levels of group cohesion than their counterparts. Strategies by coaches to improve athletes’ perceptions of fairness and group cohesion and suggestions for future researches were discussed.