Organizational Justice Perspective Research Articles

Understanding how organizational culture shapes the experiences of direct support professionals: A qualitative meta-synthesis from an organizational justice perspective.

Direct support professionals (DSPs) are critical to the quality of life of people with intellectual and developmental disabilities, yet high turnover rates significantly affect the quality and consistency of their services. A qualitative meta-synthesis could help understand how organizational culture shapes the experiences of DSPs. A systematic search found six articles that met all inclusion criteria. The initial findings show that although DSPs perceived their work as worthy and rewarding, they did not feel valued or supported by management either monetarily or professionally. The analysis revealed an overarching theme with elements congruent with the organizational justice literature. Findings suggest that cultivating a culture of justice and fairness is vital to retaining quality DSPs, promoting organizational outcomes, and improving the quality of life of people with intellectual and developmental disabilities.

Police peer supporters in a domestic abuse-specific peer support initiative: Motivations, experiences and challenges

Police peer support programmes traditionally focus on mental health issues and experiences of trauma in work. Increased awareness of domestic abuse (DA), its impacts in the workplace, and calls to adopt trauma-informed approaches in the emergency and public services in the UK have culminated in a southern English police force instituting a novel peer support programme for personnel who are experiencing DA. This qualitative study interviewed 16 self-selected DA peer supporters to explore their motivations and experiences in providing support for their colleagues and the application of trauma-informed practice. Findings support previous research on the ongoing prevalence of stigma around help-seeking in the police generally, and this is perhaps even more pronounced for DA. However, the presence of this form of peer support has symbolic value to challenge prevailing culture and foster increased confidence to make disclosures. Findings also indicate value in adopting DA-specific peer support from an organizational justice perspective because this may enable a greater sense of staff well-being. The approaches employed in the DA peer support programme exhibited implicit trauma-informed practice, which could be made more explicit and aligned to wider initiatives of creating a more trauma-informed police service.

In All Fairness: A Meta-Analysis of the Tax Fairness–Tax Compliance Literature

ABSTRACT We conduct a meta-analysis of the tax fairness–tax compliance literature from its inception in 1976 through 2021. We use an organizational justice perspective (Colquitt 2001) to differentiate between the dimensions of fairness that dominate tax fairness research. We find that the aggregate effect size of the fairness-compliance association is positive and of medium strength. We also find that distributive fairness has the strongest effect on taxpayers’ compliance and is largely driven by the subdimension of exchange equity. Other dimensions of fairness, namely, interactional (interpersonal and informational) and procedural, have smaller effect sizes. We also find a moderating effect of methodology. Our findings suggest both the importance of ensuring that tax dollars are used in ways that taxpayers value, while downplaying the effect of interactional aspects of tax administration, and the importance of carefully considering methodology when conducting tax fairness research.

Moving beyond privacy and airspace safety: Guidelines for just drones in policing

The use of drones offers police forces potential gains in efficiency and safety. However, their use may also harm public perception of the police if drones are refused. Therefore, police forces should consider the perception of bystanders and broader society to maximize drones' potential. This article examines the concerns expressed by members of the public during a field trial involving 52 test participants. Analysis of the group interviews suggests that their worries go beyond airspace safety and privacy, broadly dis-cussed in existing literature and regulations. The interpretation of the results indicates that the perceived justice of drone use is a significant factor in acceptance. Leveraging the concept of organizational justice and data collected, we propose a catalogue of guidelines for just operation of drones to supplement the existing policy. We present the organizational justice perspective as a framework to integrate the concerns of the public and bystanders into legal work. Finally, we discuss the relevance of justice for the legitimacy of the police's actions and provide implications for research and practice.

The influence of perceived organizational exploitation on frontline hospitality employees’ workplace deviance: an organizational justice perspective

PurposeDrawing on organizational justice theory, this study aims to investigate how perceived organizational exploitation induces frontline hospitality employees’ organizational and interpersonal deviance. Specifically, this study explored the mediating effect of distributive and procedural justice, as well as the moderating effect of justice sensitivity.Design/methodology/approachThe focal research analyzed multiphase survey data from 267 frontline service employees with structural equation modeling.FindingsThe results revealed that perceived organizational exploitation induced frontline hospitality employees’ organizational and interpersonal deviance through their perceptions of distributive and procedural justice. Moreover, employees’ justice sensitivity amplified perceived organizational exploitation’s harmful impact on justice perceptions and its conditional influence on organizational and interpersonal deviance.Practical implicationsOrganizations should take actions to reduce the occurrence of exploitation to prevent employees’ workplace deviance behaviors. Moreover, organizations can foster employees’ justice perceptions and take care of employees with strong justice sensitivity to reduce the destructive behaviors triggered by organizational exploitation.Originality/valueBy investigating frontline employees’ workplace deviant behaviors, this research identifies new outcomes of exploitation by hospitality organizations. Moreover, the research contributes by offering a justice-based perspective to understand the effects of perceived organizational exploitation. Furthermore, this research helps identify a new boundary condition of being exploited by organizations.

Examining a third level of police organizational climate: Does organizational self-legitimacy shape officer attitudes on the job?

PurposeThis study builds on recent efforts to take a broader (organizational climate) perspective of organizational justice by adding the role of peer officers and supervisor-induced self-legitimacy in modeling the impact of agency supervision on policing outcomes. MethodsThis study regresses measures of supervisory, peer, and officer-level dimensions of organizational climate on Croatian officer (N = 638) judgments of job satisfaction, trust in the public, and external-audience self-legitimacy. ResultsWe find that a third (personal) level of organizational climate, organizationally induced self-legitimacy, was the dominant predictor of the three separate policing outcomes. The three models did not support supervisor procedural justice as an antecedent to positive police attitudes toward their job, but peer officer procedural justice had a modest role as a predictor of officers' perceptions of external audience self-legitimacy. ConclusionsWhile criminal justice scholars have demonstrated the role that perceptions of supervisor fairness have on shaping officer attitudes and behavior across a wide range of institutions, this study suggests that other facets of organizational culture may have a greater impact on officer attitudes toward their job.

CSR gap and firm performance: An organizational justice perspective

A firm’s internal and external stakeholders may have conflicting demands on the firm’s corporate social responsibility (CSR) investments. Based on the organizational justice perspective, this study examined the impact of the gap between external and internal CSR investments on firm performance. A panel sample of 3,302 firms and 21,031 firm-year observations from China over the 2010–2019 period was employed. The results empirically supported the negative impacts of the CSR gap on financial and operational performance. In addition, this study found that CSR disclosure strengthened the negative impacts, while the Employee Stock Ownership Plan weakened the impacts. This research also provided empirical evidence of the link between CSR and firm performance by considering the competing relationship between internal and external CSR investments and employees’ perceptions. The findings suggested that managers adopt a more productive CSR strategy based on a careful consideration of different CSR dimensions.

THE EFFECTS OF ORGANIZATIONAL JUSTICE ON EMPLOYEE COUNTER WORK BEHAVIOR MEDIATED BY EMPLOYEE ENGAGEMENT; A CASE OF MANUFACTURING SECTOR EMPLOYEES

Employee counterwork behavior (CWB) is a negative behavior exerted by employees. Every year, organizations around the world suffer financially and operationally due to the employee involvement in CWB. In present study, we investigate this issue by using the organizational justice and employee engagement perspective. The study aims to test the effects of organizational justice on employee CWB and employee engagement. Additionally, we tested if employee engagement function as a mediator in organizational justice and employee CWB relationship. The study utilized quantitative and cross-sectional approach. Data was collected from manufacturing sector staff (n=212). Validity and reliability was established using the Confirmatory Factor Analysis performed by AMOS. Path analysis was performed for hypotheses testing. Our key findings are that organizational justice dimensions including distributive justice (Beta=-.086, P<.05); procedural justice (Beta=-.084, P<.05); and interactional justice (Beta=-.075, P<.05) has negative and significant effects on employee CWB. We also found that organizational justice dimensions including procedural justice (Beta=.073, P<.05); and interactional justice (Beta=.075, P<.05) has positive and significant effects on employee engagement while result for distributive justice turned out to be insignificant. We also found positive but insignificant effects of employee engagement on CWB (Beta=.032, P>.05). Additionally, we tested the employee engagement as mediator and found that employee engagement significantly mediates between distributive and procedural justice and employee CWB relationship. Based on these findings, we concluded that employee involvement in CWB is not only influenced by personality factors but also influenced by organizational related factors. Keywords: Justice, Engagement, Counter Work Behavior, Deviance, Manufacturing, Oman.

Study on Employee Burnout in Hotel J Based on Organizational Justice Perspective

With the economic development in recent years, incomes and living standards have increased, consumer attitudes have changed. Tourism and hotel industry is developing rapidly. It not only contributes to the promotion of local economic development, but also provides a large number of employment opportunities (li, et al., 2015). The hotel industry has also seen a series of changes in market size, consumer orientation and service standards (shi, et al., 2022). The human resource profile of the hospitality industry is changing as the age structure of the population changes, educational attainment and labor costs rise year on year (guo, et al., 2016). Whether or not employees recognize the salary paid by the hotel determines whether or not the average employee is willing to work actively for the hotel and whether or not a skilled employee wants to stay with the hotel. And there is still a discrepancy between objective pay and subjective perceptions of pay equity. This paper studies the relationship between j hotel management and employee burnout.

AI Fairness in Organizational Decisions: Conceptualization, Measurement, and Attainment

Digital transformation of decision-making with AI has made AI fairness a major issue for organizations. Although there have been significant technical advances in the computer science literature on artificial intelligence/machine learning (AI/ML) on assessing and attaining AI fairness, this literature has not been bridged with the rich body of work on organizational justice. Drawing on organizational justice theory, we develop a taxonomy of AI fairness assessment and attainment. Our taxonomy differentiates: (i) AI fairness assessment based on form (outcome-based, process-based) and foci (collective, instance), and (ii) AI fairness attainment methods based on form (outcome-based, process-based) and proactivity (reactive, proactive). For both AI fairness assessment and attainment, we differentiate the form of fairness based on principles for fairness: equality, equity, and need for outcome-based fairness; input validity, process integrity, and process correctability for process-based fairness. Using our taxonomy, we synthesize 77 articles in the top AI/ML conferences in the last ten years. In doing so, we cohere the technical advances on AI fairness assessment and attainment from an organizational justice perspective and bridge these literature. Drawing on the insights, we generate theoretical, practical, and future research implications on three fronts: bridging the technical perspective on AI fairness with the organizational justice perspective, assessing AI fairness, and attaining AI fairness.

Job evaluation as a mechanism for achieving the fairness of a wage structure in the administrative system: theoretical perspectives

PurposeThis paper aims to present a theoretical framework which reveals the relationship between job evaluation (JE) and the development of fair wage structure from the organizational justice (OJ) perspective. It focuses on analyzing the dimensions of job-based pay structure and the use of multifaceted construct of OJ (procedures, distribution and interaction) to determine how the perceived justice of JE's multi-levels construct contributes to achieve the fairness of wage structure.Design/methodology/approachThis paper adopts an analytical descriptive approach in terms of explaining the perspectives and viewpoints related to the analysis. This paper is based on examining a theoretical framework provided by the authors based on a theoretical review of literature and a set of empirical evidences.FindingsThe design of a hierarchical wage structure counts on the multidimensional approach of JE which consists of three dimensions (processes, outcomes and social system). In addition, the determination of wage structure fairness is dependent on the assessment of the perceived justice of: JE's procedures, wages distribution and management's treatment with its employees.Originality/valueThis study provides a new theoretical contribution in studying the relationship between JE and the design of fair wage structure. This contribution can be regarded as a theoretical foundation for conducting some empirical and comparative studies in the future. The study affords directive mechanisms to policymakers in order to enhance the fairness of the wage structure across the state.

Explaining the Effectiveness of Construction Arbitration: An Organizational Justice Perspective

AbstractArbitration has been touted as one of the best methods of resolving construction disputes, largely due to its perceived speed, cost-effectiveness, and finality of the award. However, studie...

Ethical Evaluation of Academic Promotion Regulations from the Perspective of Organizational Justice

Ethical Evaluation of Academic Promotion Regulations from the Perspective of Organizational Justice

The Mediating Role of Organizational Justice in Linking Human Resource Practices to Employee Outcomes: Evidence from Indian Banks

The study represents a pioneering and seminal attempt to understand the implications of human resource practices on employee outcomes in the Indian banking sector from an organizational justice perspective. The study aims to examine the mediating influence of organizational justice perception between HR Practices and employee outcomes of job satisfaction and stress. The study expands by examining three different dimensions of organizational justice namely, distributive justice, procedural justice, and interactional justice. Data was collected using stratified sampling from 328 respondents from Indian public and private banks in Delhi. The study tests the conceptual framework using exploratory factor analysis, confirmatory factor analysis and path analysis for mediation effect using Hayes approach of bootstrap method. Using cross-level analysis, the relative influence of interactional justice was found to be largest for job satisfaction in private banks. The study contributes to the existing debate that exists around “how” employee perception of human resource practices leads to employee outcomes. This research will sensitize human resource practitioners working in Indian banks on how to implement human resource practices as an intervention to bring positive employee outcomes.

Configurational paths of employee reactions to corporate social responsibility: An organizational justice perspective

AbstractCorporate social responsibility (CSR) is critical for organizations who want to pursue sustainable development and competitive advantage by influencing employee attitudes. Drawing on the deontic justice theory, we argue that internal and external CSR initiatives promote self‐focused and other‐focused justice, respectively, which contribute to employee‐perceived organizational justice and shape positive employee behaviors. This study applied a fuzzy‐set qualitative comparative analysis method to determine the interactive effects of employee perceptions of CSR practices and organizational justice on employee outcomes. An examination of data from 1,231 employees in Taiwan revealed that high CSR perceptions lead to high perceived justice among employees who attach high importance to justice. In addition, while high perceived justice by itself is insufficient to determine positive employee outcomes, the combination of high perception of internal CSR, external CSR, and organizational justice is sufficient to predict positive employee outcomes. The findings provide implications for both research and practice.

NEW PERSPECTIVE ON ORGANIZATIONAL JUSTICE (OJ) AND POSITIVE ORGANIZATIONAL BEHAVIOR (POB): A SYSTEMATIC REVIEW

Purpose of the study: This paper aims to discover the new perspective of organizational justice (OJ) and positive organizational behavior (POB) using a systematic review.
 Methodology: This study is based on 5.530 articles from the Digital library ScienceDirect, Proquest, EBSCOhost, JSTOR, Springer. This study uses articles published in 2011 - 2020 relating to OJ and POB with a systematic review method.
 Findings: Results from new perspectives of organizational justice (OJ) and positive organizational behavior (POB) are explored. Besides, procedural and distributive justice have the highest correlation in POB, followed by interpersonal Justice (IPJ) and informational justice (IFJ). In terms of POB outcomes, organizational commitment has the highest frequency as an OJ outcome, followed by OCB, job satisfaction, organizational trust, work performance, and the most rarely is pay satisfaction.
 Applications of this study: This paper identifies the configuration of thematic clusters in OJ and POB, the evolution of both fields in determining strategy policy needed, and in placing new research appropriately to avoid getting trapped in the wilderness of science.
 Novelty/Originality of this study: This is the first paper to jointly analyze clarity of the new perspective and conceptualization of organizational justice (OJ) and positive organizational behavior (POB).

The Mediating Effects of Organizational Reputation in Predicting Job Seekers Attraction from Third-Party Organizational Justice Perspective

This paper seeks to investigate the stipulation individuals’ perceptions of organizational justice, organizational reputation, and its effects to job seekers’ attractiveness. A total of 327 accounting and finance interns were assumed the role of job seekers. We wanted respondents to assess organizations in which they are currently undergoing internship to increase the likelihood that they had experience during the internship and knowledge gained about the organization; thus, held informed opinions about organizational justice and reputation, and its attractiveness as job seekers. We found each organizational justice dimensions (procedural, distributive, interpersonal and informational justice) influence job seeker attraction while organizational reputation role as mediator is significant. We suggested that organizations pay more attention on the informational justice and distribution justice following the empirical contribution is above than other dimensions either in direct or mediator impact of organizational reputation. Moreover, we else well highlighted the empirically evident that recognized the notion of signaling theory incorporated with social identity theory to publicize a deeper explanation of the job seeker attraction process. This is the first study to show that organizational justice is an instrumental characteristic, organizational reputation is a symbolic characteristic drawn from signaling theory and social identity theory and, this combination is better to comprehend on the job seeker attraction concept.

Job stress and turnover intention revisited: evidence from Korean firms

This study revisits the relationship between job stress and turnover intention for employees using a sample of employees in public companies of Korea. The authors investigate both the effect of job stress on turnover and the process by which job stress affects employee turnover. In particular, they prove that job satisfaction mediates the relationship between stress and turnover intention of the employees. Furthermore, the authors explore the job stress-turnover relationship by extending a review of the organizational justice perspective and posit whether an employee perceived organizational justice could mitigate the presumed adverse effects of job stress on turnover intention. They suggest empirical evidence that there is a significant positive relationship between job stress and turnover intention, and that job satisfaction partially mediates this relationship. However, the authors found no strong evidence of moderating roles of perceived organizational justice. Based on the job demands-resources (JDR) model, the relationship between job stress and turnover intention is evidenced. Besides, the study implies that the incidence of perceived organizational justice fails to mitigate the effect of these value-decreasing job stressors on employee turnover.

When Everyone Works Harder for Fewer Rewards, Is It Fair? Implications of “Organization-Wide Hardship” for Managing and Studying Organizational Fairness

As organizations compete in an increasingly global and challenging environment, “working” often requires working harder for fewer rewards. In this article, we introduce the concept of “organization-wide hardship,” which refers to workforce-shared hardship that results from an organization’s pursuit of a strategy associated with its industry-positioning goals. We propose a model for predicting and explaining employees’ reactions to organization-wide hardship. Our analysis and model make several contributions to the justice literature. First, we highlight the importance of organization-wide hardship (associated with pay freezes or pay cuts, increased working hours, or reduced work–family balance) as a potential contributor to the experience of low fairness for all employees in the organization. Second, we argue that research on the effects of management accounts (explanations) for their decisions should be extended by considering the effects of accounts from nonmanagement sources. Third, we highlight the potentially paradoxical effects of providing external (rather than internal) accounts to employees as these likely heighten the hardship’s perceived fairness yet also heighten employees’ concern for their organization’s future and hence their intended or actual turnover. Fourth, our article’s theorizing adds a temporal (future-oriented) perspective to the largely past-oriented perspective of organizational justice–related theorizing and research. We discuss the implications of our model for organizations and leaders and scholars who aim to study employees’ reactions to organization-wide hardship.

The organizations. Justice, trust and retaliatory attitude: a study in a company in the metal-mechanic sector

The working relationship between individuals and organizations has been based on the perspective of organizational justice due to the need for approaches that go beyond the formal-legal dimension that regulates such relationship. This study aimed to describe the role of employees’ trust in the organization according to the relationship between organizational justice and predisposition to retaliatory attitudes. To accomplish that, a survey was carried out, with 188 employees, chosen by convenience. Data analysis was performed using a confirmatory factor, regression, mediation and moderation in order to test the relationship between organizational justice with the other theoretical model constructs. The hypothesis of the negative effect of justice on the retaliation was confirmed (H1). The indirect mediating effect of organizational trust on justice and predisposition to employees’ retaliatory attitude (H2) and the moderating effect of trust on the relationship between justice and employees’ retaliatory attitude (H3) were also confirmed. The results suggested that employees’ trust in the organization has a mediating and moderator effect on the relationship between justice and employees’ retaliatory attitude. These findings contribute to a better understanding about the effects of justice on the relationship between employees and organizations, indicating objective managerial implications to mitigate the effects of retaliation in these organizations.