Organizational Justice Questionnaire Research Articles

Work Engagement: The Impact of Psychological Capital and Organizational Justice and Its Influence on Turnover Intention

Objective - To remain competitive, organizations must be able to adapt to change and increase their performance. In order to increase performance, organizations must focus on how they manage their employees, including how to retain them. Previous studies have shown that work engagement (WE) has a positive effect on employee retention (Schaufeli & Bakker, 2004). The JD-R Model suggests that WE is influenced by enhancing personal and job resources (Schaufeli, 2017). This research aims to investigate the impact of both of those resources on WE. The personal resource measured in this study is psychological capital while the job resource measured is organizational justice. Furthermore, this research also aims to determine the extent to which WE can be used to predict employee turnover. Methodology/Technique - A quantitative method is implemented in this study by distributing a Utrecth Work Engagement Scale, Psychological Capital Questionnaire, Organizational Justice Questionnaire, and Turnover Intention Scale to 243 employees working in a manufacturing company in Jakarta, Indonesia. Findings - The results of this research conclude that psychological capital and organizational justice have a significant effect on WE (F= 15.231; p <0.05). Further analysis also concludes that WE has a significant impact on employee turnover (F= 10.888; p <0.05). Novelty - The findings of this study indicate that organizations should create and maintain employees WE in order to increase employee retention, while WE can be promoted by improving the psychological capital and providing fair treatment to all employees. Type of Paper: Empirical. Keywords: Organizational Justice; Psychological Capital; Turnover Intention; Work Engagement. JEL Classification: M10, M12, M19.

Organizational Justice and Refraining from Seeking Medical Care Among Japanese Employees: A 1-Year Prospective Cohort Study

BackgroundUsing a 1-year prospective design, we examined the association of organizational justice (i.e., procedural justice and interactional justice) with refraining from seeking medical care (RSMC) among Japanese employees.MethodsWe surveyed 2695 employees (1994 men and 701 women) from two factories of a manufacturing company in Japan. A self-administered questionnaire comprising scales for measuring organizational justice (Organizational Justice Questionnaire) and potential confounders (i.e., demographic and socioeconomic characteristics as well as health-related behaviors) was administered at baseline (from April to June 2011). At 1-year follow-up (from April to June 2012), a single-item question was used to measure RSMC during the follow-up period. Multiple logistic regression analysis was conducted by gender.ResultsAfter adjusting for potential confounders, low procedural justice and low interactional justice at baseline were found to be significantly associated with higher odds of RSMC during the 1-year follow-up for male employees (odds ratio = 1.33 [95% confidence interval = 1.16–1.52], p < 0.001 and 1.15 [95% confidence interval = 1.02–1.29], p = 0.019, respectively). Similar patterns were observed for female employees (odds ratio = 1.37 [95% confidence interval = 1.08–1.74], p = 0.009 and 1.23 [95% confidence interval = 1.02–1.50], p = 0.035 for low procedural justice and low interactional justice, respectively).ConclusionsThe present study provided evidence that the lack of organizational justice is positively associated with RSMC among Japanese employees, independently of demographic and socioeconomic characteristics as well as of health-related behaviors.

Reliability and validity of the Korean version of organizational justice questionnaire

BackgroundMany studies show that organizational justice (OJ) is related to psychological determinants of employee health. To prevent health problems related to OJ in Korean workplaces and to accurately measure OJ, we developed the Korean version of the Organizational Justice Questionnaire (K-OJQ) and assessed its validity and reliability.MethodsA questionnaire draft of the K-OJQ was developed using back-translation methods, which was preliminary tested by 32 employees in Korea. Feedback was received and the K-OJQ was finalized. This study used data from 303 workers (172 males, 131 females) in Korea using the K-OJQ, job stress, and lifestyle questionnaires.ResultsCronbach’s α coefficients of the internal consistency reliability was 0.92 for procedural justice and 0.94 for interactional justice. Factor analyses using SPSS 24 and Amos 23 extracted two expected factors, named procedural justice (7 items; range, 1.0–5.0) and interactional justice (6 items; range, 1.0–5.0) and showed a reliable fit (χ2 = 182; p = .000; GFI = .912; AGFI = .877; CFI = .965; RMSEA = .077). Furthermore, higher procedural justice and interactional justice levels were correlated with lower job demand (− 0.33; − 0.36), insufficient job control (− 0.36; − 0.41), interpersonal conflict (− 0.45; − 0.51), job insecurity (− 0.33; − 0.34), organizational system (− 0.64; − 0.64), and lack of reward (− 0.55; − 0.63).ConclusionsThe K-OJQ was objectively validated through statistical methods.

A path analysis of the effects of nurses' perceived organizational justice, organizational commitment, and job satisfaction on their turnover intention

Background: Staff turnover, particularly nursing staff turnover, is one of the most common reasons behind loss of productivity in health-care organizations. A basic requirement for reducing staff turnover is to determine its causes. Objectives: This study evaluated the relationships of perceived organizational justice, organizational commitment, and job satisfaction with turnover intention among a group of Iranian hospital nurses. Methods: This cross-sectional study was conducted on nursing staff and auxiliary nurses who were working in 15 teaching hospitals affiliated to Shiraz University of Medical Sciences, Shiraz, Iran. A random sample of nurses, who had an associate or higher degrees in nursing and had a work experience of >1 year, was recruited through stratified random sampling. Data were collected using a demographic questionnaire, the Organizational Justice Questionnaire, the Job Satisfaction Questionnaire, the Organizational Commitment Questionnaire, and the Questionnaire of Turnover and were analyzed through the confirmatory factor analysis, path analysis, Pearson's correlation analysis, and squared multiple correlation analysis. Results: Organizational justice had significant direct relationships with job satisfaction (r = 0.73) and organizational commitment (r = 0.61) and inverse relationship with turnover intention (r = −0.41). Path analysis revealed that organizational justice had no direct effects on turnover intention, while it had indirect effects on turnover intention through the paths of organizational commitment and turnover intention. Conclusion: Nurses' turnover intention is directly affected by organizational commitment and job satisfaction and indirectly affected by organizational justice through the paths of organizational commitment and turnover intention.

Association between organizational justice and productivity of human resources: a study at the Jundishapur Medical Sciences University of Ahvaz

Objective: From the management perspective, productivity is defined as the successful utilization of resources to achieve the desired goals. training and improvement of human resources are one of the several ways for increasing the productivity of human resources. Organizational justice is another factor affecting the productivity but has received little or no consideration. Organizational justice refers to the perceptions of employees about the fairness and fair behavior of the management on the job. Justice processes play an important role in all organizations. Besides, the manner in which the organizations deal with their employees can greatly influence their beliefs, feelings, attitudes, and behavior This correlational descriptive study aims to determine the association between organizational justice and productivity of human resources in Jundishapur Medical Sciences University of Ahvaz. Methods: 376 employees of the university were randomly sampled. Persian version of Niehoff and Moorman's organizational justice questionnaire and Hersey and Goldsmith's human resources productivity questionnaire were used for data collection. Results: The results of this study based on the dimensions of organizational justice indicated that the perception of total organizational justice among the included employees was relatively inappropriate, and only the dimension of interactional justice was estimated to be in the relatively appropriate condition.The study also showed a positive and significant association between organizational justice and human resources' productivity. Conclusions: As the organizational justice scenario is bad, therforeit is essential that the managers ensure a fair and just environment for the employees. This is essential to maximize the efficiency and productivity of the employees to achieve organizational goals. It was found that that the higher the perception of organizational justice especially procedural justice, the more was the productivity index in the organization. In addition, a medium, positive, and significant association was observed between distributive justice and the productivity of the employees.

The Effect of Talent Management Process on the Research Performance of Faculty Members with the Mediating Role of Organizational Justice

The research performance of faculty members is one of the main criteria for measuring university performance, and universities and higher education centers seek to improve it because of their purpose and the commitment that they feel towards various parts of society. The present research aims at determining the effects of the components of perceived talent management on the research performance of faculty members with the mediating role of perceived organizational justice. The research is a correlational-descriptive study based on structural equations and its statistical population consists of the faculty members at the University of Isfahan, Isfahan University of Medical Sciences and Isfahan University of Technology.For the sample size, using the SPSS Sample Power software, out of 562 individuals, 130 were selected using stratified random sampling proportional to sample size. For data collection, faculty members’ research performance record, a talent management questionnaire and a perceived organizational justice questionnaire were used. Convergent validity for both questionnaires (AVE) was calculated to be more than 0.5 and the reliability of both questionnaires using Cronbach’s alpha coefficient was calculated to be more than 0.75. Data analysis was performed using the Smart PLS 3.2.6 statistical software.Findings indicated that the components of the variables of perceived talent management and perceived organizational justice constitute a total of 61% of the variance of the variable of research performance and the mediating role of the variable of perceived organizational justice was calculated to be insignificant. As a result, it can be said that improvement of talent management process components can lead to increased faculty members’ perceived organizational justice and ultimately improved research performance.

Associations between organizational injustice and work ability, self-reported disability days, and medical consultations: cross-sectional findings from employees with prior sickness absence payments.

The aim of the study was to identify associations between organizational injustice and work ability, disability days, and consultations with general practitioners. Cross-sectional data of persons previously receiving sickness absence benefits were used for analyses. Organizational injustice was assessed using a German version of the "organizational justice questionnaire". Dependent variables were the Work Ability Index, self-reported disability days, and consultations with general practitioners. Associations were adjusted for sociodemographic characteristics, behavioral health risks, neuroticism, effort-reward imbalance, and overcommitment. The analysis included 2983 employed persons (54.1% women, mean age: 47.9years). High organizational injustice was associated with poor work ability (OR=2.04, 95% CI 1.55-2.69). There were also slight associations with frequent self-reported disability days (OR=1.34, 95% CI 1.06-1.68). The dependent variables were also associated with the effort-reward ratio and overcommitment. Organizational injustice is associated with work ability, self-reported disability days, and health-care utilization. Results support the notion of a complementary role of the models of organizational justice and effort-reward imbalance.

THE RELATIONSHIP BETWEEN PERCEIVED ORGANIZATIONAL JUSTICE AND JOB INVOLVEMENT IN FEMALE TEACHERS OF HIGH SCHOOL SECOND YEAR IN ISFAHAN CITY

Purpose: This study aimed at specifying the relationship between perceived organizational justice and job involvement in female teachers of the high school second year in Isfahan city and conducted in a correlation method in 2015-5016.&#x0D; Methodology: Research population was all female teachers who teach to the student of 2nd year in high schools of Isfahan 6 educational areas (1475 individuals). From among this population, 260 individuals were selected based on Cochran sample mass in a multi-step cluster sampling. Research instruments were organizational justice questionnaire by Colquitt (2010) and job involvement questionnaire proposed by Kanugo (1983). Based on Cronbach's Alpha, the stability of these questionnaires was 80% and 90% for psychological assets and teachers work involvement, respectively. The data were then analyzed using descriptive and deductive statistic including Pierson correlation test, step to step regression.&#x0D; Main Findings: Results of this study show that there exists a positive, meaningful relation between organizational justice and 4 of its dimensions (procedural, distributional, personal and informational) and job involvement. (p&lt;0.01) results of the multi-regression analysis indicate that organizational justice and 2 dimensions of that (procedural and interpersonal ones) have got the most power to predict teachers' job involvement.&#x0D; Implications: Results of this study can enrich the knowledge about the relationship between perceived organizational justice and job involvement in female teachers of the high school.&#x0D; Originality: As per author’s information and belief, first-time relationship between perceived organizational justice and job involvement in female teachers of high school of Isfahan city, Iran.

Modifying effect of cigarette smoking on the association of organizational justice with serious psychological distress in Japanese employees: a cross-sectional study.

We examined the modifying effect of cigarette smoking (i.e., smokers vs. non-smokers) on the association of organizational justice (i.e., procedural justice and interactional justice) with serious psychological distress (SPD) in Japanese employees. Overall, 2838 participants from two factories of a manufacturing company in Japan completed a self-administered questionnaire comprising the scales on organizational justice (Organizational Justice Questionnaire), smoking status, psychological distress (K6 scale), demographic and occupational characteristics (i.e., gender, age, education, family size, history of depression, chronic physical conditions, occupation, and work form), and other health-related behaviors (i.e., drinking habit and physical activity). Multiple logistic regression analyses were conducted. In a series of analyses, interaction term of procedural justice or interactional justice with smoking status was included in the model. After adjusting for demographic and occupational characteristics as well as other health-related behaviors, low procedural justice and low interactional justice were significantly associated with SPD (defined as K6≥13). Furthermore, marginally significant interaction effect of procedural justice with smoking status was observed. Specifically, the association of low procedural justice with SPD was greater among smokers [prevalence odds ratio 7.13 (95% confidence interval 3.25-15.7) for low vs. high procedural justice subgroup] than among non-smokers [prevalence odds ratio 2.34 (95% confidence interval 1.52-3.60) for low vs. high procedural justice subgroup]. On the other hand, interaction effect of interactional justice with smoking status was not significant. Cigarette smoking seems to have a harmful effect on the association of the lack of procedural justice with SPD in Japanese employees.

The Relationship between Organizational Justice and Turnover Intention: A Survey on Hospital Nurses

Introduction: High organizational justice and its factors are associated with reduced turnover intention. Therefore, in this study, we aimed to examine the relationship between organizational justice and turnover intention among hospital nurses. Materials and Methods: This descriptive, analytical study was conducted on 135 nurses working in Labafi Nejad Hospital in Tehran, Iran, 2015. The data were collected using Beugre's (1998) questionnaire of organizational justice questionnaire. To analyze the data, Pearson’s correlation and ANOVA tests were performed using SPSS, version 20. Results: Mean organizational justice and turnover intention scores were 68.85±7.67 and 47.8±12.47, respectively. Among the different types of organizational justice, the highest mean score was pertinent to interactional justice (75.24±16.68). A significant inverse correlation was observed between turnover intention and organizational justice (r=-0.36), interactional justice (r=-0.38), and procedural justice (r=-0.36), while no association was noted between turnover intention and systemic and distributive types of justice. Furthermore, there was no link between demographic variables, organizational justice, and turnover intention. Conclusion: Considering the prominent role of organizational justice in personnel’s intention to leave their job, and given high costs of recruiting and training new staff, managers should pay especial attention to promoting justice and employees’ satisfaction and enhancing stability in their organizations by reinforcing positive attitudes in the employees.

The Relationship between Personal Resistance and Organizational Justice with Commitment to Organizational Change (Case Study: Kurdistan Province Police)

The aim of this study was to investigate the relationship between organizational justice and individual resistance against the commitment to planned organizational changes. The research method was descriptive and 161 questionnaires were returned were analyzed. In order to collect information from statements Hoff and Moorman organizational justice questionnaire (2015) and a commitment to organizational change Jafarpoor questionnaire (2011) and resistance to change Jafarpoor and Sehat (2013) were used. The results showed that organizational justice and a commitment to change has a direct and positive relationship as well as the planned organizational resistance to change, significant and direct relationship with a commitment to organizational change. Among the secondary hypotheses, inverse relationship was observed only the resistance to organizational change and normative commitment (normative). DOI: 10.5901/mjss.2016.v7n2s2p100

A study on the relationship between organizational justice and behavior of organizational citizenship

Organizational justice can have a very important role in improving organizational citizenship behaviour. The goal of present study is to examine the relationship between organizational justice and behaviour of organizational citizenship behaviour among staff of Emam Khomeini committee in Farsan Township. Statistical population of this research includes all the staff in Emam Khomeini committee and subset clubs. Among them 80 people are selected as a sample randomly. The present research is applied and data collection is descriptive and correlational. For data collection organizational citizenship questionnaire and organizational justice questionnaire (Neihoff and Moorman) are used, for data analysis according to the subject and hypothesis Pearson statistical methods and specification coefficient V were used. Acquired data shows there is a significant relationship between organizational justice and organizational citizenship behaviour and organizational justice variables predict all features of organizational citizenship behaviour except civility and there is a significant relationship between them.

Investigating the Effects of Authentic Leadership of Managers on Organizational Commitment of Teachers with Organizational Justice as the Mediator Variable

The present study was conducted by the aim of investigating the fit of the presented model for the relationship between authentic leadership and organizational commitment of staff with a mediating role of organizational justice. The population of the research included all the teachers in high schools (for male students) in Education district 2 in Qom city. From the population, 300 individuals were selected through cluster sampling. For gathering the data, authentic leadership questionnaire (Avolio et al., 2007), organizational justice questionnaire of Niehoff &amp; Moorman (1993), and Allen &amp; Meyer's Organizational Commitment Questionnaire (2002) were used. For analyzing the data, structural equation modeling – fit indices and path coefficients – was used. The results of the analysis showed that authentic leadership has a direct and significant effect on the organizational commitment of teachers. Also, authentic leadership has an indirect effect, through organizational justice, on organizational commitment. The other finding of the research is that organizational justice has a direct and significant effect on organizational commitment of teachers, and the offered conceptual model has a significant statistical fit, that means the explanatory model for organizational commitment based on authentic leadership and organizational justice has fitness with empirical data. Finally, based on the information obtained from structural equations model, it can also be said that all the components existing in the 3 variables of the research have positive and significant relationships with one another.

The Impact of Organizational Justice on Turnover Intention of Bankers of KPK, Pakistan: The Mediator Role of Organizational Commitment

The main purpose of this research was to investigate the mediating effect of organizational commitment between organizational justice and turnover Intention of bankers, Pakistan. Data were collected through organizational commitment questionnaire, organizational justice questionnaire and turnover Intention questionnaire from 177 bankers of KPK, Pakistan. Results showed that organizational justice had a significant positive relationship with organizational commitment and negative relationship with turnover Intention. It was also found that organizational commitment had a significant negative relationship with turnover Intention. Confirmatory factor analysis explored that the measurement model of organizational justice, organizational commitment and turnover Intention fit the sample data very well. Organizational justice showed a direct impact of -68 on turnover Intention. The impact of organizational justice on turnover Intention came down to -22% when organizational commitment as mediator was included. Organizational commitment mediated the role between organizational justice and turnover Intention. Furthermore, OJ showed a significant impact of 68% on organizational commitment that led to -72% impact on turnover Intention.

Change in organizational justice and job performance in Japanese employees: A prospective cohort study.

The aim of the present study was to investigate the association of one-year change in organizational justice (i.e., procedural justice and interactional justice) with job performance in Japanese employees. This study surveyed 425 men and 683 women from a manufacturing company in Japan. Self-administered questionnaires, including the Organizational Justice Questionnaire (OJQ), the World Health Organization Health and Work Performance Questionnaire (WHO-HPQ) and the scales on demographic characteristics, were administered at baseline (August 2009). At one-year follow-up (August 2010), the OJQ and WHO-HPQ were used again to assess organizational justice and job performance. The change in organizational justice was measured by dichotomizing each OJQ subscale score by median at baseline and follow-up, and the participants were classified into four groups (i.e., stable low, adverse change, favorable change and stable high). Analysis of covariance (ANCOVA) was employed. After adjusting for demographic and occupational characteristics and job performance at baseline, the groups classified based on the change in procedural justice differed significantly in job performance at follow-up (ANCOVA: F [3, 1097]=4.35, p<0.01). Multiple comparisons revealed that the stable high procedural justice group had significantly higher job performance at follow-up compared with the stable low procedural justice group. The groups classified based on change in interactional justice did not differ significantly in job performance at follow-up (p>0.05). The present findings suggest that keeping the level of procedural justice high predicts higher levels of job performance, whereas the psychosocial factor of interactional justice is not so important for predicting job performance.

The impact of emotional intelligence on work engagement of registered nurses: the mediating role of organisational justice.

To explore the impact of emotional intelligence and organisational justice on work engagement in Chinese nurses and to examine the mediating role of organisational justice to provide implications for promoting clinical nurses' work engagement. The importance of work engagement on nurses' well-being and quality of care has been well documented. Work engagement is significantly predicted by job resources. However, little research has concentrated simultaneously on the influence of both personal and organisational resources on nurses' work engagement. A descriptive, cross-sectional design was employed. A total of 511 nurses from four public hospitals were enrolled by multistage sampling. Data collection was undertaken using the Wong and Law Emotional Intelligence Scale, the Organizational Justice questionnaire and the Utrecht Work Engagement Scale-9. We analysed the data using structural equation modelling. Emotional intelligence and organisational justice were significant predictors and they accounted for 44% of the variance in nurses' work engagement. Bootstrap estimation confirmed an indirect effect of emotional intelligence on work engagement via organisational justice. Emotional intelligence and organisational justice positively predict work engagement and organisational justice partially mediates the relationship between emotional intelligence and work engagement. Our study supports the idea that enhancing organisational justice can increase the impact of emotional intelligence. Managers should take into account the importance of emotional intelligence and perceptions of organisational justice in human resources management and apply targeted interventions to foster work engagement.

The relationship between perceived organizational justice and organizational commitment: A case study of female teachers

Aim: The aim of this study was to determine the relationship between perceived organizational justice and organizational commitment of female teachers in Iran. Methodology: One hundred fourteen female teachers were randomly selected using descriptive-correlational method. For data gathering, the Colquitt's Organizational Justice Questionnaire and May-Allen's Organizational Commitment Questionnaire were used. The validity of the questionnaires was verified according to the viewpoints of experts in educational sciences and management. The reliability of the questionnaires estimated using Cronbach's α coefficient in a primary study on a 30-people sample, organizational justice questionnaire α =0.913 as well as Organizational Commitment Questionnaire α =0.924. After data gathering, they were analyzed based on research hypotheses using multivariate analysis of variance as well as multiple regression analysis. Results: The results indicated that there is a positive and significant relationship between all components of organizational justice and the aspects of organizational commitment. In addition, there is a significant predictive relationship among procedural justice, interactional justice, and distributive justice with continuous commitment and normative commitment. Conclusion: According to the theory of equity, it can be predicted that the personnel reacts toward the presence or absence of organizational justice at workplace. The increase of attachment and dependence is one of such reactions. That is, if the personnel witness that justice is not observed in the organization, they will feel some sort of tension, and therefore, they try to reduce their own dependency and commitment to the organization. In such cases, their organizational commitment may be diminished. Conversely, if they feel that organizational justice exists in the organization, they will be motivated to embrace more duties, tasks, and responsibilities so that, thereby, they would fulfill their debts to their career and consequently their organizational commitment would be increased.

The relationship between organizational justice and turnover intention among nurses in tertiary hospitals

Objective To explore the relationship between organizational justice and turnover intention among nurses of tertiary hospitals and to provide implications for human resource management.Methods Totally 511 nurses were recruited from four tertiary hospitals of Jinan City and investigated with Organizational Justice Questionnaire and Turnover Intention Scale.Results The average scores of turnover intention and organizational justice were (2.46±0.61) and (3.55±0.62),respectively.Distributive justice and informational justice were significant predictors of turnover intention.Conclusions The turnover intention of nurses in tertiary hospitals is high.It is beneficial for mitigating nurses' tumover intention to improve their organizational justice,apply post management and performance appraisal model. Key words: Organizational justice; Career mobility; Nurses; Hospitals; General

Relationship between organizational justice and trust among nurses in Assiut University Hospital

In the recent years, increasing attention has been paid to the issue of organizational justice and its impacts on organizational outcomes. The concept of justice is central to understanding a wide range of human behavior in the organizational setting. Organizational justice refers to employee's perceptions of fairness in the workplace. It has shown to be associated with several outcomes such as job satisfaction, work motivation This study was amid to assessing the organizational justice and trust in three university hospitals at Assuit. Relationship between organizational justice and trust Research design: was a cross-sectional descriptive correlation research design. Setting: The study was carried out at Assiut University Hospitals (main, pediatric and woman reproductive health hospital) Subject: included a representative sample (727) from the total number of nurses who working in the three hospitals. Tools: Three tools were used for data collection; Organizational Justice Questionnaire, and Organizational Trust Scale. Results revealed that there was a significant positive relationship between organizational justice and trust conclusions: The nurses' perception of organizational justice was significantly correlated with organizational trust. Recommendation: Organizational management should apply and create what is called climate of fairness and trust through working within a team contribution.

Direct and indirect effects of organizational justice on work ability.

Organizational justice (OJ), involving transparent workplace procedures and treating staff members with respect, has been of growing concern in recent epidemiological research as a determinant of health-related outcomes. To examine the factorial validity of the German version of Moorman's Organizational Justice Questionnaire (OJQ), to investigate the direct cross-sectional effect of OJ on self-rated work ability and to analyse if there is an additional indirect effect of OJ on work ability mediated by effort-reward imbalance. An analysis of cross-sectional data from the Second German Sociomedical Panel of Employees, involving white-collar workers employed at least half time. We performed confirmatory factor analyses to test the factorial validity of the OJQ and analysed the direct and indirect associations of OJ and self-rated work ability by path model analysis. Of the 1217 participants (47% female; mean age: 51) 36% had poor work ability. Factor analyses confirmed the two-factor structure of the German OJQ. Work ability was explained directly by OJ (β = 0.30) and effort-reward imbalance (β = -0.27). Additionally, we identified an indirect effect of OJ that was mediated by effort-reward imbalance (β = 0.14). The total effect of OJ on work ability was remarkably strong (β = 0.44). Associations remained unchanged after adjustment for socio-demographic parameters. This study showed the importance of considering additional indirect pathways when examining the impact of OJ on the work ability of employees.