Organizational Justice Research Articles

Stay or Leave: Investigating Factors Impact Crowd-Based Workers’ Platform-Based Justice Perceptions and Turnover Intentions

Crowdsourcing has emerged as a transformative business model, harnessing collective intelligence to tackle complex tasks efficiently. However, the impact of crowd-based platforms on workers’ justice perceptions is still understudied. This research delves into organizational justice perceptions among crowd-based workers, focusing on platform features that influence these perceptions as well as workers’ subsequent turnover intentions. Drawing on data collected from 364 workers across multiple platforms, findings indicate that equitable compensation policies, participative evaluation, interactive and considerate communication, and rule-based evaluation can enhance procedural, distributive, and interactional justice perceptions, which in turn, significantly reduce turnover intentions. Moreover, media richness moderates part of these relationships, strengthening the mitigating effects of justice perceptions on turnover intentions. The study contributes to understanding the dynamics of organizational justice in crowdsourcing contexts and provides insights for platform management strategies to enhance worker retention.

Unveiling the impact of school organizational justice on students’ professional commitment through academic stress mediation

Accurately understanding the critical elements influencing college students’ professional commitment is both an urgent practical requirement and a critical theoretical proposition in today’s intensely competitive job market. In order to provide new light on career development in the context of higher education, this study intends to investigate the complex interactions among college students between perceived organizational justice, academic stress, and professional commitment. Using descriptive statistics, correlation analysis, regression analysis, and structural equation modeling, we carried out a thorough investigation of H University’s full-time undergraduate students in Central China in order to thoroughly examine our hypothesis. The results show that students’ professional commitment is much lower when they view organizational justice to be lacking, and that there is a partial mediating role for academic stress in this relationship. Interestingly, organizational justice has a positive correlation with professional commitment and a negative correlation with academic stress. These findings provide educators and policymakers with insightful information, indicating that, in an increasingly competitive labor market, professional commitment is largely dependent on students’ ability to manage their academic stress and develop a sense of organizational justice. This study adds a new understanding of career development in higher education settings by merging professional commitment research with organizational justice theory. It also has significant implications for educational practices and career support measures.

Exploring the moderating effect of organisational climate on organisational justice and employees’ commitment in selected Nigerian banking sectors

Organisations are currently facing challenges due to internationalization and fundamental shifts in industries worldwide. The Nigerian banking sector is experiencing exceptional difficulties and competitive forces such as the issue of managerial decisions, perceptions of inequality, unfair treatment and a poor connection between individuals and their work environment. As a result, this study aims to acquire improved knowledge of how organisational justice and climate variables influence employee engagement in this industry. This investigation took a descriptive research technique. There were 361 questionnaires issued but only 332 were returned. 91.97% of the questionnaires examined were returned which is considered satisfactory for this study. Descriptive statistics were analysed using Statistical Packages for the Social Sciences (SPSS) while inferential statistics were used to evaluate the generated hypothesis using SEM-PLS. The findings showed that organisational climate does not moderate the relationship between organisational justice and employees' commitment but organisational justice has a direct relationship with employees' commitment. It can be concluded that organisational climate does not moderate the relationship between organisational justice and employees' commitment. Organisational stakeholders should make informed choices and implement successful strategies to improve employee well-being and organisational outcomes by understanding the relationship between organisational justice and employees' commitment.

Analisis Pengaruh Budaya Organisasi dan Keadilan Organisasi Terhadap Organizational Citizenship Behavior (OCB) Dengan Komitmen Organisasional Sebagai Variabel Intervening

This study aims to determine the Analysis of the Influence of Organizational Culture and Organizational Justice on Organizational Citizenship Behavior (OCB) with Organizational Commitment as an Intervening Variable. (Study on Employees of the Mataram City Health Office). This study used primary and secondary data obtained through the distribution of questionnaires to respondents who were employees of the Mataram City Health Office. The population in this study is 76 employees of the Mataram City Health Office. This research is a quantitative research. The analysis method uses Partial Least Squares Structural Equation Modeling (PLS-SEM) using the SmartPLS v.4.0 tool. The results of the study show that Organizational Culture has a significant positive effect on Organizational Citizenship Behavior (OCB), Organizational Justice has a positive and significant effect on Organizational Citizenship Behavior (OCB), Organizational Culture has a positive and significant effect on Organizational Commitment, Organizational Justice has a positive and significant effect on Organizational Commitment, Organizational Commitment has a positive and significant effect on Organizational Citizenship Behavior (OCB), Organizational Culture has a positive and significant effect on Organizational Commitment through Organizational Citizenship Behavior (OCB), Organizational Justice has a positive and significant effect on Organizational Commitment through Organizational Citizenship Behavior (OCB).

The Mediating Role of Job Satisfaction in the Effect of Perceived Organizational Justice by Five Star Hotel Employees on Turnover Intention: The Case of Antalya

The main purpose of this research is to determine the relationships between organizational justice, job satisfaction and turnover intention levels in hotel employees and whether job satisfaction has a mediating effect on the effect of organizational justice on turnover intention. The population of the research is five-star hotel employees in Antalya. In this context, research data was collected from 431 hotel employees by survey technique and the obtained data was analyzed with structural equation modeling. As a result of the research, significant relationships were determined between the variables. Another result obtained in the research is that job satisfaction has a mediating effect on the effect of organizational justice on the intention to leave.

The mediating effect of positive psychological capital on the effect of school organizational culture perceived by teachers on school organizational effectiveness and organizational justice

The mediating effect of positive psychological capital on the effect of school organizational culture perceived by teachers on school organizational effectiveness and organizational justice

The Impact of Organizational Change Recipients’ Beliefs on Job Performance: Focusing on the Moderated Moderating Effects of Organizational Justice and Resilience

The Impact of Organizational Change Recipients’ Beliefs on Job Performance: Focusing on the Moderated Moderating Effects of Organizational Justice and Resilience

The Influence of Organisational Justice on Employee Performance in the Organised Private Sector of the Nigeria Economy

This study examined the Influence of Organisational Justice on Employee Performance in the Organised Private Sector of the Nigeria Economy. This study employs a quantitative research design, using a survey approach to collect data from 107 Respondents from the Organised Private Sector. The questionnaire was administered online, and participants were invited via email and social media. The analysis revealed a significant positive correlation (r = 0.674, p < 0.000) between distributive justice and employees' performance. This indicates that when employees perceive that outcomes and rewards are distributed fairly within the organization, their performance improves. Also, Procedural justice showed an even stronger positive correlation with employees' performance (r = 0.718, p < 0.000). This suggests that when employees believe that the processes and procedures used to make decisions are fair, their performance is significantly enhanced. Interactional justice also had a significant positive correlation with employees' performance (r = 0.681, p < 0.000). The study recommended that organizations can improve employee performance by putting in place fair and transparent remuneration structures, assessing and modifying reward programmes regularly to align them with market norms and employee contributions, and creating recognition initiatives that honour and recognize staff members for their efforts and accomplishments.

The Influence of Organizational Justice on Dropout Intention toward College Taekwondo Demonstration Players: The Moderating Effect of LMX and TMX

The Influence of Organizational Justice on Dropout Intention toward College Taekwondo Demonstration Players: The Moderating Effect of LMX and TMX

Understanding the interplay between organisational injustice and the health and wellbeing of female police officers: a meta-ethnography

BackgroundFemale police officers are reported to encounter more bias, discriminatory practices, and inadequate support than their male counterparts and experience poorer health outcomes. This meta-ethnographic review looks beyond individual responsibilities to consider which aspects of policing impact the health and well-being of female police officers.MethodsPrimary qualitative and mixed method studies published between 2000 and 2024 were included. ProQuest (all databases) and Ovid (Medline and Embase) were searched using terms related to health, wellbeing, females, police, and qualitative research. This was a cross-jurisdictional review, with no limit on country of study. In total, twenty-one papers met the inclusion criteria. A seven-phase inductive and interpretative meta-ethnographic technique was employed to synthesise, analyse, and interpret the data.ResultsThe data analysis revealed a distinct outcome that demonstrated a strong relationship and substantial impacts of organisational injustice on the health and well-being of female police officers. Our findings showed that organisational injustice, encompassing procedural, relational, distributive, and gendered injustice, significantly influences the health and well-being of female officers. Impacts on mental health were commonly discussed, followed by aspects influencing social health, workplace wellbeing, and physical health. Moreover, the effects of these four forms of organisational injustice and the associated cultural, systemic, and structural risk factors extend beyond the immediate health and wellbeing impacts on the individual female officer through impeding other aspects of their work life, such as career progression and work-life balance, that can further impact long-term health and well-being.ConclusionThis review highlights the importance of addressing organisational injustice and the cultural, systemic, and structural risk factors within policing to promote healthier and more inclusive workforces for female officers. Policymakers and practitioners should critically examine policies and practices that may appear gender neutral but disproportionately impact women, affecting the health and well-being of female police officers. By addressing these issues, transformative action can be taken to create safer, more supportive, and healthier working environments for female police officers.

Interrelations of broad-based employee stock compensation, organisational justice perception, and psychological ownership

ABSTRACT Psychological ownership is one of the most important mechanisms through which broad-based share compensation leads to positive employee attitudes and behaviours. Despite the implications of broad-based share compensation for employees’ perceptions of organisational justice (OJ), little academic attention has been paid to the relationship of share compensation, justice perception, and psychological ownership. This study focuses on this understudied link and examines if broad-based employee stock ownership can make a difference in employee attitudes such as psychological ownership and perceived organisational justice, and their relationships. This study analysed the surveys of workers from employee-owned companies (the National ESOP Employee Survey) and a comparison group from Amazon’s MTurk to examine the association between antecedents of psychological ownership and justice perception, and the differences made by broad-based share compensation.

Influence of Islamic leadership on Employee Psychological Well-Being with the Mediation of Organizational Justice

This study explores the relationship between Islamic leadership, organizational justice, and employee psychological well-being in the workplace. Islamic leadership, rooted in the teachings of Islam, is examined for its influence on employee well-being. The concept of psychological well-being, encompassing self-acceptance, positive relationships, autonomy, environmental mastery, purpose in life, and personal growth, is the primary focus of this research. A quantitative research method with a positivist approach and survey methodology was employed. The results reveal a significant relationship between Islamic leadership, organizational justice, and employee well-being. Organizational justice is also found to mediate the relationship between Islamic leadership and psychological well-being. These findings hold significant implications for organizational management, emphasizing the importance of religious values in leadership and justice in creating a fair work environment. Islamic leadership can serve as a source of motivation for employees, while organizational justice can enhance employee well-being. The study's findings can be utilized as a foundation for developing more effective management strategies to improve employee psychological well-being in the workplace. This research contributes significantly to understanding the relationship between Islamic leadership, organizational justice, and employee well-being

El trinomio compromiso, satisfacción y justicia organizacional en el binomio felicidad e intención de rotar

the aim of this study was to empirically analyze the relationships between the dimensions of organizational justice, job satisfaction, andorganizational commitment with work happiness and turnover intention among academic workers in Mexico. To this end, a sample of 393 higher education faculty members in Mexico was surveyed. The statistical technique of structural equation modeling (CB-SEM) was used to analyze the data. The study’s results show that, on the one hand, the variables of job satisfaction, organizational commitment, and organizational justice areinterrelated among these workers, and on the other hand, that these variables positively explain work happiness and negatively explain turnover intention. This information is relevant for university leaders to undertake a strategic direction oriented towards Happiness Management. This way, their human capital can perform their professional activities in an environment of positive emotions, creativity, joy, and subjective well-being.

COVID-19-induced changes in the workplace, psychosocial work environment and employee well-being: a longitudinal study.

In many workplaces, the coronavirus disease 2019 pandemic changed work arrangements, but there is scarce longitudinal evidence on whether psychosocial work environment and employee well-being were affected. To examine the psychosocial work environment and employee well-being before, during and after the pandemic in relation to pandemic-induced changes (working from home, change to other tasks and team reorganization). Survey data from a cohort of 20944 public sector employees in Finland were collected before (2016-2018), during (2020) and after the pandemic (2022). Multilevel linear and logistic regression was used to examine group differences between the before-during and during-after periods of the pandemic. Working from home was associated with a small but favourable change in worktime control, organizational justice and social capital (scale 1-5) during the pandemic and after the pandemic (marginal mean difference ranging from 0.02 to 0.09 with 95% confidence intervals [CIs] from 0.01 to 0.10). There was a post-pandemic increase in work time control, even among participants with a transfer into other tasks (0.11, 95% CI 0.07, 0.14) or team reorganization (0.06, 95% CI 0.02, 0.10). The decline in self-rated work ability (scale 0-10) before and during the pandemic was greater in those transferred into other tasks (-0.10, 95% CI -0.13, -0.06) than in those not (-0.05, 95% CI -0.06, -0.04). Working from home during the pandemic was accompanied by small favourable changes in the psychosocial work environment during the pandemic, whereas transition to different tasks was associated with a decline in self-rated work ability.

Examining the link between CSR perceptions and employee advocacy through organizational justice: Can corporate hypocrisy mitigate?

AbstractThis research aims to understand the relationship between employees' perceptions of corporate social responsibility and employee advocacy behavior through organizational justice. Furthermore, it explores the moderating effect of corporate hypocrisy in the relationship of organizational justice with employee advocacy behavior. Grounded in signaling and cognitive inconsistency theories, the proposed hypotheses were tested on data collected from 360 employees from the hospitality sector. The study followed a time‐lagged approach. In phase 1, the data were collected for demographic variables, corporate social responsibility perceptions, and corporate hypocrisy. In the second phase, data were collected for organizational justice and employee advocacy behavior, using separate survey links. Smart PLS 4.0 was applied to test the relationships proposed in the research model. The study found that employees who positively perceive firms' corporate social responsibility will engage in advocacy behavior. The results suggest a significant mediating effect of procedural justice in the relationship between corporate social responsibility and employee advocacy behavior. However, the mediating effect of distributive justice in this relationship could not be established. Further, the study found evidence that corporate hypocrisy moderates the indirect relationship between corporate social responsibility perceptions and advocacy behavior via procedural justice. Also, to the best of our knowledge, literature has no empirical evidence of the moderating effect of corporate hypocrisy in the indirect association between the perception of corporate social responsibility and employee advocacy behavior via organizational justice. It provides several important implications for advancing theoretical knowledge and practical insights for hospitality industry practitioners.

The Effect of Organizational Justice Perception on Ethical Sensitivity in the Health Sector

The Effect of Organizational Justice Perception on Ethical Sensitivity in the Health Sector

Relative Values: A Stakeholder Systems Approach to Aligning Business Logics and Social Logics in Hybrid Organisations

This article focuses on the challenge of aligning two potentially opposing institutional logics in hybrid organisations; and addresses the debate as to whether hybrids are increasingly dominated by business logics to the detriment of their social mission. Findings indicate that existing approaches lack a systemic framework that identifies where mission related tensions lie, and we show how these can be ameliorated by application of the stakeholder systems model. The model utilises dimensions of organisational justice to assess the level of equity stakeholders experience in their dealings with the focal organisation and how due recognition of these can limit mission drift.

Work engagement and organizational justice of nursing staff during COVID-19

During COVID-19 health crisis, the working conditions for nursing personnel in public hospitals were modified, nevertheless some factors remained present contributing to maintain their willingness to accomplish their duties. This article aims to analyze the effect of the pandemic on the Work Engagement and Organizational Justice of nursing staff in a public hospital. A quantitative correlational study that applied an online questionnaire to nursing personnel who remained active during the COVID-19 pandemic at a public hospital located in northwestern Mexico. In this study the 17-item Utrecht Work Engagement Scale was used to assess Work Engagement, and the 40-item Colquitt scale was used to assess Organizational Justice. For test the differences between before and during the pandemic an ANOVA for repeated measurements or a t-Student test was used. A p-value <0.05 was considered statistically significant. A SPSS v21 software was used for statistical calculations. During the pandemic, a slight decrease in the Work Engagement of the nursing staff, without changes in the Engajamento no Trabalho were observed. For staff with lower academic degrees, the decrease in Work Engagement was greater. In Work Engagement`s dimensions vigor and dedication decreased significantly; these dimensions decreased to a greater degree among nursing staff with a lower academic degree or a lower job status. The nursing staff showed few variations in their levels of Work Engagement and Organizational Justice during the COVID-19 health crisis, confirming what other authors have found about their high level of vocational sense. Also, the perception of nursing personnel regarding what is fair from managers remained despite the pandemic. The COVID pandemic had a mild effect on Work Engagement and Organizational Justice in nursing staff of a public hospital.

Organisational justice and deviance in academia: Is there a moderating effect of personality?

Orientation: Social exchange theory (SET) posits that employees reciprocate injustice with workplace deviance. However, studies reveal this may not always be the case because of the differences in employees’ personality traits.Research purpose: To examine the moderating role of Honesty-Humility, Emotionality and Agreeableness (H-HEA) of the HEXACO personality domain on the relationship between organisational justice (OJ) and workplace deviance among employees of selected public universities in South-West Nigeria.Motivation for the study: It becomes imperative to study workplace deviance behaviour (WDB) because of its costs and prevalence in the organisation. Hence, this study integrates the situational and individual antecedents of workplace deviance, using the HEXACO personality domain to moderate the relationship between OJ and personality.Research approach/design and method: The study adopted a quantitative approach; a survey was conducted among 572 employees of three public universities in Nigeria. Data collected were analysed using partial least square structural equation modelling.Main findings: The findings revealed that WDB reduces with OJ and increases with injustice. Essentially, the moderating effect of E-HEXACO selected by the Structural Equation Modeling (SEM) is found to be insignificant.Practical/managerial implications: The study recommends that university management and government alike should ensure justice in the public universities as this helps to reduce WDB.Contribution/value-add: This study proposes that employees’ personality traits will determine whether they will reciprocate feelings of injustice with deviant behaviour. This study has contributed to the literature by examining the HEXACO personality traits, which are scarcely being examined in Nigerian literature.

Analyzing the impact of organizational justice on seafarers’ commitment: job satisfaction as a key mediator

ABSTRACT The shipping industry is facing a shortage of seafarers and a high turnover rate which highlights the critical importance of seafarers’ job satisfaction and commitment. This study investigates the intricate relationships among organisational justice, job satisfaction, and organisational commitment among seafarers working in international merchant vessels. This study specifically examines the impact of organisational justice, which encompasses distributive justice (DJ), procedural justice (PJ), and interactional justice (IJ), on organisational commitment with the mediating role of job satisfaction of international seafarers. Utilising a unique dataset from 211 seafarers representing major seafaring nationalities, this study employs structural equation modelling (SEM) to analyze the relationships. The findings of this study shed light on how seafarers’ perceptions of equality and fairness in resource distribution, management policies and procedures, and the quality of interpersonal treatment affect their job satisfaction and, in turn, their commitment to their employing organisations. This study uses a unique data set collected from seafarers from the major seafaring nations that has not been done in previous studies. Moreover, this study, for the first time, includes all three dimensions of organisational justice and explores their impact on the overall justice perception of seafarers.