Organizational Procedural Justice Research Articles

Ethical Leadership Behaviors and Employee Perceptions of Organizational Justice: A Qualitative Research

Objective: The study explores a crucial aspect of the service industry: how managers' leadership impacts employees' views on justice within the coffee shop industry, specifically focusing their views of justice perceptions. Theoretical Framework: This research study's theoretical foundation lies in the principles of leadership and organizational justice, incorporating theories such as climate and decision-making along with models of organizational justice, including distributive, procedural, and interactional justice. Method: The study employed a method in its research work involving 16 managers and staff members working at coffee shops in Ankara, selected through convenience sampling for the sample collection process. Data were gathered through direct observations and semi- structured interviews utilizing a questionnaire focused on ethical leadership and organizational justice concerns. Results and Discussion: The research findings showed that ethical leadership practices directly impact how workers view fairness in their environment. Effective communication and seeking input are components of leadership that significantly influence the perception of impartiality and equity among employees. Moreover, providing support, being fair, and demonstrating sincerity are characteristics that distinguish ethical leaders. The study also emphasized that when leaders exhibit these behaviors, they help cultivate an environment of justice and equity, leading to increased employee contentment and confidence. Research Implications: The study's findings indicate that it is essential for service industry organizations, such as coffee shops, to cultivate leadership practices that foster a culture of fairness within the workplace environment. Managers and leaders should strive to communicate with their teams and offer support while ensuring equal treatment for all employees to improve their perceptions of fairness. These results have implications as they may be implemented to establish a favorable work atmosphere that boosts employee engagement and loyalty while enhancing overall productivity within the organization. Originality/Value: This research contributes to the existing body of knowledge by examining how ethical leadership practices impact justice in the coffee shop industry and provides information for managers and leaders to promote a culture of justice.

Does performance appraisal fairness alleviate police officers’ organizational silence? -Considering the moderating effect of trust-

This study investigated the effect of police officers’ perception of fairness in their performance evaluation on their employee silence, moderated by trust. The perception of fairness is divided into distributive justice and procedural justice and employee silence is divided into acquiescent silence and Defensive silence. Trust, the moderated variable, was divided into supervisor trust and organizational trust. Survey data were collected from police officers in Seoul, and quantitative analysis was conducted on them. Perceptions of fairness in performance evaluations had a negative effect on employee silence. Distributive justice had a strong negative effect on defensive silence, and procedural justice had a strong negative effect on acquiescent silence. The interaction between trust in superiors, organizational trust, and distributive justice and that between organizational trust and procedural justice had negative moderating effects on defensive silence but no moderating effect appeared for acquiescent silence.

Managing Employee Retention as A Strategic HRM Activity: Organizational Justice Effects Moderated by Tenure

The aim of this study is to examine the impact of organizational justice perceptions, namely distributive and procedural justice, on turnover intentions, moderated by tenure in the organization. Academicians from various public and private universities in Turkiye are selected as the main target of this study. Data was collected via a web-based questionnaire. A total of 748 questionnaires were analyzed. The results indicate that organizational justice components (i.e. distributive justice, procedural justice, and interactional justice) have significant negative influence on turnover intentions. Furthermore, analysis has revealed that tenure in the organization moderates the link from distributive and procedural justice perceptions to turnover intentions. Some practical implications are also discussed.

The Impact of Organizational Justice on Turnover Intention Among Primary Healthcare Workers: The Mediating Role of Work Motivation.

Adequate staffing of primary healthcare workers (PHCWs) is essential for strengthening healthcare systems, yet high turnover intention among these workers presents a significant challenge. While existing strategies primarily target economic incentives and career progression, this study proposes that enhancing organizational justice could offer a novel and impactful approach to retention. Drawing on equity theory and self-determination theory, the study examines how organizational justice influences turnover intention and the mediating roles of both the intensity and type of work motivation. This is a cross-sectional study design. A multi-stage cluster sampling method was utilized to administer a questionnaire survey to 1,200 PHCWs from 36 primary health institutions in Shandong Province, China. Multivariate linear regression analysis revealed that organizational justice significantly reduces turnover intention among PHCWs (β = -0.435, p < 0.001). Among its three dimensions, distributive justice (β = -0.203, p < 0.001) and procedural justice (β = -0.177, p < 0.01) had significant impacts on turnover intention, whereas interactional justice did not. The study also confirmed the mediating role of work motivation, with work motivation type accounting for 18.2% of the total effect, exerting a greater influence than work motivation intensity, which accounted for 13.8% of the total effect. This study finds that organizational justice, especially distributive and procedural justice, reduces turnover intention among PHCWs in China. Work motivation mediates this effect, with motivation type having a stronger influence than motivation intensity. Enhancing organizational justice through transparent systems for compensation, promotion, and inclusive decision-making can foster the internalization of work motivation, providing a sustainable approach to improving retention and supporting the stability of the primary healthcare workforce.

Workplace mitigators of the negative relationship between stress and health

PurposeThe purpose of this research is to more deeply understand how stress impacts the physical and mental health of employees and what management can do to attenuate the impact of stress on employee health. While the relationship between stress and employee health has received some empirical support in the literature (e.g. Cooper and Cartwright, 1994), less is known about workplace variables that may mitigate the negative effects of stress on health. This study aims to contribute to the literature by exploring three important workplace variables that could lessen the negative effects of stress on health.Design/methodology/approachA diverse group of employees from two healthcare organizations in the United States of America were surveyed about their work environments, job stress, mental health and physical health. Hierarchical regression analyses were used to investigate three unique workplace mitigators of the stress-health relationship.FindingsResults support perceived organizational support, procedural justice and managerial perspective-taking as variables that serve to make individuals hardier to the health consequences of stressful work. However, different moderating processes seem to account for mental health (perceived organizational support) and physical health (perspective-taking), while procedural justice mitigates the effect of stress on both mental and physical health.Originality/valueThis study contributes to an enhanced understanding of the relationships between stress and mental and physical health in the workplace. In particular, three workplace factors associated with managerial practices were identified that organizations can utilize to protect employees from the negative health consequences of stressful work. These findings can assist managers and organizations who are interested in improving employee health.

Is it fair? How and when exploitative leadership impacts employees' knowledge sharing

PurposeExploitative leadership as a form of destructive leadership may hinder employees' knowledge sharing. However, how and when exploitative leadership impacts employees' knowledge sharing is under explored. Drawing on fairness heuristic theory, this study aims to construct a moderated mediation model to investigate the impacting mechanisms of exploitative leadership on employees' knowledge sharing by introducing organization-based self-esteem as a mediator and perceived organizational procedural justice as a moderator.Design/methodology/approachTo test the research model, data were collected from 148 full-time employees at two-time points and analyzed using partial least square-structural equation modelling (PLS-SEM).FindingsExploitative leadership has a direct negative impact on knowledge sharing. Through the mediation of organization-based self-esteem, exploitative leadership has an indirect impact on knowledge sharing. Organizational procedural justice can weaken the indirect negative relationship between exploitative leadership and knowledge sharing via organization-based self-esteem.Originality/valueThis study is the first to introduce fairness heuristic theory to explain the relationship between exploitative leadership and knowledge sharing. Findings about the mediating role of organizational self-esteem and the moderating role of organizational procedural justice in the relationship between exploitative leadership and knowledge sharing can uncover the black box of how exploitative leadership affects knowledge sharing.

Does Positive Organizational Climate Embed Employees? Evidence from Pakistan

The primary objective of the current study has been to assess the impact of a positive organizational climate on organizational embeddedness. It intends to foresee whether the following elements of organizational climate i.e. perceived organizational support, trust, and procedural justice result in fostering organizational embeddedness or not. For this, data had been collected from employees of different organizations in Pakistan, particularly Karachi. The sample size for the study is 411 while only those employees had been contacted who have spent at least a year in the current organization. Moreover, the data from employees have been gathered through a questionnaire and then the results have been assessed using SPSS and Smart PLS. The results depict a positive relationship between organizational climate and organizational embeddedness. Thus, the study implies that if organizations want to embed their employees, then they should ensure the provision of support, trust, and procedural justice.

Relationship between Perceived Employability and Sabotage Behavior: Moderating Roles of Perceived Organizational Support and Procedural Justice

Relationship between Perceived Employability and Sabotage Behavior: Moderating Roles of Perceived Organizational Support and Procedural Justice

Effect of Employee Perception of Sex Diversity and Employee Perception of Retaining Sex Diversity on Work Efforts Mediated By Interactional Justice, Distributive Justice, and Procedural Justice in Public Sector

Digital transformation has become one of the government programs. In an organization full of diversity, leaders need to carry out good governance. Proper diversity management is needed for organizations with diverse employees. Diversity management can be felt by employees from two perspectives, namely how employees see the existing diversity and how employees see the organization's efforts to maintain diversity. Apart from being applied to managing organizations, diversity management is directly proportional to organizational justice. This research aims to determine the effect of perceptions of sex diversity and perceptions of retaining sex diversity on employee work efforts in the public sector mediated by interactional justice, distributive justice, and procedural justice in organizations. Research data was collected using a questionnaire and obtained 148 respondents. The collected data was analyzed using the Partial Least Square (PLS-SEM) based Structural Equation Modeling method with the SmartPLS application. The results showed that there was a positive effect on perceptions of employee diversity and perceptions of retaining employee diversity on work effort mediated by procedural justice. However, the results showed that other variables had a different effect. This research contributes to providing an overview regarding how to improve the work efforts of employees in the public sector, especially those with a high level of diversity.

The association of organizational justice views and turnover intent among correctional staff

ABSTRACT Fairness is a core concept in U.S. society, including in the workplace. Organizational justice theory holds that workers expect to be treated in a fair and just manner and that higher levels of organizational justice usually result in lower levels of withdrawal work behaviors, such as absenteeism and turnover intent, while lower levels of organizational justice perceptions are associated with higher engagement in withdrawal behaviors. The current study examined the relationship between organizational justice views, specifically distributive and procedural justice, and turnover intent, while controlling for the personal characteristics of age, gender, position, tenure, educational level, and marital status and the work variables of job stress and job involvement. Using the responses from 322 employees from a state prison located in the Southern region of the United States, procedural justice was observed to have a significant negative association with turnover intent, but distributive justice had a nonsignificant relationship. Job stress was associated with a significantly higher level of turnover intent, while job involvement was significantly associated with lower turnover intent. Among the personal characteristics, only age had a significant association, with older workers expressing lower turnover intent.

Organizational Culture, Distributional Justice, And Procedural Justice

Organizational Culture, Distributional Justice, And Procedural Justice

Procedural justice, relative deprivation, and intra-team knowledge sharing: The moderating role of group identification.

How to promote employees' knowledge-sharing behaviors has become a focus of managers and researchers. Based on the theory of relative deprivation, this study explored the mechanism of organizational procedural justice on employees' intra-team knowledge sharing, as well as the mediating role of relative deprivation and the moderating role of group identification. A path analysis was conducted on 416 valid questionnaire data, and the results revealed that: (1) Procedural justice has a positive effect on intra-team knowledge sharing; (2) Both group relative deprivation and individual relative deprivation play a mediating role between procedural justice and intra-team knowledge sharing, but they have opposite effects. Procedural justice reduces both group relative deprivation and individual relative deprivation, but individual relative deprivation decreases employees' intra-team knowledge sharing, while group relative deprivation increases it. (3) Group identification has an enhancing moderating effect on the relationship between group relative deprivation and intra-team knowledge sharing, while the moderating effect on the relationship between individual relative deprivation and intra-team knowledge sharing is not significant. Therefore, enterprises should make procedures such as performance appraisal and salary allocation justify and transparent to reduce individual relative deprivation, but should moderately trigger group relative deprivation flexibly according to the situation, while enhancing employee group identification through cultural construction.

Racial/Ethnic Differences in Employee Perceived Organizational Performance, Job Satisfaction, and Diversity Management Among the U.S. Federal Public Health Agencies

This study identified personal and organizational environmental factors associated with perceived organizational performance (POP) and moderation of race/ethnicity in these relationships with POP in the U.S. federal government employees among 10 health agencies. Cross-sectional, nationally representative data were obtained from the 2017, 2018, and 2019 Federal Employee Viewpoint Surveys, completed by 117,353 (weighed 190,736) employees among 10 health agencies. We employed multivariable linear models of POP to examine associations between job satisfaction and organizational environmental factors and POP and to assess the effects of racial/ethnic minority as a modifier on these relationships after controlling for sampling weights. Job satisfaction, trust in leadership, organizational procedural justice, and diversity management were positively associated with POP. Significant moderating effects of race/ethnicity were observed in the relationships of POP with job satisfaction and diversity management. In the conclusion, we discuss how federal public health agencies strategically develop management practices, particularly for employees of color.

A dark side of land revenue management and counterproductive work behavior: does organizational injustice add fuel to fire?

PurposeThis study empirically and theoretically aims to explore the consequences of top management’s dark personality traits (DPT) on organizational injustice, e.g. organizational procedural justice (OPJ), organizational interactional justice (OIJ) and organizational distributive justice (ODJ) and counterproductive work behavior (CWB).Design/methodology/approachA study was conducted to examine the influence of DPT on CWB among the contractual employees of the land revenue department, Pakistan. The quantitative method was employed using a convenient sampling approach. A designed survey questionnaire was distributed among 1,240 land revenue officials in 13 districts of Pakistan.FindingsThe results supported that dark DPT directly, significantly and positively affects CWB. In addition, DPT, except for psychopathy (PSY), significantly and negatively affects OPJ, OIJ and ODJ. Meanwhile, OIJ and OPJ strengthen the negative relationship between CWB and Machiavellianism and narcissism (NAR); however, PSY failed directly to affect OPJ, OIP and ODJ indirectly failed to capture CWB.Practical implicationsTop management/government should pay attention to fair dealings among the contractual employees. Consequently, they would prefer to do well in the workplace. Particularly, top management should avoid practicing DPT, which has ultimate results in CWB.Social implicationsPublic managers should avoid DPT because they are not compatible with public needs. Managers with DPT negatively affect their employees' productivity behaviors. Therefore, managers should focus on positive personality traits to enhance employees' productivity via organizational justice.Originality/valueThis study is unique in the land revenue department of Pakistan, where unfair dealings are being practiced among contractual employees. Surprisingly, CWB is the ultimate consequence of both DPT and top management's dishonest dealings (e.g. organizational injustices).

Occupation Matters! A Multilevel Analysis of Organizational Trust in Professional Bureaucracies in the Healthcare Sector

This study investigates in the healthcare sector how occupation influences the relationship between organizational procedural justice and employees’ trust in the supervisor and in the organization. Drawing on the dual hierarchy model in professional bureaucracies, we adopt a multi-level approach and pay close attention to the influence of the occupational group and its immediate organizational context. Our results from five healthcare organizations reveal that the relationship between organizational procedural justice and trust in the organization is mediated by employees’ trust in the supervisor for both health professionals and support staff. On the occupational group level, occupation type predicts organizational procedural justice and trust in the organization, but not trust in the supervisor. Based on these findings, we insist that communication between occupation groups deserves more attention for building trust in professional bureaucracies.

Policing pandemic in China: investigating the roles of organizational adjustment, procedural justice, and police trustworthiness on public compliance

ABSTRACT In December 2019, the SARS-CoV-2 virus was first detected in Wuhan, China. Soon after, China became the first country in the world to enforce strict lockdown protocols in an effort to mitigate the spread of the disease. This study examines the perceptions of pandemic rules enforcement during the first COVID-19 lockdown in 2020 among 600 Chinese police officers. The analyses reveal that police departments’ prompt and adequate adjustment to the pandemic, police officers’ procedural justice in interacting with citizens, and police perceptions of police trustworthiness among the citizens all had direct and indirect effects on public compliance to lockdown enforcement during the pandemic. These findings affirm the role of police procedural justice in public compliance to law enforcement in China and stress the importance of organizational adjustment and public trust during an emergency situation such as the COVID-19 pandemic. Implications to pandemic-related policymaking and enforcement are also discussed.

THE EFFECT OF ORGANIZATIONAL CLIMATE, LEADERSHIP AND PROCEDURAL JUSTICE ON JOB SATISFACTION AT THE DEPARTMENT OF ENERGY AND MINERAL RESOURCES OF WEST SUMATRA

Human resources are one of the important factors that cannot even be separated from an organization or company. Human resources are also the key that determines the development of an organization and acts as a mover, thinker and planner to achieve the goals of the organization, so the company must pay attention to the job satisfaction of all its employees. The purpose of this study was to determine how the influence of organizational climate, leadership and procedural justice on job satisfaction at the Department of Energy and Mineral Resources of West Sumatra.The type of research used in this research is associative research. The population in this study were all employees of the Department of Energy and Mineral Resources of West Sumatra as many as 72 people. The technique of collecting research data is through a questionnaire using a Likert scale. The data analysis technique in this research is multiple linear regression.Based on partial statistical analysis of organizational climate variables obtained t count 3.725 &gt; t table 1.667 and a significant value (0.00 &lt; 0.05) meaning H1 is accepted and Ho is rejected, it can be concluded that organizational climate has a positive and significant effect on job satisfaction at the Office Energy and Mineral Resources of West Sumatra. Leadership variable with a t value of 2.139 &gt; 1.667 and a significant value (0.036 &lt; 0.05) meaning H2 is accepted and Ho is rejected, it can be concluded that leadership has a positive and significant effect on job satisfaction at the Department of Energy and Mineral Resources of West Sumatra. The procedural justice variable with a calculated value of 2.685 &gt; 1.667 and a significant value (0.009 &lt; 0.05) means that H3 is accepted and Ho is rejected, it can be concluded that procedural justice has a positive and significant effect on job satisfaction at the Department of Energy and Mineral Resources of West Sumatra.The results of the F test are known that the calculated f value is 15.056 &gt; f table 2.740 with a significant value of (0.000 &lt;0.05), meaning that H4 accepts and Ho is rejected. It can be concluded that organizational climate, leadership and procedural justice simultaneously have a positive and significant effect on job satisfaction.

The Impact of Perceived Organizational Support on Innovative Work Behavior Through Psychological Empowerment: Focusing on the Moderated Mediating Role of Organizational Procedural Justice

Although much research demonstrates that perceived organizational support (POS) enhances employee innovation (IWB), it is worth pointing out that relatively little attention has been assigned to the roles of employees’ psychological empowerment and organizational procedural justice that underlie the association between perceived organizational support and innovative behaviors. To answer this question, we hypothesized psychological empowerment as a possible mediator in the relationship between POS and IWB and organizational procedural justice as a possible moderator that influences the indirect effect of POS on IWB through psychological empowerment based on the review of the literature. The data collected from 350 employees working in Korean organizations were employed in the latent moderated structural equation (LMS) analysis. The results suggest that POS was directly correlated to psychological empowerment. Moreover, POS was not directly correlated to IBW, but it indirectly influenced IBW through psychological empowerment. The results also suggest the moderated mediating effect of organizational procedural justice in the impact of POS on IWB through psychological empowerment. Based on these findings, it would seem that creating positive organizational climates valuing contributions of individuals and caring about their well-being is important in organizations. In addition, making an effort for the provision of procedural justice, including creating transparent organizational culture, can inspire and enhance employee’s IWB.

Memperkuat Komitmen Organisasional: Peran Budaya Organisasi, Keadilan Distributif dan Keadilan Prosedural

This study aims to determine the effect of organizational culture, distributive justice, and procedural justice on organizational commitment. The population used in this study were employees of Bento Kopi Yogyakarta, the sampling technique used in this study was accidental sampling. The basis of this research is the existence of turnover and the level of employee absenteeism that goes up and down and of the workers are part-time workers. Data were taken using a questionnaire on 95 respondents and processed using multiple linear regression analysis. The results in this study state that organizational culture, distributive justice, and procedural justice have a positive and significant effect on organizational commitment. The findings imply that company leaders can encourage increased organizational commitment through evaluation of items from organizational culture, distributive justice, and procedural justice which are still low which have been mentioned in the discussion section.&#x0D; &#x0D; Keywords: Organizational Culture; Distributive Justice; Procedural Justice; and Organizational Commitment.

The Effect of Self Monitoring as a Mediation of the Relationship between Procedural Justice and Distributive Justice on Organizational Commitment in BPJS Ketenagakerjaan in Aceh Region

This study aims to determine and examine the effect of self-monitoring as a mediator of the relationship between procedural justice and distributive justice on organizational commitment at BPJS Ketenagakerjaan Aceh. The population of this study was all employees of BPJS Ketenagakerjaan Aceh totaling 101 people. Samples were taken by the census technique. The research model was analyzed using Structural Equation Modelling. Data was collected using a questionnaire circulated through Google Forms and measured using a Likert scale. The results of the descriptive hypothesis testing prove that procedural justice, distributive justice, selfmonitoring, and organizational commitment in BPJS Ketenagakerjaan Aceh have gone well. The results of direct hypothesis testing prove that procedural justice and distributive justice affect organizational commitment, procedural justice, and distributive justice affect selfmonitoring, self-monitoring affects organizational commitment, and self-monitoring significantly mediates the relationship between Procedural Justice and distributive justice to organizational commitment. These results also prove that self-monitoring acts as a partial mediator.