Organizational Procedural Justice Research Articles

Transformational leadership and organisational performance

Purpose– The purpose of this paper is to investigate the serially mediating mechanisms of organisational justice, organisational trust, and employee reactions in the relationship between transformational leadership and organisational performance.Design/methodology/approach– The study is based on a national sample of 133 organisations from the public and private sectors in Greece and on data obtained from 1,250 employees at three hierarchical positions. The statistical method employed is structural equation modelling.Findings– The findings of the study suggest that responsive and supportive transformational leadership behaviour have a positive impact on organisational growth. Additionally, this impact is mediated by organisational procedural justice, organisational trust integrity and dependability, and organisational commitment.Research limitations/implications– The study does not allow for dynamic causal inferences because the data were collected using a questionnaire at a single point in time. Furthermore, the findings of the study may not generalise across borders, because the study was applied in the Greek context, which is experiencing a severe economic and financial crisis.Practical implications– The major message of the study to decision makers and practitioners is that leaders should work at fostering organisational commitment by improving perceptions of fairness and trust, consistent with the context where the organisation is activated.Originality/value– There is hardly any research that has been conducted to examine the serially mediating relationships of justice, trust, and employee reactions using multi-dimensional constructs in investigating the relationship between transformational leadership and organisational performance.

Psychological contract breach, organizational justice and emotional well-being

Purpose– Psychological contract breach, which represents instances when organizations fail to fulfil their side of the employment bargain, has been associated with salient concepts in strategic human resources management. The purpose of this paper is to investigate moderated mediated relationships involving breach, organizational (procedural and interactional) justice and emotional well-being.Design/methodology/approach– The study draws upon quantitative data collected by means of a questionnaire that was administered to 620 full-time technical and shop-floor employees in an automobile-parts company in Malta. The questionnaire included psychometrically validated scales on breach, justice and well-being.Findings– Breach partially mediated the relationship between justice and well-being while justice levels did not differentiate this mediating effect except for interactional justice. Finally, the interaction between procedural and interactional justice failed to explain the mediating role of breach over and above their single contributions although interactional justice seemed to make a bigger impact.Research limitations/implications– This study contributes towards a better understanding of the relationships between breach, justice and well-being. The major limitation is that because of its cross-sectional nature, causality cannot be inferred.Practical implications– Given that managing the employment relationship impacts on how people feel and hence perform, understanding how breach, justice and well-being are related, is strategically important to human resources management.Originality/value– To the authors’ knowledge, there is no previous research that links breach, justice and well-being in one study.

Levels and influencing factors of organizational justice among medical and health professionals

Objective To evaluate current statusand influencing factors of organizational justice feeling among medical staff in hospitals and health personnel in centers for disease control and prevention (CDC).Methods Organizational Justice Questionnaire was self-administered to evaluate the organizational justice level among 1859 doctors medical technicians,1 444 nurses,and 684 public health workers selected by multistage cluster random sampling in Liaoning province.Multiple linear regression(stepwise selection) was applied to elucidate influencing factors of the level of organizational justice.Results The level of organizational justice feeling is higher significantly in the rural medical and health professionals(3.64 ± 0.81) than in the city(3.3 ± 0.86).The level of organizational justice feeling is increased with the decrease of the level of staff.The level of organizational justice,procedural justice and distributive justice are significantly different among the medical staff in hospitals and health personnel in centers for disease control and prevention (CDC).The results of multiple linear regression showed that low income,staff in city,chronic disease,work overload and 10-20 years work were the influencing factors for lower organizational justice.Conclusion Increasing the open and fairness of the salary and salary distributing to each according to the workload may be effective to increase organizational justice feeling among medical and health professionals. Key words: Medical staff; Organizational justice; Questionnaires

Studying the relationship between organizational justice and staff job commitment: A Case Study of Kerman State Tax Administration staff

Organizational justice refers to the feelings and perception of staff in terms of behaviors and working relationships fairness. Several studies indicate that an increased sense of justice effects on different aspects of organizational behavior. Accordingly, this study sought to examine the relationship between organizational justice and job commitment of staff and tries to measure organizational justice aspects effects on (distributive justice, procedural justice, and interactional justice) staff job commitment. The statistical population of this study was 460 patients and 210 patients were selected as sample according to Morgan table and organizational justice and job commitment questionnaires were used to collect data after determining the validity and reliability. Organizational justice was examined in three aspects of distributive justice, procedural justice and interactional justice. Lisrel software was used for data analysis. The results of structural equations showed that path coefficient of distributive justice effect on job commitment is 0.23 and t-statistic is 2.29, and the interactional justice path coefficient effect on job commitment is 0.31 and t-statistic is 3.02 that is significant and positive in both relationships, but in the organizational procedural justice effect on job commitment, path coefficient is 0.10 and t-statistic is 0.99, it can be concluded that there is no significant relationship.

Relationship of Organizational Justice with Constructive Deviant Behavior in Manufacturing Organizations

The research paper aims to determine the relationship between organizational justice and constructive deviant behavior. Analytical and descriptive design has been adopted to determine the relationship between organizational justice and the various dimensions of deviant behaviours. The sample of the study consisted of 109 employees from the manufacturing firms. The results indicate that the attributes of organizational justice, that is, procedural, informational, and distributive justice significantly differ from the challenging constructive deviant behavior. One of the dimensions of constructive deviant behavior and interpersonal and informational justice significantly differ from the dimension of innovative and interpersonal constructive deviant behavior. The study also reveals that the experience of the employees with respect to their age, number of dependents, marital status, and designation had significant differences with both organizational justice and constructive deviant behavior, and it was also revealed that gender had significant differences with constructive deviant behavior.

Relationship of Organizational Justice with Constructive Deviant Behavior in Manufacturing Organizations

The research paper aims to determine the relationship between organizational justice and constructive deviant behavior. Analytical and descriptive design has been adopted to determine the relationship between organizational justice and the various dimensions of deviant behaviours. The sample of the study consisted of 109 employees from the manufacturing firms. The results indicate that the attributes of organizational justice, that is, procedural, informational, and distributive justice significantly differ from the challenging constructive deviant behavior. One of the dimensions of constructive deviant behavior and interpersonal and informational justice significantly differ from the dimension of innovative and interpersonal constructive deviant behavior. The study also reveals that the experience of the employees with respect to their age, number of dependents, marital status, and designation had significant differences with both organizational justice and constructive deviant behavior, and it was also revealed that gender had significant differences with constructive deviant behavior.

A Hierarchical Analysis of Correctional Officers’ Procedural Justice Judgments of Correctional Institutions: Examining the Influence of Transformational Leadership

A substantial body of prior research has demonstrated the significant positive effect of organizational procedural justice on institutional policy compliance. However, research examining the antecedents of organizational procedural justice is only just beginning to emerge in the criminal justice literature. Due to the potential for institutional deviance and the importance of rule adherence among individuals in positions of authority, we believe it is important to investigate correctional officers’ procedural justice perceptions. As such, this study examines 929 correctional officers over 40 institutions to identify if criteria for fairness, leadership style, and officer and institutional characteristics influence officers’ perceptions of procedural justice. Results from hierarchical linear regression indicate that the ability to have a say in decisions, a sense that institutional rules are impartial, and perceptions that management leads through motivation and encouragement significantly increases correctional officers’ perceptions of procedural justice. Implications and directions for future research are discussed.

Perceptions of organizational justice among nurses working in university hospitals of shiraz: a comparison between general and specialty settings.

Justice has gained much attention in social and human studies and has many consequences on employees and the organizations, especially on health system workers such as nurses who are among the key factors in health care systems. The purpose of this study was to investigate perception of organizational justice among nurses in educational hospitals of Shiraz University of Medical Sciences (SUMS), and to compare the results of general and specialty hospitals. In this research, 400 nurses at SUMS hospitals were selected by random sampling method. A 19-item questionnaire was applied to measure distributive, procedural and interactional justice. Data analysis was performed using descriptive statistics, including percentage, frequency, mean, and standard deviation. Also, the t-test and one way ANOVA were used to measure the differences between different hospitals and wards. Of 400 nurses, 66% perceived a high level of organizational justice. In this study the mean scores of total perceived organizational justice (P = 0.035), procedural justice (P = 0.031), and interactional justice (P = 0.046) in specialty hospitals were higher than general ones. Furthermore, the mean score of interactional justice was higher than the other components of organizational justice, respectively 3.58 ± 1.02 for general and 3.76 ± 0.86 for specialty hospitals. Significant differences were observed between overall perceived justice (P = 0.013) and its components (P = 0.024, P = 0.013, and P = 0.036) in different wards. Most nurses who participated in this study had a high perception of organizational justice. The mean score of organizational justice was higher in specialty hospitals. Health care policy makers and hospital managers should support their employees, especially nurses through fairness in distributions, procedures, and interactions.

A global evaluation of organizational fairness and its relationship to psychological contracts

Purpose – The aim of this paper is to examine whether the concepts of organizational politics, procedural justice, and psychological contract breach can serve as indicators of a global evaluation of the (un)fairness of the organization, and that this general fairness evaluation predicts attitudes and behaviors. Design/methodology/approach – The paper compares the model to one in which the concepts are considered in terms of both their unique effects and the interrelationships among them. In addition, the study examines how psychological contract types are related to each model. A survey of 311 bank employees in Israel was conducted. Findings – The findings show that neither model is strongly superior to the other. This suggests that the three exchange variables can be conceptualized, not only in terms of their unique effects and interrelationships, but also as aspects of one global concept of fairness. Originality/value – This study suggests that the concepts of organizational politics, procedural justice...

Identifying Contextual Factors of Employee Satisfaction of Performance Management at a Thai State Enterprise

Normal 0 false false false IN X-NONE X-NONE MicrosoftInternetExplorer4 Although there has been an increase in Performance Management (PM) literature over the years arguing that PM perceptions are likely to be a function of PM process components and contextual factors, the actual relationship between the contextual factors and employee satisfaction of PM remains little explored.   Extending previous research, this study examines relationships between contextual factors and employees’ PM satisfaction.   Derived from the literature, these contextual factors are motivation and empowerment of employees, role conflict, role ambiguity, perceived organisational support, procedural justice and distributive justice.   Seven directional hypotheses are tested accordingly through a series of regression analyses.   This article finds that these contextual factors, with the exception of role conflict, are directly predictive of enhanced employees’ PM satisfaction at the Thai state enterprise. Keywords: Performance management, contextual factors, performance management satisfaction, public organisations , Thailand. /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0cm 5.4pt 0cm 5.4pt; mso-para-margin:0cm; mso-para-margin-bottom:.0001pt; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-fareast-font-family:"Times New Roman"; mso-fareast-theme-font:minor-fareast; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;}

The impact of organizational justice on employee turnover, using Total EP Yemen

This study analyzed the impact of organizational justice as encompassed by three components, namely distributive justice, procedural justice and interactional Justice on employee’s job satisfaction, organizational commitment, and turnover intention. This study included the design and distribution of a self-administered questionnaire to 183 Yemeni employees working for TOTAL EP the individual, who will be satisfied that they have been fairly treated, and the organization which will maintain control over potential challenges and threats from its staff. Key words: Organizational justice, job satisfaction, turnover intention, distributive justice, procedural justice, and interactional justice.

Justice and politics: mechanisms for the underlying relationships of role demands to employees' satisfaction and turnover intentions

AbstractThe present study examines the influence of ambiguity and conflict surrounding employees' job specifications on their dissatisfaction and withdrawal intentions in the workplace. A model is proposed, which introduces perceptions of organizational politics and procedural justice as key mediators in the relationship between role ambiguity and conflict, and the resulting supervisor satisfaction, pay satisfaction, and intention to quit. The model is tested using a sample of 782 full‐time employees of a national retail organization. Results supported the mediating role of procedural justice and perception of politics in the relationship between role ambiguity and conflict and the three outcome measures. Implications of the findings and future research directions are discussed.

Effects of Perceived Procedural Justice and Exchange Ideology on Employees' Affective Commitment: Evidence from Saudi Arabia

This paper examined how perceived procedural justice and exchange ideology affect employees’ commitment inSaudi private sector companies. A self-administered questionnaire was distributed to a random sample of 104Saudi employees. Descriptive statistics, reliability analysis and regression analysis, were used to analyze thedata. The results revealed that perception of organizational procedural justice influenced employees’commitment towards their organizations. Employees with high exchange ideology perceiving procedural justiceas unfair who fear the loss of such fairness would consider staying with the company to be risky and would intendto leave were not affectively committed toward their organizations, while those perceiving procedural justice withlow exchange ideology had a moderate or no relation with affective commitment.

Organizational and supervisory justice effects on experienced threat during change: The moderating role of leader in-group representativeness

We explore the complex interplay between organizational justice and supervisory justice when predicting group members' threat perceptions in a context of organizational change. Based on the assumptions of relational models of procedural justice and prior research done in the multifoci justice framework, we hypothesize that the extent to which a supervisor is seen to embody and represent key in-group attributes will moderate the interaction between the supervisor's own interactional justice and the overall organizational procedural justice. Specifically, organizational justice is expected to decrease employees' feelings of threat particularly when the supervisor treats group members fairly and is perceived to be in-group representative rather than non-representative. We found support for this hypothesis across two studies, a cross-sectional survey and a scenario experiment. The findings confirm the particularly powerful role that an in-group representative leader's interactional fairness has in managing group members' responses to fundamental organizational processes. The implications for further research and practice are discussed.

Work Satisfaction of Chinese Employees: A Social Exchange and Gender-Based View

This study examines how perceptions of the work context affect the job and career satisfaction of Chinese employees. Perceived organizational support (POS), procedural justice, and gender bias against women are considered as antecedents. Gender is expected to moderate the relationships between these antecedents and the outcome variables. The results of hierarchical regression analysis on data from 591 Chinese employees indicated that POS and procedural justice are positively related to employees’ job and career satisfaction. Additionally, gender acts as a moderator in the relationship between POS and job satisfaction, and between gender bias against women and career satisfaction.

The making of ‘democracy’s champions’: Understanding police support for democracy in Ghana

Marks and Fleming (2006: 178–179) have conjectured that ‘if we are to expect the police to behave democratically, it is important for the police themselves to experience democratic engagement within the organisations in which they work’. This article tests their conjecture, using data from a survey of frontline officers in Ghana. In particular, it explores whether police support for, and satisfaction with, democracy and police commitment to procedural justice in police–public encounters are driven by experiences of organizational distributive justice and procedural justice. The findings show strong support for democracy and for procedural justice in police–public encounters, but they also indicate dissatisfaction with ‘the way democracy works’. Further analyses suggest that assessments of distributive justice and procedural justice within the Ghanaian police service are the main drivers of support for democracy, satisfaction with democracy and commitment to procedural justice in police–public encounters. The findings thus lend support to the Marks–Fleming conjecture. It was also found that satisfaction with personal financial circumstance undermines commitment to procedural justice in police–public encounters.

Organisational and procedural justice: a review of the literature and its implications for policing

Organisational justice and procedural justice are complementary concepts that relate to the way individuals make judgments about fairness and outcomes when considering their interactions with others. Organisational justice and procedural justice comprise largely the same concepts, although their foci are different. Inwardly facing organisational justice is particularly concerned with the implications of justice judgments on staff attitudes, staff retention, workplace relations, productivity and performance. Outwardly facing procedural justice is—in the context of this paper—concerned with the interactions between police organisations and the public. This paper reports on the findings of a systematic review of the literature examining organisational and procedural justice in policing. We searched three comprehensive databases for literature on these themes. Fifty-seven empirical items were returned; five relating to organisational justice and police organisations, and 52 exploring procedural justice and police–public interactions. We explore this literature, and consider the implications for policing. We do so to set the scene for the other papers in this special edition. We conclude by noting that the extant literature has much to help police organisations better manage their internal and external relations, but that further effort should be made to turn empirically sound and theoretically interesting research into easily digestible and practically applicable models for police practitioners at all levels of the organisation.

Job Satisfaction: Linking Perceived Organizational Support, Organizational Justice with Work Outcomes in China

This study develops and tests a full mediation model that examines the mediating role of job satisfaction in the Chinese context, based on a survey of 424 employees in three small and medium sized enterprises. Data analysis shows a good fit with the full mediation and all four classes of antecedents (i.e., perceived organizational support, procedural, distributive, and interactional justice). Particularly, procedural justice contributes to the prediction of satisfaction. Job satisfaction is also shown to mediate most antecedentconsequence relationships, except the two between perceived organizational support (POS)—turnover and procedural justice—consequences. Furthermore, there are only four direct links, including POS to citizenship behaviors directed at individuals, distributive justice to turnover intention, interactional justice to citizenship behaviors directed at organizations and turnover. These direct links suggest that job satisfaction does not fully mediate the relationships.

The mediating effect of team-level knowledge creation on organizational procedural justice and team performance improvement

This study examines how organizational procedural justice affects team performance through team-level knowledge creation practices and the extent to which these practices mediate the association between organizational procedural justice and team performance. The target samples were drawn from six organizations in Korea. A total of 348 cases were used for this study. Structural equation modeling was used to test the proposed research framework. The results indicate that all the direct paths among the research variables were statistically significant. In addition, this research confirms the mediating effect of knowledge creation practices in the relationship between organizational procedural justice and team performance. Conclusions, implications for human performance technology, limitations of the study, and further research also are discussed.

Interaction between one's own and others' procedural justice perceptions and citizenship behaviors in organizational teams: The moderating role of group identification.

Focusing on the social aspects of procedural justice (PJ), we examine the interaction between one’s own and others’ PJ perceptions in organizational teams. The results derived from 183 employees of 21 work teams indicate that one’s own PJ perception is a positive predictor of helping and creative behavior only when others’ PJ perception is low. The role of others’ PJ as a moderator of the relationship between one’s own PJ and helping behavior is stronger when a member’s group identification is low than when it is high. This study reveals an intriguing social-comparison process involving PJ in organizations.