Perceptions Of Organizational Fairness Research Articles

Predictive effects of organizational justice on job satisfaction in bus drivers: the moderating effects of role overload and proactive personality

BackgroundThere have been few longitudinal studies on Chinese bus drivers and the individual differences in the relationships between organizational justice and job satisfaction. This study examined the organizational justice and job satisfaction in bus drivers and the individual differences in this relationship.MethodsA two-wave longitudinal study design was employed. A first survey was conducted on 513 Chinese bus drivers in October 2021 that collected socio-demographic information and asked about their perceptions of organizational fairness. A second survey was conducted six months later that asked about role overload and job satisfaction and assessed their proactive personality type. An effect model was then used to explore the moderating effects of role overload and proactive personality type on the relationships between organizational justice and job satisfaction.ResultsBoth procedural and interactive justice predicted the bus drivers’ job satisfaction. Proactive personalities and role overload were found to enhance this relationship.ConclusionsOrganizations could benefit from screening at the recruitment stage for drivers with highly proactive personalities. Relevant training for drivers with low proactive personalities could partially improve employee job satisfaction. When viewed from a Chinese collectivist cultural frame, role overload could reflect trust and a sense of belonging, which could enhance job satisfaction. Finally, to improve employee job satisfaction, organizations need to ensure procedural and interactive justice.

기초자치단체 공무원의 공직가치와 조직시민행동과의 관계에서 조직공정성의 조절효과

This study aimed to examine the relationship between public values and organizational fairness among public officials working in local governments and empirically investigate whether organizational fairness has a moderating effect on the relationship between public values and organizational citizenship behavior. To achieve this, we analyzed relevant prior studies on the variables and utilized empirical research methods for this analysis. Based on the results, the following conclusions can be drawn. First, as the level of public values among local government officials increased, organizational citizenship behavior also increased. Second, as the perception of organizational fairness among public officials increased, organizational citizenship behavior also increased. Third, the moderating effect of organizational fairness in the relationship between public values and organizational citizenship behavior was found to be statistically insignificant.

Designing human resource management systems in the age of AI

The increasing adoption of artificial intelligence (AI) is reshaping the practices of human resource management (HRM). We propose a typology of HR–AI collaboration systems across the dimensions of task characteristics (routine vs. non-routine; low vs. high cognitive complexity) and social acceptability of such systems among organizational members. We discuss how organizations should design HR–AI collaboration systems in light of issues of AI explainability, high stakes contexts, and threat to employees’ professional identities. We point out important design considerations that may affect employees' perceptions of organizational fairness and emphasize HR professionals' role in the design process. We conclude by discussing how our Point of View article contributes to literatures on organization design and human–AI collaboration and suggesting potential avenues for future research.

The Outcomes of Organizational Fairness among Precarious Workers: The Critical Role of Anomie at the Work

Precarious workers usually have some of the most unstable working conditions in any country. In this research, we firstly investigated the influence of organizational fairness on the emotional exhaustion and leave intentions of Peruvian precarious workers. Then, we tested the mediating role of anomie at work in the relationship between organizational fairness and the emotional exhaustion and leave intentions of precarious workers. To identify the impact of organizational fairness on these workers, we conducted a cross-sectional survey among 206 precarious workers in Peru. Our results showed that treating precarious workers fairly reduced their emotional exhaustion and leave intentions. Furthermore, we found that anomie at work mediate the relationship between organizational fairness and the emotional exhaustion and the relationship between organizational fairness and leave intentions of precarious workers. We provide empirical evidence of the critical role of organizational fairness in the reduction of emotional exhaustion and leave intentions among precarious workers. Examining the consequences of precarious workers’ perceptions of organizational fairness is needed for owners and managers of companies to have a clear understanding of how precarious workers’ working environments may shape their attitudes and work behaviors.

What motivates academics for external engagement? Exploring the effects of motivational drivers and organizational fairness

AbstractAcademics have different motivations for external engagement, including to acquire external resources for research (research advancement motivation), to contribute to society (prosocial motivation), or to acquire monetary benefits (pecuniary motivation). Universities also have varying policies for rewarding external engagement. This paper examines the relationship between academics’ motivations for engaging, their perceptions of the fairness of their universities’ policies, and their actual level of external engagement. Most academics consider contributing to the betterment of society as the most important reason for engagement, followed by the advancement of their research. Conversely, few academics consider obtaining personal income to be important. The perceived importance of all three motivations is positively associated with actual engagement behavior. Notably, the strength of research advancement motivation is more closely associated with external engagement than the strength of pecuniary motivation. However, perceptions of organizational fairness are not related to external engagement.

The Effects of Fairness on Female Managers’ Perception of Career Prospects and Job Satisfaction: A Study across Sectors

ABSTRACT The perception of organizational fairness is particularly important to women employees, who constantly confront challenges while climbing the hierarchy. This study examines the impacts of the fairness of three organizational levels – Superior, CEO, and HR practices – on women’s career prospects and job satisfaction. We constructed a panel dataset using three waves of the Korean Women Manager Panel with 1,115 women managers across the three sectors in South Korea. We find that women managers’ job satisfaction is positively associated with the fairness of superiors and HR practices in all three sectors, while the fairness of CEO has no impact on job satisfaction in all three sectors. We also find that the fairness of CEO has a positive impact on career prospects in the for-profit sector but no such impact in the public and nonprofit sectors. The findings suggest that CEO fairness may involve procedural justice rather than interactional justice.

여행사 조직공정성이 조직신뢰와 조직유효성에 미치는 영향 : 조직신뢰 매개효과를 중심으로

The purpose of this study is to investigate how the perception of organizational fairness among travel agency employees affects organizational trust and organizational effectiveness. For samples, 231 valid samples were taken from September 1, 2020 to September 30, 2020. The analysis results of this study were analyzed using the statistical package of SPSS for Window version 22.0. Multiple regression analyses were performed for hypothesis testing, and the results of this study were as follows: First, the distribution fairness, procedural fairness and interaction fairness of organizational fairness have been shown to affect organizational trust. Second, organizational trust has been shown to affect organizational immersion, job satisfaction and turnover intention of organizational effectiveness. Third, it was analyzed that organizational fairness affects organizational effectiveness. Finally, organizational trust was confirmed to have a mediating effect in the relationship between organizational fairness and organizational effectiveness. It is important to gain the trust of employees based on the hypothesis test results and to ensure fairness is recognized for positive effects.

Causal Role of the Right Dorsolateral Prefrontal Cortex in Organizational Fairness Perception: Evidence From a Transcranial Direct Current Stimulation Study.

The right dorsolateral prefrontal cortex (rDLPFC) plays an essential role in social decision-making. Although several neural imaging studies have provided evidence that the rDLPFC is correlated with fairness perception, little research has investigated the causal effect of this encephalic region on individuals’ consciousness, particularly perceptions of organizational fairness. The present study explores the causal relationship between the rDLPFC and organizational fairness perception by using brain modulation techniques. Healthy participants received transcranial direct current stimulation (tDCS) and fulfilled the modified ultimatum game (UG) in the sham-controlled experiment. Our results showed that only cathodal stimulation of the rDLPFC resulted in increasing rejection offers compared with the sham stimulation in conditions of disadvantageous inequity. No differences were found between the anodal and sham stimulation in any inequity condition. This study strengthens the main functional effects of the rDLPFC in negative emotional control in relation to organizational fairness perceptions.

Governance Reforms, Individualization of Human Resource Management (HRM), and Impact on Workplace Behavior—A Black Box?

The purpose of this article is to discuss the relationship between destandardization and delegation trends; ethical leadership; perceptions of organizational fairness; and justice and workplace behavior. It is argued that current destandardization, delegation, and individualization trends in the field of HRM place additional burdens on managers. In times of de-bureaucratization, more job autonomy and flatter hierarchies, managers change; shape; direct; and alter employeés lives. On the other hand, research has found that justice perceptions of the leader are strongly related to employee outcomes. Still, there is very little evidence on all these trends. In which HR fields can we observe destandardization and delegation trends? What is individualization of HR and how does this relate to ethics? How much discretionary powers have managers in making HR decisions? What forms of leadership behavior impact on what type of organizational justice perceptions? How professional are managers in carrying out these tasks? Are managers aware about the importance of ethical leadership on different forms of justice perceptions? The article concludes that academic discussions about all of these issues are still very rudimentary. Thus, the purpose of this article is to suggest a new important reform agenda in this field.

The influence of organizational justice on corporate performances

Professional and committed employees have always been a desirable resource in the portfolio of human resources of each company because their expertise and engagement can significantly affect the overall performance of businesses. The readiness to put the potential that have in the function of the company is, however, under the influence of a variety of factors, starting from the design of the job, through the reward system, to the possibility of promotion. As one of the most important factors, which is not sufficiently addressed in domestic literature, is the perception of organizational fairness, as well. This category refers on the degree to which employees believe that the decisions made in the company are fair, the procedures that are applied are fair, and the treatment of the employees to whom the decisions are made for are fair. Numerous empirical researches have shown that when a higher level of organizational justice is perceived in the company, it has a positive impact on the manifestation of organizational citizenship behaviour, job satisfaction, commitment, etc. Since all these forms of employees' behaviour and attitudes are positively correlated with individual, and thus overall, organizational, performances, organizational justice could be seen as one of the factors that can influence the performance that the company as a whole. Bearing in mind the above, the subject of the paper is to examine whether organizational justice has a statistically significant impact on the performance of companies in Serbia, and to what extent some forms of organizational justice (distribution, procedural and interactive) affect them. The aim of the paper is to propose mechanisms and measures based on the results of the research to managers, whose implementation can contribute to the increase of organizational justice in those segments that are poorly assessed. The starting assumption of the paper is that organizational justice has a statistically significant impact on company performance. In order to verify the validity of this assumption, the methods of correlation and regression analysis will be used. The analysis will be based on the data obtained from the primary research carried out in the companies mostly in the South East of Serbia. The theoretical implications of the paper are reflected in filling in the gaps in domestic literature regarding organizational justice and its possible implications, while empirical implications are reflected in the ability to increase the level of justices in the companies in Serbia by applying the proposed mechanisms and measures and thus positively influence attitudes, behaviour and performances of employees.

Inside Job: Exploring the Connection Between Whistleblowing and Perceptions of Procedural Justice

Recent instances of whistleblowing by U.S. federal employees have reinvigorated scholarly interest in its role toward ethical administration. Previous studies have expanded our understanding of how factors such as organizational conditions; individual characteristics; motives; and perceived consequences shape decisions to engage in whistleblowing. However, studies examining employee perceptions of organizational fairness as a factor in disclosure processes remain absent from this literature. This study fuses whistleblowing and organizational justice by examining organizational, demographic, and legislative factors influencing employee perceptions of procedural justice. Findings from the study suggest that although the actions of external disclosure channels and enactment of federal whistleblower legislation have minimal impact on perceptions of procedural justice, employee supervisory status and organizational commitment are positively associated with elevated employee perceptions of procedural justice. Implications of the study and additional research dimensions are discussed.

Career Choice, Barriers, and Prospects of Asian American Social Workers

The current study explored factors influencing career choices of Asian American social workers and assessed if their personal characteristics and career-related experiences affected their perceived glass ceiling, perception of ethnic discrimination, and perception of career prospects. A total of 208 Asian American social work administrators, supervisors, practitioners and graduate social work students participated in a comprehensive online survey. Participants provided basic demographic and career-related information and completed a set of measures to explore their reasons of choosing social work as their career, and their career perceptions and prospects. Correlation analyses and multiple regression analyses were used to identify predictors of their perception of ethnic discrimination, perceived glass ceiling, and perception of career prospects. The findings showed that altruistic reasons were very important to extremely important in their choice of social work as their career. Social work idealism was found to associate positively with both altruistic reasons and professional concerns of choosing social work. There was a significant relationship between participant’s immigration status and family influence on their career choice. Those who were not born in the U.S. were more likely to be influenced by their family in their career choice than those who were born in in the U.S. Those whose parents were not born in the U.S. were more likely to be influenced by their family expectations on their career choice than either of their parents was born in the U.S. Perceptions of organizational fairness was found to be a strong predictor of perceived glass ceiling, perception of ethnic discrimination, and perception of career prospects. Implications of the findings for social work education and future research were discussed.

Differences in Perceptions of Organizational Fairness Based on Job Characteristics among Police Officers

Profuse research supports that organizational work environments are linked to varying police officers’ work-related attitudes and behaviors. Yet, there remains a lack of information pertaining to how perceptions of organizational fairness may differ among police officers based on job characteristics. To help fill this void, this exploratory research examines differences in fairness perceptions based on officers’ tenure, rank, duty assignment, and department size with their perceptions of organizational fairness. To examine this relationship, an online survey of police officers (n = 1649) in a southern state in the United States that were members of a police officer association was conducted. Findings support that differences in overall fairness perceptions exist for all the aforementioned job characteristics. This study furthers our knowledge and understanding of how job characteristics (e.g., tenure, rank, duty assignment, and department size) may be associated with police officers’ work-related attitudes.

Citizenship as Targeted Behavior: Responses to Organizational Justice and the Role of Culture

ABSTRACTThe study aimed at reviewing citizenship as targeted behavior in response to justice perceptions and investigating the role of within-culture differences on citizenship responses to organizational fairness perceptions. Data were solicited from 150 employees and their supervisors representing various public sector entities of Pakistan. Results showed that distributive and interactional fairness predict interpersonal organizational citizenship behavior. Organizational fairness did not predict citizenship behavior targeted at organizations. Organizational justice had negative values of citizenship behavior for higher values of collectivism. Findings and implications for human resource management practitioners and suggestions for future research are discussed.

Organizational fairness perceptions of the police organization,the quality of LMX (leader-member exchange relationships), and impact on organizational effectiveness

Organizational fairness perceptions of the police organization,the quality of LMX (leader-member exchange relationships), and impact on organizational effectiveness

Diversity Management and Fairness in Public Organizations

Diversity management was initially adopted in the pursuit of fairness and equality and the promotion of an inclusive workforce by public organizations. However, previous studies regarding diversity management have focused on job performance or job satisfaction. Thus, in this article, we attempt to examine whether diversity management advances organizational fairness in public organizations. By examining data from the 2013 Federal Employee Viewpoint Survey (FEVS), we find that diversity management is positively related to the perception of organizational fairness in the federal workplace. In addition, we also find that female and minority employees perceive diversity management in terms of fairness differently.

Intrinsic Motivation, Organizational Justice, and Creativity

For employees to generate creative ideas that are not only original, but also useful to their company, they must interact with their workplace environment to determine organizational needs. Therefore, it is important to consider aspects of the individual as well as their environment when studying creativity. Intrinsic motivation, a predictor of individual level creativity, is associated with feelings of enjoyment and interest in the task at hand. To the extent that tasks are nested in an environment, intrinsically motivated individuals may perceive their environment more favorably than individuals who are not interested in the task. Specifically, such individuals may view the rewards (i.e., distributive justice), decision-making procedures (i.e., procedural justice), and their interpersonal treatment (i.e., interpersonal justice) in their work environment as more fair, due to the positive affect associated with intrinsic motivation. This study examines the relationships between intrinsic motivation, perceptions of organizational fairness, and creativity. Participants (n = 133) worked on a task in a laboratory setting and completed measures of intrinsic motivation and organizational justice. Findings were supportive that intrinsically motivated participants viewed their environment as fairer than participants that were uninterested in the task. Consequently, distributive and interpersonal justice were shown to significantly mediate the relationship between intrinsic motivation and creativity. Implications for theory and practice are discussed.

Does Nature of Training, Informal Activities and Psychological Contract Impact Fairness Perception? Examining Diverse Group Employees

Perception of organizational fairness is an important indicator of effectiveness of diversity climate of any organization. In the present study, a sincere attempt has been made to examine the perception of organizational fairness among diverse group employees. The study was conducted upon 207 lower and middle managerial level employees of two reputed public sector units situated at Orissa, India. The total sample was spread over five different social groups, namely—Oriya Hindu male, Oriya Hindu female, Oriya reserved category, non-Oriya Hindu male and Oriya non-Hindu male. First, we tried to examine the difference, if any, among the employees belonging to these different groups upon their perception of fairness in the organization. Also, multiple stepwise regression analyses were carried out to explicate the contributions from different dimensions of nature of training, informal activities and psychological contract towards perception of organizational fairness. The results indicate that, Oriya reserved category and Oriya Hindu female employees differ significantly from Oriya Hindu male employees and other groups upon perception of fairness. Regression analyses reveal that perceived relevance of interpersonal training and accommodativity of technical training are stronger predictors of perceived fairness in case of all the groups, whereas level of participation in informal activities and psychological contract on power emerge strong contributors towards fairness perception of reserved category as well as Oriya Hindu female employees. The findings have been discussed in light with relevant literature along with future implications.

Does Fair Treatment in the Workplace Matter? An Assessment of Organizational Fairness and Employee Outcomes in Government

The purpose of the current study was to investigate how perceptions of organizational fairness may facilitate positive outcomes and prevent negative consequences in government organizations. In that effort, this study examined relationship between perceived organizational fairness and organizational identification, job involvement and turnover intention with data collected through an organizational survey from 764 professional employees working in 65 geographically distributed offices in an agency in state government. The findings indicated that perceptions of procedural and distributive fairness have positive effects on professional employees’ job involvement and negative influences on their turnover intention, though these effects are mediated by their organizational identification. Implications of these findings for public management theory and practice are discussed.

Interracial public–police contact: Relationships with police officers’ racial and work-related attitudes and behavior

In a sample of Flemish police officers (N = 172), we examined whether interracial public-police contact is associated with police officers' racial and work-related attitudes and self-reported behavior. Complementing previous studies, it was revealed that interracial contact (both positive and negative) is related to prejudiced behavior toward immigrants via the mediating role of racial attitudes. Moreover, intergroup contact was also shown to be related to police officers' organizational citizenship behavior toward colleagues and superiors via their perceptions of organizational fairness. We elaborate on the severe impact of negative contact as well as the applied consequences of our findings within police organizations.