Perceptions Of Organizational Justice Research Articles

ÇALIŞMA YAŞAMINDA ÖRGÜTSEL ADALETSİZLİK ALGISININ YÖNETİCİLERİN İŞTEN AYRILMA NİYETİ, YAŞAM TATMİNİ, GERİ ÇEKİLME VE NEZAKETSİZLİK DAVRANIŞLARI ÜZERİNDEKİ ETKİSİNİN TESPİTİNE YÖNELİK BİR ARAŞTIRMA

İşyerlerinde adaletsizlik algısı birey ve örgütlere zarar veren, olumsuz sonuçlar yaratan unsurlar arasında yer almaktadır. Bu araştırmada yöneticilerin örgütsel adaletsizlik algılarının işten ayrılma niyetleri, yaşam tatminleri, geri çekilme ve nezaketsizlik davranışları üzerindeki etkisini belirlemek amaçlanmıştır. Araştırma evrenini Kayseri İli, Kayseri Organize Sanayi Bölgesinde Makine Sanayinde faaliyet gösteren 51 işletmenin yöneticileri oluşturmuştur. Oluşturulan araştırma modelini test etmek amacıyla yapısal eşitlik modellemesinden faydalanılmıştır. Yapılan analizler sonucunda örgütsel adalet algısının işten ayrılma niyeti ve nezaketsizlik davranışını pozitif yönde etkilediği tespit edilirken yaşam tatmini ve geri çekilme davranışları üzerinde anlamlı bir etkisi olmadığı belirlenmiştir.

The Impact of Organizational Justice on the Workplace Quality in the Ministry of Foreign Affairs in Riyadh: أثر العدالة التنظيمية على جودة حياة العمل في وزارة الخارجية بالرياض

The study aimed to identify the level of organizational justice and its dimensions (distributional, procedural, and transactions) from the perspective of the employees at the Ministry of Foreign Affairs in Riyadh and to identify the level of dimensions of the workplace quality (conditions of the work environment moral, job characteristics, salaries and rewards, workgroups, supervision and participation method, and decision making process) In the Ministry of Foreign Affairs from the employees' point of view. Also, it aimed to clarify the relationship between organizational justice within its dimensions (distributional, procedural, and transactions) and workplace quality within its dimensions (moral work conditions, job characteristics, salaries and rewards, the manager’s supervision’s method, and participation in decision-making). The researcher used the descriptive-analytical method; with a population consisted of (1733) employees of the Ministry of Foreign Affairs Office in Riyadh. The study used a questionnaire that was distributed to the sample of the study which consisted of (292) employees who were randomly selected. The study has showed some results, most important of: The level of employees' perception of organizational justice in the Ministry of Foreign Affairs in Riyadh is high, as the organizational justice is applied by (77.25%); the realization perception of procedural justice was at its highest (81%); however, the distributive justice was the least applied by (73.75%). The Ministry of Foreign Affairs in Riyadh has a high workplace quality by a quality level of (79.50%); where the work environment conditions were the highest at (82%) and the salaries and rewards were the lowest at (78.25%). The study also concluded that there was a statistically significant positive impact of the organizational justice dimensions (organizational justice, procedural justice, distributive justice) on the career's quality (after the morale conditions of the work environment, after the characteristics of the job, after salaries and remunerations, after working groups, after the supervision method, after participating in making decisions). In addition, there was a strong positive relationship between the dimensions of organizational justice and career quality and that the three dimensions of organizational justice explain (76.8%) of the changes and positive effects that occur in the career quality. We find that distributive justice is the most important and influential on the career quality, followed by the fairness of transactions and procedural justice. In light of the results, the researcher recommended that the administration has to ensure that all employees have the same rights and privileges through employing transparency in the rewards’ provision basing on legal and fair basis for all.

Perceptions and predictors of organizational justice among healthcare professionals in academic hospitals in South-Eastern Nigeria

BackgroundResearch on organizational justice in hospitals in African countries are limited despite being important for workforce performance and hospital operational efficiency. This paper investigated perceptions and predictors of organizational justice among health professionals in academic hospitals in South-east Nigeria.MethodsThe study was conducted in two teaching hospitals in Enugu State, South-east Nigeria using mixed-methods design. Randomly sampled 360 health professionals (doctors = 105, nurses = 200 and allied health professionals, AHPs = 55) completed an organizational justice scale. Additionally, semi-structured, in-depth interview with purposively selected 18 health professionals were conducted. Univariate and bivariate statistics and multivariable linear regression were used to analyze quantitative data. Statistical significance was set at alpha 0.05 level. Qualitative data were analyzed thematically using NVivo 11 software.ResultsThe findings revealed moderate to high perception of different dimensions of organizational justice. Doctors showed the highest perception, whereas AHPs had the least perception. Among doctors, age and education predicted distributive justice (adjusted R2 = 22%); hospital ownership and education predicted procedural justice (adjusted R2 = 17%); and hospital ownership predicted interactional justice (adjusted R2 = 42%). Among nurses, age, gender and marital status predicted distributive justice (adjusted R2 = 41%); hospital ownership, age and gender predicted procedural justice (adjusted R2 = 28%); and hospital ownership, age, marital status and tenure predicted interactional justice (R2 = 35%). Among AHPs, marital status predicted distributive justice (adjusted R2 = 5%), while hospital ownership and tenure predicted interactional justice (adjusted R2 = 15%). Qualitative findings indicate that nurses and AHPs perceive as unfair, differences in pay, access to hospital resources, training, work schedule, participation in decision-making and enforcement of policies between doctors and other health professionals due to medical dominance. Overall, supervisors have a culture of limited information sharing with, and disrespectful treatment of, their junior colleagues.ConclusionPerceptions of organizational justice range from moderate to high and predictors vary among different healthcare professionals. Addressing specific socio-demographic factors that significantly influenced perceptions of organizational justice among different categories of health professionals and departure from physician-centered culture would improve perceptions of organizational justice among health professionals in Nigeria and similar settings.

Faktor-Faktor Yang Mempengaruhi Kualitas Prosedur Pengendalian Internal Dan Perannya Dalam Memoderasi Hubungan Persepsi Keadilan Organisasi Terhadap Employee Fraud

This research aims to analyze the perception of organizational justice on employeefraud moderated by the quality of the internal control procedures of manufacturecompany in Semarang. The factors which affect the quality of internal controlprocedures is ethical corporate environment, risk management training, internalaudit activities, suitability compensation and power leadership. The population ofthis research is the top management level at the manufacture company in Semarang.The sampling technique is random sampling. 32 samples used in this research andOLS regression analysis with SPSS 19 version program. The results of this researchverify that quality of internal control procedures positively moderate the relationbetween perception of organizational justice and employee fraud. Ethical corporateenvironment and risk management training has a positive and not significant to thequality of internal control procedures. Internal audit activities has positive andsignificant to the quality of internal control procedures. Suitability compensationand power leadership has a negative and significant to the quality of interna controlprocedures.

Perceptions of organizational justice and commitment of non-family employees in family and non-family firms

PurposeThe purpose of this paper is to explore differences between non-family employees of family and non-family firms regarding the perceptions of organizational justice and levels of organizational commitment. Moreover, focusing on non-family employees of family firms, the study assesses the relation between the perceptions of organizational justice and levels of organizational commitment. Finally, the study seeks to understand which dimension of organizational commitment (i.e. affective, continuance, or normative) is more associated with the perceptions of organizational justice of non-family employees working in family firms.Design/methodology/approachThe empirical evidence is provided by a sample of 205 Portuguese employees, 98 non-family employees of family firms, and 107 non-family firms' employees, who responded to a questionnaire that included organizational justice and commitment measures. All firms included in the sample are small-sized privately owned companies.FindingsResults show that there are no differences between non-family employees of family and non-family firms regarding the perceptions of organizational justice. However, results reveal that there are significant differences regarding the levels of organizational commitment. Furthermore, it was found that, in family firms, non-family employees' perceptions of organizational justice are positively related to the levels of commitment, especially regarding the affective dimension.Originality/valueThis paper aims to contribute to the literature by addressing two classical organizational aspects, which are yet under-researched in the comparison between family and non-family firms, while pursuing to shed some light on the relationship between the perceptions of organizational justice and levels of organizational commitment of non-family employees working in family firms.

The Importance of Perceptions of Fair Treatment and Organisational Support for Well-Being and Discretionary Effort in Policing

Using organisational justice and organisational support theory, this study examines the relationships between individuals’ perceptions of organisational justice and the organisational support they are provided, and their well-being and discretionary effort. A hypothesised model was developed and tested using structural equation modelling (SEM) to analyse multi-wave data (N = 559) from police officers and police staff working in an English police force. The results show that procedural justice was positively associated with individual well-being and discretionary effort. POS was found to mediate these relationships. The findings highlight the importance of procedural justice in policing for increasing police officer and staff well-being and discretionary effort and that these relationships occur through a mechanism of individuals feeling that the organisation cares about their well-being and recognises and appreciates their contributions at work. Theoretical and practical implications are discussed.

The effects of job characteristics, organizational justice and work engagement on nursing care quality in China: A mediated effects analysis.

To analyse the structural associations among job characteristics, organizational justice, work engagement and nursing care quality in Chinese nurses. Nursing care quality helps ensure patient safety, which are core concerns. The explicit relationships among the study's variables from a management perspective can help hospital managers to implement effective strategies to improve nursing care quality. This cross-sectional study was conducted to investigate the relationships among the variables in 1,615 nurses in eight Chinese tertiary hospitals. Structural equation modelling was used to test a proposed model of these relationships. The scores of job characteristics, organizational justice, work engagement and nursing care quality were 3.55±0.41, 3.84±0.77, 4.67±1.30 and 3.42±0.70. Job characteristics and organizational justice had direct effects on nursing care quality. Work engagement mediated the relationship of nursing care quality with job characteristics and organizational justice. The final model explained 24% of nursing care quality. The results provide a better understanding of the associations between the study's variables. Perceived job characteristics and organizational justice can improve nursing care quality through work engagement. Reconfiguring work design to strengthen nurses' positive perceptions of job characteristics and organizational justice can enhance nursing care quality.

Job insecurity and work–family conflict

PurposeDrawing on conservation of resources theory, this study aims to investigate the processes underlying the linkages between job insecurity (JI) and work–family conflict (WFC) from a stress perspective, focusing on the mediating role of subordinates' work withdrawal (WW) and emotional exhaustion (EE). Specifically, the authors tested two distinct mediating mechanisms, namely, WW and EE that have received less attention in testing the JI and WFC linkage. The authors also tested the variable of perceived organizational justice (POJ) to moderate these relationships.Design/methodology/approachSurvey data collected at Time 1 and Time 2 included 206 professionals from different occupational sectors. The authors study independent variable (i.e. JI), moderator (POJ) and mediator (WW) were measured at Time-1, whereas the other mediator (EE) and outcome (WFC) were tapped by the same respondent at Time-2 with a time interval of one month between them.FindingsThe findings suggest that subordinates’ EE and WW mediate the relationship between JI and WFC. Further, the authors found that EE is a relatively more effective mechanism than WW in explaining how and why JI translates into WFC. The results of the moderated mediation analysis revealed that the indirect effect of JI on WFC is strengthened when POJ is low.Practical implicationsJI has adverse consequences on the employees’ well-being and a cost to the organization in terms of WW. HR and top management should anticipate the negative influence of WW and EE and should focus on nurturing positive work–family climates to help reduce WFCs. Managers should give employees opportunities for participation and foster a climate of fairness in the organization to mitigate the harmful consequences of JI.Originality/valueThis study contributes to the employees’ burnout, counter work behavior and the WFC literature. By introducing EE and WW as underlying mechanisms and identifying POJ as a work contextual variable to explain the JI – WFC relationship, the authors extend the nomological network of JI. The authors respond to the calls by prior researchers as little research has examined how perceived fairness (unfairness) can induce WFC.

Exploring the antecedents and consequences of impersonal trust

PurposeTrust and impersonal trust, in particular, are of significant importance both for organizations and for innovative personnel, who are regarded human assets to organizations. The purpose of this study is to investigate the antecedents and consequences of impersonal trust in organizations.Design/methodology/approachThe population of this study constituted the managers, specialists and personnel of a pharmaceutical company in Iran. Out of a total of 200 questionnaires having been administered, 187 were returned; and structural equation modelling (SEM) was used for data analysis.FindingsThe findings of the study indicate that personal learning has a significant positive effect (β = 0.64) on impersonal trust, that interpersonal communication has a significant positive effect (β = 0.14) on impersonal trust, and that organizational justice perception, also, has a significant positive effect (β = 0.14) on impersonal trust. In addition, the findings show that impersonal trust has a significant positive effect both on job satisfaction (β = 0.47) and on innovation (B = 0.42) and job satisfaction has a significant positive effect (β = 0.39) on innovation. Moreover, impersonal trust, through job satisfaction, has a significant indirect effect (β = 0.18) on innovation; and personal learning, through organizational justice perception, does not have a significant indirect effect (β = 0.014) on impersonal trust.Originality/valueThis study is among only a few studies having investigated the antecedents and consequences of impersonal trust together. Also, in a developing country like Iran, impersonal trust has rarely been studied.

Perceived organizational justice and turnover intention among hospital healthcare workers

BackgroundOrganizational justice is the first virtue in social institutions (J Manage 16:399-432, 1990). It is one of the most determinant factors for an effective utilization of human resources and an essential predictor of organizational success (J Manag Dev 28:457-477, 2009). Employees who perceive fairness are more likely happy with their job and less likely leave their organization (Int J Bus Manage 4:145-154, 2009). Perceived injustice, on the other hand, diminishes motivation of workers to accomplish their duties (Int J Bus Manage 4:145-154, 2009; J Educ Sci Univ Tabriz 2:27-34, 2009). Ethiopia has given emphasis to the expansion of health institutions and increasing the number of health professionals. Despite this, little emphasis has been given the human resource aspect of the health sector. Therefore, this study aims to investigate organizational justice perceptions and turnover intentions among healthcare workers in Amhara region.MethodsOne hundred ninety seven healthcare workers participated in the study. Data were collected through self- report questionnaire and semi-structured interview. The quantitative data were analyzed through MANOVA, multiple regression, and independent samples t-test. The qualitative data were analyzed through thematic analysis.ResultsThe results of this study revealed that healthcare workers in the public hospitals held low perceived distributive, procedural, interpersonal and informational justice. Similarly, private hospitals healthcare workers had low perceptions on distributive and procedural justice. On the contrary, healthcare workers in private hospitals reported high perception of fairness on interpersonal and informational justice aspects. Both public and private hospital healthcare workers had high turnover intention. The result revealed significant difference in organizational justice perceptions between private and public hospital healthcare workers (F (4, 182) = 9.17; p < .05; partial η2 =. 168). Organizational justice dimensions (distributive, procedural, interpersonal and informational justice) significantly contributed an additional 9.9% variation in turnover intention (R 2 change = .099, F (4,170) = 4.86, p < .05). Distributive justice was the most important predictor of turnover intention (β = −.23, p < .05).ConclusionOrganizational justice perceptions of healthcare workers significantly predicted turnover intention. Hence, organizational justice should be given due emphasis in designing and implementing policies and strategies of human resource management.

Organisational Justice as a Determinant of Organisational Citizenship Behaviour among Adhoc Lecturers of Delta State Polytechnic Ogwashi Uku, Nigeria

This study aims at investigating the extent to which of perception of organizational justice predict organizational citizenship behaviour (OCB) among Adhoc teaching staff of Delta State Polytechnic, Ogwashi Uku. OCB here is conceptualized as a term that encompasses any positive and constructive action that employees engage in, on their own volition which supports co-workers and benefits the organization. This study adopted the survey research design. The population of the study consisted of 150 Adhoc teaching staff of the Polytechnic, out of which 120 was conveniently sampled. Data was collected through questionnaires. To determine its reliability, Cronbach-alpha was used (organizational citizenship behaviour 0.81 and 0.83 for organizational justice.) The collected data were analyzed using descriptive and inferential statistics. The results showed that mean of OCB are slightly above average. And there is significant positive relationship between the components of organizational justice and OCB. Furthermore, the three dimensions of organizational justice (distributive, procedural and interactional) indicated a positive relationship with the two main dimensions of OCB, namely OCB-interpersonal and OCB-organisational.

Stress among Correctional Officers: an Organizational Justice Approach

Employees’ positive perceptions of organizational justice are crucial to the successful operation of correctional institutions. Employees who perceive their employer treats them justly and fairly report less job-related stress and happier home lives. Organizational justice has two primary components – procedural and distributive justice – that have been examined relative to job satisfaction and job performance. The current study builds on the existing literature and examines the effects that perceptions of procedural and distributive justice have on the strain-based form of work-family conflict. Specifically, the goal of this study is to determine whether these two forms of justice were related to the strain that correctional employees bring home with them. Data collected from a large Southern correctional institution indicate that perceptions of procedural justice related significantly to reported levels of the strain-based form of work-family conflict and that staff with the highest perceptions of procedural justice reported the lowest levels of strain-based work-family conflict. This did not hold true for distributive justice, however, which was found to be statistically unrelated to work-family strain.

Studying Impact of Perception of Organizational Justice on Knowledge Sharing of Librarians in the Role of Organizational Commitment Mediators

Studying Impact of Perception of Organizational Justice on Knowledge Sharing of Librarians in the Role of Organizational Commitment Mediators

Testing a Comprehensive Model of Organizational Justice Perceptions and Personal States with Personal and Organizational Outcomes

Managers need to understand the types of perceptions, feelings, and reactions they should elicit from personnel under their direction. To this end, a parsimonious model is required. However, few comprehensive models linking managerial behaviours to employee states and outcomes have been developed and tested. Accordingly, this research articulates the importance of three critical constructs - leader&amp;ndash;member exchange (LMX), job satisfaction, and perceived organizational justice &amp;ndash; and associations with emotional exhaustion, work motivation, workplace misbehavior, and emotional intelligence as a concise and efficient model that explains the relationships between attitudes and states within individuals, and related, important work and personal outcomes. The model displayed a very high level of reliability and validity based on the exceptional fit of the structural equation models across two very large samples (over 1600 participants in each study).

Psychological contract and organizational justice: the role of normative contract

PurposeThe purpose of this paper is to examine perceptions of the psychological contract (PC) simultaneously at the individual level (fulfillment of obligations by the organization and PC violation) and the organizational level (normative contract), and their relationship with employees’ evaluations of organizational justice. Based on justice and information processing approaches, the hypothesis is that normative contract has an effect on employees’ perceptions of organizational justice, and also moderates the relationship between PC violation and organizational justice.Design/methodology/approachMultilevel modeling was employed with a multinational sample of 5,338 employees nested in 214 companies.FindingsFindings showed that beyond the positive effect of fulfillment of obligations by the organization, PC violation has a strong negative effect on organizational justice. In addition, normative contract has a positive effect on organizational justice, showing that when shared perceptions of normative contract are higher, then the organizational justice perceptions of employees are also higher. Furthermore, the normative contract moderated the relationship between PC violation and organizational justice, showing that the negative relationship of PC violation with organizational justice was stronger when the normative contract was higher.Practical implicationsFindings suggest that normative contract has effects on organizational justice, and that PC violation had more negative effects on employees’ perceptions of organizational justice perceptions when colleagues’ shared perceptions of fulfillment were higher. This means that social context (shared perceptions in an organization about the PC) has effects on individual perceptions of organizational justice. Companies need to pay attention to detrimental effects on employees who perceive a worse PC than their colleagues do.Originality/valueThe study extends the current research by demonstrating that employee–employer exchanges are not limited to individual level effects because shared perceptions of PC fulfillment (normative contract) also have relevant effects on employees’ perceptions of organizational justice.

Incorporating organizational justice, job satisfaction and organizational commitment in a model of turnover intentions for software professionals

This study is to provide an understanding on the growing situation of employee turnover in the IT industry in India. Through this study, all the factors which are responsible to make an employee stay or leave the organisation, has been explored. The major factors which have been responsible for employee turnover in this industry are employees' perception of organisational justice, job satisfaction and their organisational commitment. A detailed rationale for the factors which affects employees' turnover intention has also been covered through this study. The aim of this study is to propose a model with the facets of organisational justice that influence software professionals' turnover intention. Furthermore, the study also emphasises to explore the mediation role of job satisfaction and organisational commitment for software professionals.

Effects of human resources management practices and organizational justice perceptions on organizational cynicism: A research on municipalities in a developing country

Effects of human resources management practices and organizational justice perceptions on organizational cynicism: A research on municipalities in a developing country

The relationship between hotel staff’s organizational justice perception, relationship quality and job performance

With the increasing competition among hotel companies, how to improve the job performance of employees is the key to enhancing the competitiveness of hotel companies. Based on the theory of organiz...

The Effects of the Perception of Organizational Justice on Psychological Capital and Innovative Behavior: Focusing on Cosmetology Service Providers

This study attempted to investigate the effects of organizational justice on psychological capital and innovative behavior against cosmetology service providers. For this a questionnaire survey was conducted against 300 beauty salon employees in Seoul and capital region from March 4 to 22, 2019. Among a total of 300 questionnaires distributed, 294 copies but 6 poorly answered ones were used for final analysis. For data analysis, frequency analysis, factor analysis, reliability analysis and regression analysis were performed, using SPSS 21.0, and the results found the followings: First, the perception of organizational justice revealed a positive influence on psychological capital and innovative behavior. Second, psychological capital had a positive effect on innovative behavior. The high perception of organizational justice brought psychological reinforcement, provoking positive emotions. It appears that it is able to achieve high-value added management performances by having a positive influence on innovative behavior which implements the production, application and development of new ideas. The study results confirmed that organizational justice is a critical factor affecting psychological capital and innovative behavior. It’s also expected that they would be available as basic data for the scientific management of human resources.

ÖRGÜTSEL ADALET İŞGÖRENLERİN YEŞİL ÖRGÜTSEL DAVRANIŞINI ETKİLER Mİ?

Bu araştırmada, turizm işletmelerinde istihdam edilen işgörenlerin örgütsel adalet algılamalarının yeşil örgütsel davranış üzerine etkisinin belirlenmesi amaçlanmıştır. Bu nedenle, turizm işletmelerinde istihdam edilen 294 işgörene anket aracılığıyla ulaşılmıştır. Turizm işletmelerinde işgörenlerin örgütsel adalet algılamalarının örgütsel yeşil davranışlarına etkisini belirlemek amacıyla işgörenlerin örgütsel adalet algılamaları ve yeşil örgütsel davranış ifadelerine ilişkin betimleyici istatistikler belirlenmiş olup regresyon analizi yapılmıştır. Araştırmaya katılan işgörenlerin en yüksek algıladıkları örgütsel adalet boyutu işlemsel ve bilgilendirme, en düşük algılanan adalet boyutu ise dağıtımsal adalet, yeşil örgütsel davranış boyutlarından ise en yüksek çevresel duyarlılık ve ekonomik duyarlılık olarak belirlenmiştir. Araştırmada yapılan regresyon analizi sonuçlarına göre yeşil örgütsel davranış istatistiksel olarak anlamlı düzeyde örgütsel adaletten etkilenmektedir. Bu sonuca göre araştırmaya katılan işgörenlerin örgütsel adalet algılamalarındaki artış, işgörenlerin yeşil örgütsel davranışı üzerinde artış sağlamaktadır.