Organizational Procedural Justice Research Articles

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.

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 > t table 1.667 and a significant value (0.00 < 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 > 1.667 and a significant value (0.036 < 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 > 1.667 and a significant value (0.009 < 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 > f table 2.740 with a significant value of (0.000 <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.
 
 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.

Characteristics of Workplace Psychosocial Resources and Risk of Diabetes: A Prospective Cohort Study.

To examine whether characteristics of workplace psychosocial resources are associated with the risk of type 2 diabetes among employees. Participants were 49,835 employees (77% women, aged 40-65 years, and diabetes free at baseline) from the Finnish Public Sector cohort study. Characteristics of horizontal (culture of collaboration and support from colleagues) and vertical (leadership quality and organizational procedural justice) psychosocial resources were self-reported. Incident type 2 diabetes (n = 2,148) was ascertained through linkage to electronic health records from national registers. We used latent class modeling to assess the clustering of resource characteristics. Cox proportional hazards models were used to examine the relationship between the identified clusters and risk of type 2 diabetes during 10.9 years of follow-up, adjusting for age, sex, marital status, educational level, type of employment contract, comorbidity, and diagnosed mental disorders. We identified four patterns of workplace psychosocial resources: unfavorable, favorable vertical, favorable horizontal, and favorable vertical and horizontal. Compared with unfavorable, favorable vertical (hazard ratio 0.87 [95% CI 0.78; 0.97]), favorable horizontal (0.77 [0.67; 0.88]), and favorable vertical and horizontal (0.77 [0.68; 0.86]) resources were associated with a lower risk of type 2 diabetes, with the strongest associations seen in employees at age ≥55 years (Pinteraction = 0.03). These associations were robust to multivariable adjustments and were not explained by reverse causation. A favorable culture of collaboration, support from colleagues, leadership quality, and organizational procedural justice are associated with a lower risk of employees developing type 2 diabetes than in those without such favorable workplace psychosocial resources.

The synergistic effects of LMX and procedural justice climate on employee motivation and customer loyalty in a retail service context

PurposeThe aim of this paper is to test how leader–member exchange (LMX) interacts with procedural justice climate to influence three types of employee motivation (i.e. achievement striving motivation, status striving motivation and communion striving motivation). Furthermore, this study empirically examines the indirect effects of LMX on customer loyalty through employee motivation and service orientation.Design/methodology/approachThis study used a matched sample of 188 retail service employees and 376 customers from a large shopping mall in South Korea to test the empirical model. Structural equation modeling (SEM) and bootstrapping method were employed to test a series of proposed hypotheses.FindingsThe results show that LMX significantly enhances customer loyalty through two motivational dimensions and service orientation. In particular, this study shows that achievement and status striving motivation are directly related to service orientation, but communion striving motivation does not affect customer-focused service attitude. In addition, procedural justice climate serves as a critical moderator and synergistically interacts with LMX to influence achievement and status striving motivation.Research limitations/implicationsThis study offers new insight regarding how managers' roles in both individual (leader–member exchange) and organizational (procedural justice climate) level affect different forms of retail service employee motivation and service orientation, which in turn, result in customer loyalty.Practical implicationsThe results suggest that when retail service employees perceive procedural fairness at retail stores, they are more motivated to work hard to complete their assignments and achieve their sales goals in conjunction with leader support. Therefore, managers must provide a clear guideline and procedure regarding salary raises and performance evaluations or engage in thorough discourse on such matters with employees prior to announcements of such decisions. Moreover, as retail service employees interact with customers in the frontline, and how they serve customers plays a key role in creating customer loyalty. Managers should encourage retail service employees to engage in service-oriented behaviors.Originality/valueThe results suggest that LMX facilitates more formal task-related motivation to achieve either tasks or status while it is less related to relationship-building motivation, which is a unique contribution of this study. The results offer better understating of how LMX differentially leads to specific types of employee motivation in the existing literature.

A Machine-Learning Classification Tree Model of Perceived Organizational Performance in U.S. Federal Government Health Agencies

Perceived organizational performance (POP) is an important factor that influences employees’ attitudes and behaviors such as retention and turnover, which in turn improve or impede organizational sustainability. The current study aims to identify interaction patterns of risk factors that differentiate public health and human services employees who perceived their agency performance as low. The 2018 Federal Employee Viewpoint Survey (FEVS), a nationally representative sample of U.S. federal government employees, was used for this study. The study included 43,029 federal employees (weighted n = 75,706) among 10 sub-agencies in the public health and human services sector. The machine-learning classification decision-tree modeling identified several tree-splitting variables and classified 33 subgroups of employees with 2 high-risk, 6 moderate-risk and 25 low-risk subgroups of POP. The important variables predicting POP included performance-oriented culture, organizational satisfaction, organizational procedural justice, task-oriented leadership, work security and safety, and employees’ commitment to their agency, and important variables interacted with one another in predicting risks of POP. Complex interaction patterns in high- and moderate-risk subgroups, the importance of a machine-learning approach to sustainable human resource management in industry 4.0, and the limitations and future research are discussed.