Role Of Organizational Justice Research Articles

Unpacking Workplace Envy: The Role of Organizational Justice and Self-Evaluation Motives

Unpacking Workplace Envy: The Role of Organizational Justice and Self-Evaluation Motives

The role of Organisational Justice and Mentorship in Turnover Intentions of Non-Teaching Staff in Universities: The case of Kyambogo University, Uganda

Understanding that keeping knowledgeable and dedicated staff members is essential to an organization's success, Kyambogo University enhanced working conditions, added health insurance, and established possibilities for advancement. Regardless of these measures, some non-teaching staff intended to leave the organisation giving inequality in salaries and working conditions as key reasons. Guided by the equity theory, the study examined the influence of Organizational Justice and Employee Mentorship on turnover Intentions among non-teaching staff at KYU. Using a correlational survey design, data was collected from a random sample of 242 respondents with the help of a structured questionnaire. Pearson correlation and regression analyses revealed that Organizational Justice was positively (r =.51, P<0.01) related to turnover intentions due to the distributive and Interactional justice that enabled non-teaching staff to feel belongingness and enthusiasm about their job. Employee mentorship and Turnover intentions had a positive and significant correlation (r =.23, P< 0.01), because of role modelling, career development and social support that enhanced the feelings of commitment among employees to their organisation making them want to stay and work for it. Organizational Justice and Employee Mentorship, together positively predicted (β=.48, P<0.05) turnover intentions. Employee Mentorship increased the contribution of organisational justice to turnover intentions by 1%. This was likely due to mentorship that enables employees to feel that KYU values them and felt grateful to stay and work for it. Therefore, retention strategies that provide relevant mentoring of staff members results into better retention. Programs to empower employees to have effective participation and engagement in sustaining distributive and interactional justice as well as role modelling should freely be available to reduce turnover intentions among non-teaching staff

The role of organizational justice in achieving organizational excellence: Analytical study in a number of colleges of the university of Baghdad

The research aims to clarify the theoretical concepts of both organizational justice and organizational excellence. Also, to identify the importance of organizational justice in achieving organizational excellence and identify the task of organizational justice in achieving organizational excellence. The research has been applied at Baghdad University. (50) Questionnaire forms were distributed for the purposes of the researcher have adopted a descriptive analytical approach. The study concluded several points. The most important of which is that the administration of Baghdad University depends heavily on distributive justice and procedural and interactive justice in achieving organizational excellence in the university. It was found through research and study that there is a statistically significant correlation between distributive justice and procedural and interactive justice in institutional excellence. The most significant of which is the management of University of Baghdad depends heavily on distributive justice and proceeds and interactive justice in achieving organizational excellence in the university.

Enhancing organizational citizenship behavior in a non-western context of the UAE: the role of organizational justice, leadership and psychological empowerment

PurposeThe purpose of this study is twofold: first, to examine the direct relationship of organizational justice (OJ), psychological empowerment (PE), Leader Member Exchange (LMX), organizational citizenship behavior (OCB), LMX on PE and OCB and PE on OCB; and second, to investigate the mediating role of PE between OJ and OCB and between LMX and OCB in the service industry in a non-Western context.Design/methodology/approachA quantitative questionnaire was used to test the proposed hypotheses of the study. From employees working in service providing organizations in the UAE, 364 usable responses had been collected and data was analyzed using structural equation modeling (SEM).FindingsOJ significantly influences PE and LMX, while its influence on OCB is insignificant. Also, LMX significantly affects PE and OCB, PE significantly impacts OCB, whereas PE and LMX significantly mediate the relationship between OJ and OCB.Practical implicationsOrganizations should promote fairness, psychological empowerment and OCB among employees. Additionally, leaders should develop positive and productive relationships with their employees.Originality/valueTo the best of the authors’ knowledge, this study is one of a limited number of studies designed to analyze the hypothesized relationships within a non-Western context, specifically in the UAE.

The role of organizational justice as mediator in the relationship between Islamic work ethics and work engagement

This research aims to examine organizational justice's role as a mediator in the association between Islamic work ethic and work engagement among Sharia Bank employees. The respondents were 86 employees of Sharia Bank in Jakarta. The hypothesis was examined through a mediation test that involved four steps, including three simple regression and multiple regression. The results showed that organizational justice meditates the relationship between Islamic work ethic and work engagement among Sharia Bank employees. Employees who strongly uphold Islamic work ethics will have a positive perception of organizational justice, which, in turn, leads to higher engagement with their work. These findings have implications on how organizations can enhance employees' work engagement by promoting employees' positive perception of organizational justice.

The Impact of Career Plateaus on Job Performance: The Roles of Organizational Justice and Positive Psychological Capital.

Previous studies suggest that career plateaus have detrimental effects on employees' satisfaction and performance. Psychological distress generated by career plateaus hinders organizations from achieving the United Nations' Sustainable Development Goals (UNSDGs) of 'health and well-being at work' (SDG-3) and 'decent work' (SDG-8). How to mitigate the negative impact of career plateaus becomes the key to enhancing sustainable well-being at work. However, the influencing mechanisms of career plateaus have not been fully discussed, especially regarding employees' psychological processes. Drawing on the equity theory and the conservation of resource theory, this study examines the influence mechanism of career plateaus on employee job performance via organizational justice, with positive psychological capital moderating the process. Mplus and the Process macro for SPSS are adopted to conduct confirmatory factor analysis and regression analyses. Building on 368 supervisor-employee paired questionnaires with an average of eight employees per supervisor, empirical results indicate that employees who encounter career plateaus reduce their perceived organizational justice to discourage them from performing well in their jobs. Positive psychological capital, however, mitigates the negative effects of career plateaus on perceived organizational justice and the indirect effects of career plateaus on job performance through organizational justice. Theoretically, this study advances our understanding of the influence mechanism of career plateaus on employees' job performance. Practical implications are also drawn for organizations to alleviate the negative impact of career plateaus to promote sustainable well-being at work.

Vertrauen in der Zusammenarbeit von Organisationen: Die Bedeutung organisationaler Gerechtigkeit und affektiven Erlebens

ZusammenfassungDieser Beitrag in der Zeitschrift „Gruppe. Interaktion. Organisation. (GIO)“ thematisiert zwischenmenschliche Aspekte in der Zusammenarbeit von Organisationen. Zwischenmenschliches Vertrauen trägt zur erfolgreichen Zusammenarbeit von Organisationen bei und kann wiederum durch das Erleben von Gerechtigkeit in den Organisationen gefördert werden. Colquitt (2001) unterteilt die organisationale Gerechtigkeit in vier Dimensionen. Wir nehmen an, dass diese unterschiedlichen Gerechtigkeitsdimensionen sowie ihre Ausprägungen als Gerechtigkeit oder Ungerechtigkeit jeweils spezifisch auf das Vertrauen zwischen den Organisationen wirken. Zudem prüfen wir, inwiefern emotionales bzw. affektives Erleben den Zusammenhang von Gerechtigkeit und Vertrauen erklären kann. Beide Annahmen werden jeweils mit einer Studie untersucht.Die Stichproben bestehen aus hochschulexternen Organisationsmitgliedern, die innerhalb eines Wissenstransferprojektes mit Hochschulen zusammenarbeiten. In Studie 1 wird die erste Annahme mittels qualitativer Interviews untersucht (N = 12). Darauf aufbauend wird in Studie 2 die zweite Annahme mittels quantitativer Fragebögen (N = 74) exemplarisch für informationale Gerechtigkeit und wahrgenommene Vertrauenswürdigkeit geprüft.In Studie 1 bestätigen sich die differenziellen Zusammenhänge: Während die distributiven und informationalen (Un‑)Gerechtigkeitsdimensionen gleichermaßen für Vertrauensaufbau und -verlust relevant sind, scheint die prozedurale Dimension insbesondere für den Verlust und die interpersonale Dimension insbesondere für den Aufbau von Vertrauen bedeutsam zu sein. In Studie 2 zeigt sich, dass positiv erlebte Emotionen (z. B. Freude) die Beziehung zwischen informationaler Gerechtigkeit und wahrgenommener Vertrauenswürdigkeit vermitteln. Die Ergebnisse deuten auf vielfältige Implikationen für die Gerechtigkeits- und Vertrauensforschung sowie die vertrauensförderliche Gestaltung interorganisationaler Zusammenarbeit hin.

The Role of Organizational Justice in Developing Organizational Citizenship Behavior for Omani Workers in Small and Medium Enterprises in Al Buraymi Governorate

The Role of Organizational Justice in Developing Organizational Citizenship Behavior for Omani Workers in Small and Medium Enterprises in Al Buraymi Governorate

Role of Organizational Justice on Nurse Work Productivity’s Result in Type B Hospitals in Serang

Background: Productivity is the goal of every type of organisation, including nursing services. With high nurse work productivity, the service in hospitals will be better, and the quality of health services can be improved. Increasing productivity is one of the main parameters for every organisation to win the competition in the face of rapid environmental changes. Objective: This study aims to analyse the effect of work discipline, organisational justice, and organisational culture on nurse work productivity in inpatient rooms at Type B Hospitals in Serang, either partially or simultaneously. Method: The method used in this research is quantitative with the type of explanatory causality research. The population in this study were all nurses working in the inpatient room of Dr. Dradjat Prawinegara, with a total of 202 people. The sampling method used is probability sampling with a simple random sampling technique, so the sample size used in this study is 134 respondents. Data analysis used multiple linear regression analysis with SPSS software version 24. Result: The results of this study indicate that work discipline, organisational justice, and organisational culture together have a significant effect on nurse work productivity in inpatient rooms at Type B Hospitals in Serang. Work discipline has a significant effect on nurse work productivity in inpatient rooms at Type B Hospitals in Serang. Organisational justice has a significant effect on nurse work productivity in inpatient rooms at Dr Dradjat Prawiranegara. Organisational culture has a significant effect on nurse work productivity in inpatient rooms at Type B Hospitals in Serang.

Is There a Right Way to Lay Off Employees in Times of Crisis?: The Role of Organizational Justice in the Case of Airbnb

The COVID-19 pandemic has negatively affected the tourism and services sector. Using the example of Airbnb’s recent layoff of 25% of its workforce, we focused on the role of organizational justice in mitigating the negative psychological impacts of layoffs. Based on a unique survey of Airbnb employees who survived the layoffs, as well as those who left, we employed an ordinary least squares regression to show that employees’ perceptions of organizational justice were positively related to their job satisfaction and trust in management, while being negatively related to their emotional exhaustion and cynicism. We discovered the crucial importance of interactional justice (i.e., interpersonal and informational justice). The respect, dignity, and politeness shown by management (i.e., interpersonal justice), as well as truthful and adequate communication about the procedure (i.e., informational justice) were pivotal to successfully conducting layoffs, especially during unprecedented economic uncertainty.

The role of organizational justice and social interaction in mitigating the negative effects of high-performance member retailers on strategic integration

Drawing on resource-based view, social exchange theory, and organizational justice theory, this study tests the link between high-performance member retailers (HPMRs) and strategic integration to retail buying groups, and the mediation and moderation of social integration and organizational justice, respectively. Using structural equation modeling, we analyze data from 241 independent retailers participating in retail buying groups in Japan. Results reveal that although HPMRs are negatively associated with strategic integration, they also increase strategic integration via enhanced social interaction with other member retailers. Additionally, organizational justice by buying group headquarters weakens the negative link between HPMRs and strategic integration. The study newly shows how member retailers’ past performance characteristics, the role of buying group headquarters, and member retailers’ interactions affect strategic integration to retail buying groups. The findings contribute to resource-based view, social exchange theory, and organizational justice theory by examining how retail buying groups can encourage HPMRs’ strategic integration using social interaction and organizational justice as boundary conditions. Practical and theoretical implications are described.

Peran Keadilan Organisasi dalam Membangun Komitmen Organisasi untuk Meningkatkan Kinerja Karyawan

This study discusses the commitment and performance of skiving employees at PT Karyamitra Budisentosa in the midst of organizational justice problems. This study is used to examine more deeply about the role of organizational justice in building organizational commitment to improve employee performance. This study uses qualitative research method to dig up information on the problems experienced by subjects of the study, namely organizational justice, organizational commitment, and employee performance. The writer uses 7 people as informants for different positions. Technique of collecting data uses the method of observation, method of interview, and method of documentation. The data validity test uses a credibility test using several techniques, namely persistence of observation, triangulation, reference materials, and member check. Technique of analyzing data consists of several processes, starting from data collection, data reduction, data presentation, to verification or drawing conclusions. The results of the study show that the role of organizational justice in building organizational commitment is through perception and trust in PT Karyamitra Budisentosa. When organizational commitment has been built on employees, then in the process of improving performance, this commitment plays a role in creating a sense of responsibility. Based on the results of the study, the writer provides suggestions for PT Karyamitra Budisentosa to take quick and appropriate action in creating organizational justice, because of the important role of organizational justice in the company.

A cultural perspective on knowledge hiding: the role of organisational justice, distrust and cultural intelligence

ABSTRACT Extant research has established knowledge hiding as one of the potential barriers to positive individual and organisational performance. This study aims to expand the empirical research on knowledge hiding by studying its manifestation in a multicultural context, where intercultural differences can further aggravate knowledge hiding. We investigate the relationship between organisational justice and knowledge hiding behaviour through the underlying mechanism of distrust. Furthermore, cultural differences can impact the perceptions of justice creating distrust, which in turn can lead to undesirable employee behaviours such as knowledge hiding. We also examine the moderating role of cultural intelligence (CQ) as an effective mechanism to mitigate the organisational justice-knowledge hiding relationship. The findings of this research revealed a negative relationship between organisational justice and knowledge hiding. In addition, distrust partially mediated the relationship between organisational justice and knowledge hiding. The results also indicated the moderating effect of CQ on the organisational justice-knowledge hiding relationship.

The role of organizational justice and job satisfaction in mitigating turnover intention of emotionally exhausted employees: evidence from Vietnam

PurposeThis study examines employee emotional exhaustion and turnover intention as the consequences of problematic customer behaviors and tests the role of perceived organizational justice and job satisfaction in mitigating these consequences.Design/methodology/approachA four-hypothesis model was tested using partial least squares structural equation modeling (PLS-SEM) based on a two-phase survey of 369 frontline services employees in Vietnam with a three-month time lag.FindingsThe study shows that abusive and unreasonably demanding customer behaviors have positive effects on emotional exhaustion, which, in turn, reduces job satisfaction and, subsequently, turnover intention. It also reveals that organizational justice mechanisms attenuate the positive association between emotional exhaustion and turnover intention. Job satisfaction indirectly mitigated the turnover intention of emotionally exhausted employees who had to deal with problematic customer behaviors, especially in the service sector in Vietnam, an emerging market.Originality/valueBuilding upon the social exchange theory (SET) and the conservation of resources theory (COR), this study extended the research on organizational justice with respect to emotional exhaustion in the customer service sector that received less attention previously. Rather than merely focusing on the interpersonal factors (e.g. respect and sensitivity) as organizational support does, organizational justice encompasses employees' perception of fairness of outcome and the whole process in an organization to reach decisions.

Workplace bullying and employee turnover intention: a mediating role of organizational justice

Workplace bullying is a distal and indirect cause of employee turnover intention which in turn poses negative consequences for organizations. The present study investigated the mediating role of organizational justice on the relationship between workplace bullying and employee turnover intention. The major focus of this study is to explore the proposition that workplace bullying has a mediating effect on organizational justice in predicting employee turnover intention. Study findings support the role of organizational justice in mediating the relationship between bullying and turnover intention. Data from 207 employees from 10 leading BPOs in the Mumbai Metropolitan Region was taken. This study draws from several established theories including: (1) social exchange theory; (2) justice perspective; (3) emotional intelligence; (4) organizational commitment; and, (5) job satisfaction. Results suggest that it is important to pay attention to employees’ reactions towards organizational injustice as these reactions may affect not only their attitudes but also their behaviour.

Servant leadership and job satisfaction in higher education: the mediating roles of organizational justice and organizational trust

ABSTRACT Drawing upon social exchange and self-determination theories, we propose a model to examine the mediating role of organizational justice and organizational trust in the relationship between servant leadership and job satisfaction. Data from 258 Palestinian academics were collected and analyzed using correlation-based structural equation modeling (partial least squares). Our findings show that organizational justice and organizational trust partly mediate the relationship between servant leadership and job satisfaction. In addition, the results show that there are significant differences in gender and experience pertaining to job satisfaction levels. This research advances the knowledge on servant leadership literature and adds insight into its relationship with job satisfaction in the field of higher education through examining the mediating role of organizational justice and organizational trust in the aforesaid relationship. Our findings encourage academic institutions to employ and nurture servant behaviors among academic leaders and managers. Academic institutions are also encouraged to embrace clear measures toward building a satisfied workforce through instilling a climate of justice and mutual trust.

The impact of organizational justice on job satisfaction in organizations: A case study on the employees of the faculty of law, university of bablon

The aim of this scientific research is to determine the relationship within the organizational justice variable and its impact on the performance of the workforce in organizations. In particular knowing how this research came to studying each dimension of justice and its impact on each other on the one hand, and on the other hand the role of dimensions. Organizational justice in increasing the degree of employee performance and gaining a competitive advantage in the labor market.
 The research sample was based on descriptive and explanatory statistics, where the researcher relied on collecting and statistic information and data from the research sample. Then, the research sample was handed over from all employees, a research questionnaire previously planned for this purpose. Where the data was analyzed and the results were known through the statistical programs for that.
 The research sample reached (195) from various workforces in the College of Law / University of Babylon, and data and responses were collected based on the random distilled sample method, and the size of the research sample was (57) employees working in the college.
 After reaching the results of the research sample, the results were discussed by presenting them to previous research on the same topic. Where the results of the targets were determined on the independent variable and its direct impact on the dependent variable in the research. Where the researcher conducted all the statistical methods, tests, correlation and regression coefficients, measures of central tendency. Finally, confirmatory factor analysis was performed for all variables and hypotheses.
 Where it was found through statistical methods and tests that there is a strong relationship with a high degree between each of the independent variables of the study sample with the dependent variable and the degree of influence of each of them on the research sample. Also, the role of organizational justice and its impact on increasing the degree of job satisfaction in the work environment was determined.

The Relationship between Servant Leadership and Work Engagement: An Organizational Justice as a Mediator

This study aimed to verify the relationship between servant leadership and work engagement, and the role of organizational justice as a mediator of that relationship. The research design was a cross-sectional design. The sample was 813 teachers of high schools and vocational high schools in East Java and Central Java, Indonesia. This study used the structural equation modeling for data analysis. This study found that servant leadership was positively related to organizational justice while servant leadership was not significantly related to work engagement. Organizational justice was positively related to work engagement. Organizational justice fully mediated the relationship between servant leadership and work engagement.
 
 Received: 26 July 2021 / Accepted: 25 February 2022 / Published: 5 March 2022

Police selectivity “on demand”: the role of organisational justice in promoting procedural justice

Purpose This paper presents the results of an action research with a Brussels’ police force. This research aimed to identify elements or mechanisms within police selectivity that put pressure on the relationship between the public and the police and affect the equal treatment of individuals and groups. Montjardet (1996) looks to understand structural, organisational of other factors as weighing on police selectivity. This article focusses more precisely on the interaction between organisational justice on striving to improve procedural justice.Design/methodology/approach This study was made possible through a partnership between UNIA, the PolBruNo police force and the National Institute for Criminalistics and Criminology (NICC). The methodology of this two-year action research around two phases. The first one led through (22) interviews with management, (200 h of) observations and three group analysis to a shared diagnosis of problems regarding police selectivity. The action part centered on intervisions with the patrol officers based during further (over 420 h of) observations, giving extra information that has been integrated in the analysis.Findings This research points out that even when police interventions are oriented by the demands of the public – public that sometimes formulates demands based on (ethnic) stereotypes – the intervention can be problematic. Organisational aspects played an important role in how the intervention unfolded: if those demands will be treated rather as orders given by the caller or as problematic situations needing analysis by the police officers. The paper arguments that organisational justice as experienced by the police officers impact how much consideration will be given to procedural justice.Originality/value Many scholars have shed a light on the various situations patrol officers deal with and identified problems regarding police selectivity. Procedural justice was developed as an interesting notion to look at the relation of police officers and the (diverse groups within the) public as well as the broader impact of these encounters. The importance to look to the organisational level in the decisions made by the police officers has also been established. The paper arguments that organisational justice as experienced by the police officers impact how much consideration will be given to procedural justice.

Who pays attention to the moral aspects? Role of organizational justice and moral attentiveness in leveraging ethical behavior

PurposeAlthough there have been several studies on corporate justice and employee ethical behavior, little is known about the conditions in which this link develops. The purpose of this study is to investigate the direct effect of organizational justice and moral attentiveness toward employee ethical behavior. Importantly, this study also considers the moderating role of moral attentiveness on the links between organizational justice and employee ethical behavior.Design/methodology/approachThe data was collected from 350 employees who were assessed directly to supervisors in 12 manufacturing companies placed in Malaysia, operated full-time, and had regular interaction with their direct supervisors. In particular, using two-wave survey data obtained from 270 employees working in the manufacturing industry in Malaysia.FindingsResults showed that organizational justice and moral attentiveness positively impact the employee ethical behavior as predicted. New to the literature, findings disclose that moral attentiveness strengthens this relationship. Importantly, the positive impact of organizational justice is sharply positive under high than low moral attentive employees and ceases to be significant among low morally attentive personnel.Research limitations/implicationsThis research focused on the notion of ethics and how important it is for society. The principles, norms and ideals that guide an individual’s behavior are referred to as ethics. Because the authors need to be treated with dignity as human beings, ethical behavior is essential in society.Practical implicationsThe findings of this study send a clear signal to managers that “failing to ensure that their employees perceive organizational justice” may undermine every effort made by them to improve their organizations’ ethical quality. Importantly, the findings emphasize the role of moral attentiveness in improving the ethical behavior of employees both directly and by strengthening the effectiveness of organizational justice to impact such a behavior positively. So, given the advantages of moral attentiveness in terms of improving employee ethical conduct, businesses should make every effort to hire and choose people who meet this requirement because it is not easy to spot this personality trait. Human resource managers may assess candidates’ moral attentiveness using a range of methods such as group debate, an in-basket exercise, organized interviews and business games that concentrate on specific ethical concerns.Social implicationsThis research focused on the notion of ethics and how important it is for society. The principles, norms and ideals that guide an individual’s behavior are referred to as ethics. Because the authors need to be treated with dignity as human beings, ethical behavior is essential in society.Originality/valueThe results of this study demonstrate how the eye is put to attain organizational moral excellence; the outcomes have shown that acutely attentive employees to the moral cues offered by the organization is vital.