Types Of Organizational Justice Research Articles

Organizational justice and secondary traumatic stress among child welfare workers: The moderated mediation model.

Secondary traumatic stress (STS) is documented as a common occupational hazard among child welfare workers. We examined the moderated mediation effects of distributive, procedural, and interpersonal justice on child welfare workers' STS. We analyzed survey data collected from 1,053 child welfare workers in a Midwestern state in 2018. Participants were asked to rate their STS and perceived organizational justice using valid scales. Hypotheses were tested using multiple regression and the PROCESS macro. Distributive justice was a stronger factor associated with STS. The direct effect of procedural justice was not significant. However, it was associated indirectly with STS through distributive justice. Interpersonal justice was associated directly with STS. Furthermore, it moderated the association between distributive justice and STS. Findings suggest that the different types of organizational justice have different functions in reducing child welfare workers' STS. This study can contribute to developing justice-oriented and trauma-informed organizations that prevent child welfare workers' STS and reduce its negative effects on themselves, organizations, and children in the child welfare system. (PsycInfo Database Record (c) 2023 APA, all rights reserved).

DOES PERSONALITY MODERATE THE ORGANIZATIONAL JUSTICE AND JOB SATISFACTION RELATIONSHIP?

Examining the role of personality in the relationship between organizational justice perception and job satisfaction might be crucial to improve organizations’ performance levels. The aim of the present study is, therefore, to investigate the moderating effect of personality factors on the relationship between organizational justice perception and job satisfaction. In total, 392 (218 female; 174 male) employees participated in the study. The mean age of the participants was 33.12 and the mean of experience was 116.46 months. The majority of the participants are healthcare professionals, academicians, engineers and teachers. The participants completed the Organizational Justice Scale, Job Satisfaction Index, Big Five Personality Inventory and demographic information form. The moderated regression analyses were conducted by using the Hayes PROCESS macro for SPSS. In all analyses, gender and age were entered as the control variables since they had correlations with the main study variables. Results indicate that types of organizational justice are predictors of job satisfaction and personality factors serve as moderators of the relationship between perceived organizational justice and job satisfaction. Among the personality factors, only neuroticism did not have any moderating effect. The findings might be considerable to draw attention to the necessity of managers to apply different strategies for their employees with different personality traits in order to provide a fair work environment for their employees and to increase their job satisfaction.

Opportunism and trust in cross- national lateral collaboration: the Renault-Nissan Alliance and a theory of equity-trust

Post-merger integration governance and management mechanisms facilitating lateral collaboration remain opaque. In an analysis of the Renault-Nissan Alliance, we abduce a theory of equity-trust by drawing on microfoundations theory and four types of organizational justice. We identify five practices that motivate distributive, procedural, informational, and interactional justice, and find that these practices discourage opportunistic behavior and foster trust thereby influencing alliance performance in two ways: sum of the parts and learning and synergies. Our findings contribute to understanding cross-national lateral collaboration in the form of symbiotic post-merger integration in strategic alliances.

Job Insecurity and Performance: The Mediating Role of Organizational Justice in terms of Type of Contract.

Job insecurity has been widely researched. However, there have been inconsistent results about the association between job insecurity and job performance. This study proposed a multi-group mediation model to explain the underlying mechanisms of this relationship according to psychological contract and social exchange theory. Data were collected through a survey. The sample was composed of 1,435 employees in 138 organizations from two European countries (i.e. Spain and Austria). Results showed that job insecurity was indirectly related to OCB and self-rated performance through the three types of organizational justice (distributive, procedural, and interactional justice); and these relationships varied depending on the type of contract. This study contributes to a better understanding of the relationship between job insecurity and performance by clarifying underlying mechanisms according to the type of contract.

Organizational justice as a factor in the formation of vertical trust in an organization (the case of an oil and gas company)

The phenomenon of trust is currently under focus in sociological discourse. Interest in the topic of organizational trust is due to an increasing number of studies proving its positive role in performance of organizations and employees, in increasing the economic efficiency of enterprises, stimulating the processes of its technical and technological modernization. In this regard, there is a need to search for factors conducive to building trust. One area of such research is the study of interaction of trust and organizational justice. However, existing publications do not give a definite answer regarding a direction of influence of these phenomena: some authors argue that trust is formed under the influence of organizational justice, others believe that the influence is vice versa. An additional argument in favor of the relevance of this topic is that the existing studies poorly reflect the specifics of Russian enterprises, since the topic of organizational trust is still under-examined in the domestic scientific literature. This article aims to empirically test hypotheses about the relationship between trust and organizational justice based on research materials carried out at one of the largest Russian enterprises. The objectives of the study were as followed: characterization of trust and organizational justice in various groups of personnel, assessment of impact of various types of organizational justice on vertical organizational trust. The empirical basis of the study is the materials of structured interviews of workers of the main production unit and engineering workers, conducted at one of the largest oil and gas industrial enterprises of the Perm Krai in 2021 (n = 792 people). The authors used the method of a continuous survey of workers at their workplaces in subdivisions. The novelty of the study lies in the fact that for the first time, based on the materials of a survey of Russian workers, the relationship between trust and organizational justice at different stages of a career in an organization was empirically analyzed. Furthermore, the contribution of various types of organizational justice to the formation of employee trust in management was illustrated. In accordance with the results of the study, the authors found out that organizational justice affects vertical trust in an organization: the more fair the organizational conditions are perceived by employees, the higher the level of trust in management. The authors point out that interpersonal and procedural justice have the major influence on the formation of vertical trust in an organization, but their role changes depending on length of service. It is concluded that in order to increase the level of vertical trust, the internal social policy of an organization should include technologies for both organizational analysis and the development of justice of intra-organizational relations, which, in turn, will contribute to an increase of productivity and efficiency of an organization.

Transformational leadership, organizational justice and organizational outcomes

PurposeThe purpose of this paper is to examine the impact of transformational leadership (TL) on organizational commitment (OC) with the mediating role of organizational justice (OJ) in the higher education (HE) sector in Syria.Design/methodology/approachThe data were collected from 502 employees from six HE institutions. Two measures of organizational outcomes were selected for this study, namely, job satisfaction (JS) and OC. Using structural equation modelling (SEM), the authors tested four alternative models to indicate the relationship between leadership and organizational outcomes.FindingsTL has both direct and indirect effects on OC through interactional justice (IJ). TL has an impact on JS through procedural justice (PJ) and IJ as intermediate variables, while transactional leadership (TrL) has an impact on JS through distributive justice (DJ). The three types of OJ have an impact on OC through JS. The authors found that the national culture may not influence the impact of the leader in the current globalization context, as the results were similar to the Western studies.Practical implicationsThe findings of the study provide managers of the HE sector with insights into the formations of employees’ fairness perceptions, and with some guidelines for managing employees by documenting OJ to draw positive attitudinal and behavioral responses from employees.Originality/valueWhile most previous research has focused on exploring the relationship between leadership and OJ or between OJ and JS in the business sector, the study, however, seeks in addition, to pinpoint the effect of OJ as a mediate variable between the leadership and JS and OC in HE.

The structural relationship between organizational justice and organizational citizenship behavior in university faculty in China: the mediating effect of organizational commitment

The present study focuses on the relationship between university faculty members’ organizational citizenship behavior (OCB), affective organizational commitment, and organizational justice. OCB can be simply defined as extra-role behavior not prescribed in formal organizational rules or job descriptions that promotes organizational effectiveness. This study examined two dimensions of OCB at a university: OCB toward the organization and OCB toward individuals. Data were collected through a questionnaire returned by 257 university faculty members from one major university in Shandong Province, China. The results show a positive association in all three types of organizational justice: distributive, procedural, and interactional justice. Affective organizational commitment is the most influential predictor for university faculty members’ OCB. Since human resources (HR) conditions at Chinese universities are relatively unknown, these findings and implications can give valuable insights for educational policy makers, university administrators, and HR-related practitioners in China.

Empirical Research of Manager’s Impression Management

Impression management had become a hot topic in academia recently and received more and more attention, but the domestic scholar’s related researches in this field are still in its infancy. The author has made the empirical study on the relationship among the supervisor’s impression management, the three types of organizational justice, trust awareness and job satisfaction through collecting questionnaires in several enterprises in Guangzhou. Through the Structural Equation Modeling we found that the manager’s impression management has a significant impact on employees perceived organizational justice, trust awareness and job satisfaction.

Organization Justice and Organization Citizenship Behavior: Employee Trust Acting As a Mediator.

Justice in the organizations mostly focused on two perspectives, fairness of results and fairness of techniques is used to determine that outcomes and the perspectives were called as distributive justice and procedural justice respectively. The organizational justice covers everything on versatile concept from system of payment to treatment of your boss. Researchers of organizational behavior recognized four types of organizational justice that is procedural, distributive, interactional and informational justice. Procedural justice perceptions considered to be one of the most crucial variables of organizational justice perceptions. The effect of different level of organizational justice on organizational citizenship behavior is a widespread researched topic and explains the importance of organizational justice in an organization. The purpose of this quantitative study is to investigate the impact of employee trust on the relationship between organizational justice and organizational citizenship behavior in the perspective of call center industry in Pakistan. The sample size covered 160 employees of different call centers of Islamabad. A total of 38 questions were asked based on a 5 point Likert scale responses. For accurate data processing, SPSS Statistics software package is used for statistical analysis. Regression is used to test the hypothesis. The results show that there is a positive relationship between Organizational Justice and OCB (Accepted), there is a positive relationship between Procedural Justice and OCB (Rejected), there is a positive relationship between Distributional Justice and OCB (Accepted), there is a positive relationship between Interactional Justice and OCB (Accepted) and employee trust does not mediate the associations between Organizational Justice and OCB, which is a positive effects on OCB.

Organization Justice and Organization Citizenship Behaviour: Employee Trust Acting as Mediator

Justice in the organizations mostly focused on two perspectives, fairness of results and fairness of techniques is used to determine that outcomes and the perspectives were called as distributive justice and procedural justice respectively. The organizational justice covers everything on versatile concept from system of payment to treatment of your boss. Researchers of organizational behaviour recognized four types of organizational justice that is procedural, distributive, interactional and informational justice. Procedural justice perceptions considered to be one of the most crucial variables of organizational justice perceptions. The effect of different level of organizational justice on organizational citizenship behaviour is a widespread researched topic and explains the importance of organizational justice in an organization. The purpose of this quantitative study is to investigate the impact of employee trust on the relationship between organizational justice and organizational citizenship behaviour in the perspective of call centre industry in Pakistan. The sample size covered 160 employees of different call centres of Islamabad. A total of 38 questions were asked based on a 5 point Likert scale responses. For accurate data processing, SPSS Statistics software package is used for statistical analysis. Regression is used to test the hypothesis. The results show that there is a positive relationship between Organizational Justice and OCB (Accepted), there is a positive relationship between Procedural Justice and OCB (Rejected), there is a positive relationship between Distributional Justice and OCB (Accepted), there is a positive relationship between Interactional Justice and OCB (Accepted) and employee trust does not mediate the associations between Organizational Justice and OCB, which is a positive effects on OCB.

Organizational Justice enhances Subjective Well-being

Organizational Justice has the potential to create major impact on organizations and employees alike. These include greater commitment, trust, enhanced job performance, more citizenship behaviors and less number of conflicts. It has been reported that employees seem to have a universal concern for Justice that transcends the self and that many are subject to biases at various point of time in their work life. Sometimes these biases lead to adverse outcomes including decreased level of subjective well-being. Subjective well-being is a broad category that includes life satisfaction, positive affect, and low negative affect, such as anger, sadness and fear. Thus to study the relationship between Organizational justice and subjective well-being, a sample of 88 employees working in Private Universities of NCR region were examined. For this purpose, the Organizational Justice scales consisting of Measure of Procedural & Interactional Justice and Distributive Justice Index scale by Moorman, Blakely & Niehoff (1998) and Subjective Wellbeing Scales inclusive of the Satisfaction with Life Scale(SWLS),Scale of Positive and Negative Experience(SPANE) and Flourishing Scale (FS) by Ed Diener (2004)were used. Results indicate significant relationship between the three types of Organizational justice and subjective well-being of employees.

The Relationship between Organizational Justice and Turnover Intention: A Survey on Hospital Nurses

Introduction: High organizational justice and its factors are associated with reduced turnover intention. Therefore, in this study, we aimed to examine the relationship between organizational justice and turnover intention among hospital nurses. Materials and Methods: This descriptive, analytical study was conducted on 135 nurses working in Labafi Nejad Hospital in Tehran, Iran, 2015. The data were collected using Beugre's (1998) questionnaire of organizational justice questionnaire. To analyze the data, Pearson’s correlation and ANOVA tests were performed using SPSS, version 20. Results: Mean organizational justice and turnover intention scores were 68.85±7.67 and 47.8±12.47, respectively. Among the different types of organizational justice, the highest mean score was pertinent to interactional justice (75.24±16.68). A significant inverse correlation was observed between turnover intention and organizational justice (r=-0.36), interactional justice (r=-0.38), and procedural justice (r=-0.36), while no association was noted between turnover intention and systemic and distributive types of justice. Furthermore, there was no link between demographic variables, organizational justice, and turnover intention. Conclusion: Considering the prominent role of organizational justice in personnel’s intention to leave their job, and given high costs of recruiting and training new staff, managers should pay especial attention to promoting justice and employees’ satisfaction and enhancing stability in their organizations by reinforcing positive attitudes in the employees.

Relating ethical climate, organizational justice perceptions, and leader-member exchange (LMX) in Romanian organizations

The purpose of this study was to investigate the relationship of ethical climate factors, organizational justice dimensions, and LMX. The research was conducted drawing upon the responses of 716 employees in Romania to survey questionnaires. As expected, the three types of organizational justice were highly interrelated. Furthermore, all types of ethical climate were interconnected. In addition, we found that egoistic ethical climate was negatively related significantly to the three types of organizational justice; the principle and benevolent ethical climate was found to relate to the three dimensions of organizational justice and LMX. Unexpectedly, we revealed that a division of the egoistic ethical climate into two separate sub-factors provided further insights into the relationships with organizational justice and LMX.

Explaining Cyberloafing through a Theoretical Integration of Theory of Interpersonal Behavior and Theory of Organizational Justice

Cyberloafing is an issue of growing concern for contemporary organizations. This paper develops an integrated research model which combines the Theory of Interpersonal Behavior and Organizational Justice to provide a holistic examination for cyberloafing behavior. Data was collected from working respondents via on-line questionnaire to test the research model. The results of this study found that the metaphor of the ledger from the organizational justice model was a significant predictor of intent to cyberloaf, while the four types of organizational justice were not significant predictors of the metaphor of the ledger. The effects of constructs from the Theory of Interpersonal Behavior performed as expected with the exception of the direct relationship between facilitating conditions and cyberloafing behavior. Overall, the results suggest that combining these two models provides a rich explanation of antecedents to cyberloafing.

Well‐being, satisfaction and commitment: the substitutable nature of resources for maternity hospital nurses

To investigate the relationship between three types of organizational resources (job control, social support and organizational justice) and the impact of job demands on nurse's well-being and attitudes towards their work. The negative impact of work-related stress on nurse's health and attitudes towards their work has been established. Increasingly, research is focusing on the role of organizational resources in reducing the impact of work-related stress. Cross-sectional survey. Data collected in November 2008 from 226 Australian nurses and midwives were analysed using the full Job Strain Model with the addition of organizational justice variables. Multiple regression analyses explored the relationships among job control, job demands, three sources of social support and four types of organizational justice on well-being and work attitudes. The overall regression models explained a significant amount of variance in well-being, job satisfaction and organizational commitment. Significant main effects were evident for support variables and organizational justice variables on well-being and job satisfaction. Interactions between job control and supervisor support and between job demands and supervisor support were evident for job satisfaction. Supervisor support and organizational justice have significant relationships with nurses' well-being and job satisfaction. More broadly, the findings suggest that, in the triple-matching approach from a work-stressor to a resource to a work outcome, personal, supervisory and organizational resources may be substitutable. These findings provide nurse management with empirical endorsement for the development and delivery of the organization's resources for nursing staff.

Organizational Justice in Performance Appraisal System and Work Performance: Evidence from an Emerging Market

This study aimed at extending the literature of the effect of performance appraisal on productivity and employees by connecting the employees’ perception on fair performance appraisal and organizational justice-considered practices to job satisfaction and work performance. Prior studies did not explore much this relation due to the geographical sample limitation and governance practice context. Participants of this research were employees of large and well-established companies, which were considered to have well and transparent appraisal systems and a perfect recently context to find the effect of organizational justice conflict. Questionnaires were used and processed with factor analysis and regression to examine the simultaneous effects of few independent variables on a dependent variable. The results reveal that the interactional justice has more influence than other types of organizational justice in evaluating employee’s performance, which is contrary with previous researches. Employees are more concerned on interaction during and after the evaluation process. They are keen on knowing how they have been evaluated and what the feedback of their superior is after the performance appraisal process. It provides strong support for the relationship between employee perception of organizational justice in performance appraisal system and work performance. It also supports a significant relationship between performance appraisal satisfaction and work performance. The important implication for organization is a pivotal role of the employees’ perceptions of the success or failure of a system. Therefore, the management has to keep in view the perceptions of their employees, while designing or modifying the appraisal system.

The influence of sexual harassment frequency and perceptions of organizational justice on victim responses to sexual harassment

Organizational justice theory was used to understand the conditions that influence how women respond when sexually harassed. Specifically, this study examined whether sexual harassment frequency interacts with perceptions of four types of organizational justice (procedural, distributive, interpersonal, and informational) to predict two types of victim responses (confrontation and reporting). With data collected from 257 female employees, it was found that the interaction between sexual harassment frequency and perceptions of distributive justice and the interaction between sexual harassment frequency and perceptions of procedural justice predicted reporting, whereas the interaction between sexual frequency and perceptions of distributive justice predicted confrontation. The interaction between sexual harassment frequency and perceptions of informational justice predicted both confrontation and reporting. Implications for organizations are discussed.

The impact of manager and top management identification on the relationship between perceived organizational justice and change‐oriented behavior

PurposeThe purpose of this study is threefold: to better understand what predicts individuals pro‐change behavior (PCB) and anti‐change behavior (ACB) during organizational renewal with respect to organizational justice perceptions, given its significance for change intervention success; to identify and empirically test two new foci of organizational identification, namely manager and top management identification (TMID); and to investigate how these two new identification foci affect the relationship between various types of organizational justice and change‐oriented behavior.Design/methodology/approachSurvey data from 137 market research employees on their perceptions of organizational distributive, procedural and interactional justice, manager and TMID and PCB and ACB were collected. Multiple hierarchical regression analysis was used for testing direct relationships between organizational justice and change‐oriented behavior and moderation effects of manager and TMID on these relationships.FindingsThe findings indicate that all types of justice predict PCB and that, in addition, interactional justice perceptions are negatively related to employees' ACB. Neither manager nor TMID had a moderating effect on the relationship between organizational justice and PCB, but both moderated the relationship between distributive justice perceptions and ACB. Moreover, identification with top management moderated the relationship between procedural justice perceptions and ACB.Research limitations/implicationsThe use of self‐reported measures on PCB and ACB may present a too optimistic reflection of people's actual behavior during organizational change based on social desirability considerations in organizational research.Practical implicationsThe findings contribute to a better understanding of how organizations and change agents can foster PCB and what role a psychological bond of employees with managers and an organization's top management can play during change interventions. Specifically, organizational leaders should seek both some professional and personal credentials in order to tap into the positive self‐concept element of identification and also adopt a leadership style during change which is associated with charismatic leadership behaviors. Scholars in the areas of organizational behavior and I/O psychology benefit from this study as it sheds light on the antecedents of PCB and ACB and offers two new identification foci that interact with the variables at hand.Originality/valueThe creation of manager and TMID as new foci in organizational identification research and their use as a moderating force on the relationship between both PCB and ACB is unprecedented.

Four-factor justice and daily job satisfaction: A multilevel investigation.

This study examined the differential effects of 4 types of organizational justice on daily job satisfaction at between- and within-individual levels. Specifically, the authors predicted that interpersonal justice and informational justice would exhibit meaningful daily variations and would have direct impacts on individuals' job satisfaction on a daily basis. They further theorized that distributive justice and procedural justice at a between-person level would moderate the within-person relationships. The authors used hierarchical linear modeling to test their hypotheses with a sample of 231 full-time employees in Hong Kong over the course of 25 working days. The results showed that both daily interpersonal and informational justice were positively related to daily job satisfaction. As hypothesized, between-individual distributive justice moderated the relationship between daily interpersonal justice and daily job satisfaction, and between-individual procedural justice moderated the relationship between daily informational justice and daily job satisfaction.

The Role of Organizational Justice in Promotion Decisions

Organizational justice perceptions are important for organizations, because they help to predict organizationally important outcomes. However, justice regarding promotions in particular is studied less than other types of organizational justice. Therefore the research was conducted to examine the role of organizational justice aspects, i. e. distributive, procedural and interactional justice, in promotion decisions. The purpose of this study was to determine how perceived distributive, procedural and interactional justice are related to favourability of promotion decision and various levels of outcomes. In particular, this study explored the relationship between perceived distributive, procedural and interactional justice and job satisfaction, satisfaction with promotion opportunities, organizational commitment, turnover intentions, trust in supervisor and trust in management. 132 employees from various organizations participated in the study. The results of the study revealed that favourability of promotion decision (i. e. promotion or non-promotion) is related to perceived distributive justice (Z = –5.867, p ≤ 0.001), but not related to perceived procedural and interactional justice. While perceived justice of decision is related to decision favourability, fair procedures and fair interpersonal treatment is valued irrespective of it. The study also showed that different aspects of organizational justice are related to different outcomes. Perceived distributive justice is related to job satisfaction (β = 0.602, p ≤ 0.01) and satisfaction with promotion opportunities (β = 0.721, p ≤ 0.01). The more decision regarding promotion is considered as fair the more employees are satisfied with their job and promotion opportunities. Perceived procedural justice is the best predictor of organizational outcomes such as organizational commitment (β = 0.676, p ≤ 0.01) and turnover intentions (β = 0.687, p ≤ 0.01). When employees perceive promotion procedures as fair they are more committed to organization and less likely to leave. Moreover, perceived interactional justice is positively related to satisfaction with promotion opportunities (β = 0.138, p ≤ 0.01). Finally, when promotion decisions are made by supervisor, perceived interactional justice is positively related to trust in supervisor (β = 0.716, p ≤ 0.01). On the other hand when promotion decisions are made by upper-level manager, perceived interactional justice is positively related to trust in management (β = 0.682, p ≤ 0.01). Limitations of the study and possibilities for future researches and practical applications are discussed.