The effects of emotional intelligence and organizational justice on job satisfaction, caring climate, and criminal investigation officers’ performance

Abstract

Purpose

This study aims to examine the effects of emotional intelligence and organizational justice on job satisfaction and caring climate and its impacts on Criminal Investigation officers’ performance.

Design/methodology/approach

The population in this research was all criminal investigation officers, with people (2016 data) in all Polres and the Criminal Investigation Directorate of Polda Metro Jaya. The method used is path analysis. The path modeling was solved by using the partial least squares method. This research found that there is a positive relationship between job satisfaction and officers’ performance.

Findings

This research found that there is a positive relationship between emotional intelligence and job satisfaction; organizational justice and job satisfaction; emotional intelligence and officers’ performance; organizational justice and officers’ performance job satisfaction and officers’ performance; caring climate and officers’ performance; organizational justice and caring climate; emotional intelligence and caring climate. In general, it has shown that emotional intelligence has a significant direct effect on performance, job satisfaction and caring climate. In addition, emotional intelligence has an indirect effect on performance through job satisfaction and caring climate.

Originality/value

There are some differences in the previous research results or methodological weaknesses. This research will develop the relationship between the emotional intelligence variable and the caring climate variable and the relationship between the organizational justice variable and the caring climate variable.

Citation

Sembiring, N., Nimran, U., Astuti, E.S. and Utami, H.N. (2020), "The effects of emotional intelligence and organizational justice on job satisfaction, caring climate, and criminal investigation officers’ performance", International Journal of Organizational Analysis, Vol. 28 No. 5, pp. 1113-1130. https://doi.org/10.1108/IJOA-10-2019-1908