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Article
Publication date: 22 November 2021

Tsu-Wei Yu

This study aims to use a social exchange perspective to investigate the influence of organizational justice on organizational citizenship behavior (OCB).

Abstract

Purpose

This study aims to use a social exchange perspective to investigate the influence of organizational justice on organizational citizenship behavior (OCB).

Design/methodology/approach

Survey and interview data were collected from a sample of insurance firm sales representatives in Taiwan. Structural equation modeling was deployed to explore the relationship between organizational justice, trust, supervisor–subordinate guanxi and OCB.

Findings

The findings offer important theoretical, managerial and social implications for life insurers’ human resource managers.

Practical implications

Organizational justice is a primary influence on OCB, which is connected with the underlying mediating mechanism of trust (trust in supervisor and trust in subordinate) and supervisor–subordinate guanxi (i.e. off-the-job activities).

Social implications

Subordinates can enhance guanxi with their supervisors to create a more harmonious working environment, creating mutual trust. The results suggest that supervisor–subordinate guanxi is based on long-term social exchange. How to balance fairness and efficiency is an import question for decision-makers.

Originality/value

This study’s examination of the role of trust and supervisor–subordinate guanxi in mediating the relationship between organizational justice and OCB expands the organizational behavior literature into a different industry (life insurance) and cultural context (Taiwan).

Details

Management Research Review, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2040-8269

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Article
Publication date: 23 November 2021

Alireza Nazarian, Ehsan Zaeri, Pantea Foroudi, Amir Reza Afrouzi and Peter Atkinson

Studies have shown that due to the high direct and indirect costs of staff turnover, there is a need for managers to use approaches that engender a feeling that the…

Abstract

Purpose

Studies have shown that due to the high direct and indirect costs of staff turnover, there is a need for managers to use approaches that engender a feeling that the organisation is fair to its employees and consequently reduce the intention to leave. However, to understand how to apply the research findings and theories from different parts of the world, we need to understand how employees’ perceptions of such factors as ethical leadership and organisational justice are affected by the national culture. Therefore, this study aims to compare the impact of ethical leadership on the intention to leave through justice, loyalty and satisfaction among employees of independent hotels from two Global Leadership and Organizational Behaviour Effectiveness (GLOBE) cultural clusters.

Design/methodology/approach

A total of 1,561 questionnaires were received from independent hotel employees, which were analysed using structural equation modelling. Data were collected in the USA, the UK, Italy and Spain whose national cultures fall into two different GLOBE regional clusters.

Findings

The results show similarities and differences between countries and within and between clusters. No relationship was found between procedural justice and intention to leave in any of the four countries. Ethical leadership had no significant impact on job satisfaction and organisational justice in the UK, which contrasts with results in the other three countries. The study findings also show that distributive justice has a significant relationship with the intention to leave in the USA and the UK (Anglo cluster), whereas no specific relationship was found between these two variables in Italy and Spain (Latin European cluster).

Originality/value

This study contributes to the literature of ethical leadership and its application to the hotel industry in two culturally different GLOBE clusters. This study shows how the relationships between organisational variables are affected by national culture and emphasises the importance for hotel managers of being aware of the specific characteristics of the culture of the country in which they are operating.

Details

International Journal of Contemporary Hospitality Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0959-6119

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Article
Publication date: 18 October 2021

Jin Ho Jung, Jaewon Yoo and Yeonsung Jung

The 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…

Abstract

Purpose

The 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/approach

This 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.

Findings

The 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/implications

This 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 implications

The 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/value

The 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.

Details

Journal of Service Theory and Practice, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2055-6225

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Article
Publication date: 1 November 2021

Misbah Hayat Bhatti, Umair Akram, Muhammad Hasnat Bhatti, Tabassum Riaz and Nausheen Syed

The effect of empowering leadership on knowledge sharing is well defined, but factors that stimulate employees for knowledge sharing are still limited. Therefore, this…

Abstract

Purpose

The effect of empowering leadership on knowledge sharing is well defined, but factors that stimulate employees for knowledge sharing are still limited. Therefore, this study aims to address to what extent empowering leadership is desirable to create a trustful and fair environment that is conducive for an employee’s knowledge sharing.

Design/methodology/approach

Through integration of social exchange, equity and uncertainty management theories develop a moderating mediating model that links empowering leadership to knowledge sharing. Three-wave data collection from the sample of 375 managers–subordinates’ dyads was done in Pakistan textile industries.

Findings

Hierarchal regression analysis and bootstrapping method were applied to test the hypotheses. The results indicate that affective trust partially mediates the relationship between empowering leadership and knowledge sharing. More especially, the findings demonstrate that the relationship between empowering leadership and knowledge sharing becomes strong with high level of distributive and procedural justices.

Practical implications

This research study uses empowering leadership as a proposed motivational pathway for stimulating employee’s knowledge sharing through development of affective trust and buffering effect of distributive and procedural justices.

Originality/value

Most of previous research in knowledge sharing just cynosure organizational-level elements like leadership and organizational justices but deteriorate individual factors like trust. Therefore, this study will combine both organizational- and individual-level factors for urging employees for knowledge sharing.

Details

International Journal of Quality and Service Sciences, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1756-669X

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Article
Publication date: 20 October 2021

Boris Urban and Jeremia Moloi

Notwithstanding the extensive body of knowledge on entrepreneurial intentions, there seems to be relatively little research on explaining intentions in the corporate…

Abstract

Purpose

Notwithstanding the extensive body of knowledge on entrepreneurial intentions, there seems to be relatively little research on explaining intentions in the corporate entrepreneurship context, nor has organizational justice been previously linked with employee entrepreneurial intentions (EEI). The purpose of this study is to determine to what extent different dimensions of organizational justice are associated with EEI.

Design/methodology/approach

The study context is the financial and services sector where technology enabled banking solutions have become the norm, and the need for entrepreneurial behavior has become essential in this industry. Survey data are collected (n = 204) from full-time employees working in the South African financial services sector. Initially instrument validity and reliability is tested and the hypotheses are investigated using multiple regression analyses.

Findings

Across the dimensions, results reveal positive yet non-significant relationships with EEI. However, as a control variable gender plays an important role in the relationship between procedural justice (PRCJ) and EEI. The findings are supplemented with a qualitative assessment that adds value and helps explain the results.

Practical implications

Corporate managers must foster EEI while at the same time considering perceptions of workplace justice in terms of interactional justice, distributive justice and PRCJ.

Originality/value

By combining insights from two sources of literature – organizational justice and EEI, a clear empirical contribution is made to the literature that opens up avenues for future research. Moreover, given that the original scales have primarily been employed in developed economies, by verifying their psychometric properties in an African market context, this now allows for replication studies to take place in other emerging market contexts.

Details

International Journal of Entrepreneurial Behavior & Research, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1355-2554

Keywords

Content available
Article
Publication date: 22 June 2018

Tomas Aquino Guimaraes, Adalmir Oliveira Gomes and Edson Ronaldo Guarido Filho

The purpose of this paper is to discuss the concept of Administration of Justice as a research field and set out an agenda for future studies that could promote the…

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7502

Abstract

Purpose

The purpose of this paper is to discuss the concept of Administration of Justice as a research field and set out an agenda for future studies that could promote the production of scientific knowledge in this area.

Design/methodology/approach

This paper explores the idiosyncratic features, dimensions of analysis upon the Administration of Justice, states a research agenda and discusses the main challenges on this theme. This paper conceptualizes Administration of Justice as a research field and discusses related phenomena from institutional and economic perspectives on innovation, performance, governance and legitimacy.

Findings

As a research field, Administration of Justice is defined as a set of theoretical concepts, research methods and techniques, aiming to investigate the management processes associated with the use and articulation of resources, knowledge and institutions, at different levels of the justice system, and their influence on the provision of justice in a given social context. As social phenomena, four levels of analysis are proper to investigate the justice system: societal, inter-organizational, organizational and operational. Innovation, performance, governance and legitimacy are central themes of the Administration of Justice and present various gaps and research opportunities.

Research limitations/implications

The main implications is the proposal of an agenda for future studies on the Administration of Justice field, which is an important step in raising awareness of the issue.

Originality/value

Administration of Justice encompasses a growing interest among academics, justice practitioners and public managers regarding managerial and political practices carried out in the justice system. Although relevant, this subject has been scarcely studied by the management community. This paper invites community to adopt an organizational and institutional perspective to Administration of Justice, setting an agenda for future research.

Details

RAUSP Management Journal, vol. 53 no. 3
Type: Research Article
ISSN: 2531-0488

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Article
Publication date: 29 May 2009

Ling Zhang, Ting Nie and Yongtai Luo

With the development of China's economy, more and more Chinese researchers in HR field try to explore suitable policies and practices from China's realities. Researchers…

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2829

Abstract

Purpose

With the development of China's economy, more and more Chinese researchers in HR field try to explore suitable policies and practices from China's realities. Researchers have spent considerable efforts to identify means of using human resource management practices to effectively utilize human capital. At the same time, it has been well recognized that organizational justice plays a critical role in effective management of employees' attitude and behaviors. The purpose of this paper is to demonstrate a framework for matching organizational justice and employment mode.

Design/methodology/approach

Quantitative research method is used in this study. Base on literature review of organizational justice, HR architecture social exchange and so on. The study tries to find out the relations between organizational justice and employment mode.

Findings

The study integrates these two seemingly disparate streams of research, and put forwards a framework for matching organizational justice and employment mode. Different groups of employees are managed differently and may require different organizational justice styles, and organizational justice styles should be consistent with the underlying objectives and psychological contracts underlying different employment modes.

Originality/value

The study tries to make organizational justice strategies match with employment modes and it is an attempt to use organizational justice to manage different employee groups from contingent and deploying perspective.

Details

Journal of Technology Management in China, vol. 4 no. 2
Type: Research Article
ISSN: 1746-8779

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Article
Publication date: 1 January 2005

David De Cremer

The purpose of the research was to test whether the widely known interaction between procedural and distributive justice influences cooperation, but only when employees…

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5043

Abstract

Purpose

The purpose of the research was to test whether the widely known interaction between procedural and distributive justice influences cooperation, but only when employees’ identification with the organization is strong.

Design/methodology/approach

A survey study was conducted in a company, including scales assessing distributive justice, procedural justice, employees’ sense of organizational identification and willingness to cooperate.

Findings

The results showed that this interaction effect was only found among those with a strong sense of organizational identification. However, the pattern of this interaction was different from the pattern found in previous studies, that is, both high procedural and distributive justice was required to best predict cooperation.

Originality/value

These findings identify yet another important moderator of the interaction between distributive justice and procedural justice, but also show that because of the cognitive content of the measure of organizational identification, the shape of the interaction is different than the one predicted by prior research.

Details

Journal of Managerial Psychology, vol. 20 no. 1
Type: Research Article
ISSN: 0268-3946

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Article
Publication date: 30 November 2004

Ali H. Muhammad

This article examines the relationship among participation in decision‐making, employee’s perceptions of procedural justice and employee citizenship behavior. An…

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1136

Abstract

This article examines the relationship among participation in decision‐making, employee’s perceptions of procedural justice and employee citizenship behavior. An employee’s perceptions of procedural justice is proposed to mediate the relationship between participation in decisionmaking and employee citizenship behavior. Data from 266 employees from 12 Kuwait business organizations indicate that: (1) participation in decision‐making is positively related to procedural justice perceptions, and (2) procedural justice perceptions mediate the relationship between participation in decision‐making and one of two organizational citizenship behavior dimensions.

Details

International Journal of Commerce and Management, vol. 14 no. 3/4
Type: Research Article
ISSN: 1056-9219

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Article
Publication date: 19 July 2010

Tim Bateman

Figures published by the Ministry of Justice show significant progress against New Labour's targets to reduce reoffending by young people within the youth justice system…

Abstract

Figures published by the Ministry of Justice show significant progress against New Labour's targets to reduce reoffending by young people within the youth justice system. The outgoing government was, unsurprisingly, quick to infer that such findings constituted corroboration of the improved effectiveness of youth justice practice under their administration. This article considers whether such an inference is warranted and discusses other potential explanations of the data.

Details

Safer Communities, vol. 9 no. 3
Type: Research Article
ISSN: 1757-8043

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