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1 – 10 of over 20000Ramakrishna Gollagari, Temesgen Birega and Santap Sanhari Mishra
Organizational justice and its impact on employee commitment have received a lot of attention these days. The objective of this study is to see the effect of job satisfaction as a…
Abstract
Purpose
Organizational justice and its impact on employee commitment have received a lot of attention these days. The objective of this study is to see the effect of job satisfaction as a mediator in the relationship between organizational justice and employee commitment. Also, the role of academic rank as a moderator in the model is probed.
Design/methodology/approach
A moderating mediation structural equation model was used for randomly collected cross-section data on 285 employees from public universities in Ethiopia. Necessary condition analysis (NCA) was employed to check the importance of the variables. The Gaussian copula approach was used to check endogeneity in the structural model.
Findings
NCA confirms the importance of organizational justice and employee satisfaction as the independent variables. The Gaussian copula approach reveals no endogeneity problems in the structural model. The results supported the partial mediating role of job satisfaction in organizational justice and academic staff’s commitment. Moreover, though staff rank is not a necessary condition, it plays the role of moderator in the relationship between academic staff’s job satisfaction and commitment.
Practical implications
This paper affirms that public institutions must implement fair initiatives and procedures to promote academic staff satisfaction and commitment.
Originality/value
This is the first study to check the job rank as a moderator in the model comprising organization justice, employee commitment and satisfaction. Moreover, application of NCA and Gaussian copula adds to methodological innovation.
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Eric Lambert, Jianhong Liu and Shanhe Jiang
Police officers' attitudes toward their employing organizations are impacted by officers' perceptions of justice within the organization itself, and these perceptions can affect…
Abstract
Purpose
Police officers' attitudes toward their employing organizations are impacted by officers' perceptions of justice within the organization itself, and these perceptions can affect the bond that officers form with their organization. The current study explored how perceptions of three dimensions of organizational justice (i.e. interpersonal, procedural and distributive justice) were related to the affective (i.e. voluntary) organizational commitment of Chinese police officers.
Design/methodology/approach
The data for the current study came from a voluntary survey of 589 Chinese police officers in three areas, one each in southern, central and western China.
Findings
Based on an ordinary least squares (OLS) regression equation, interpersonal, procedural and distributive justice had similar sized positive associations with organizational commitment.
Research limitations/implications
The findings support the contention that perceptions of organizational justice views are related to the commitment of Chinese police officers.
Practical implications
Raising the interpersonal, procedural and distributive justice views should raise the level of affective commitment of officers.
Social implications
Enhancing the justice views of officers should benefit officers by treating them more fairly, as well as benefiting the police organization by increasing commitment of officers.
Originality/value
There has been limited research on how the different forms of organizational justice are related to officer commitment, especially among Chinese officers.
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The purpose of this study is to examine the relationship between organizational justice and organizational citizenship behavior (OCB) and the mediating effect of organizational…
Abstract
Purpose
The purpose of this study is to examine the relationship between organizational justice and organizational citizenship behavior (OCB) and the mediating effect of organizational commitment with power distance as a moderator.
Design/methodology/approach
Data was gathered from responses to a structured questionnaire by 379 employees based in ten banks from five metropolitan cities in Pakistan
Findings
The study finds no positive relationship between organizational justice and OCB, a positive relationship between organizational justice and organizational commitment, that organizational commitment mediates the relationship between organizational justice and OCB and that power distance moderates the relationship between organizational justice and organizational commitment.
Practical implications
Managers and policy makers should ensure fair and transparent processes within an organization to increase the confidence an employee has in the organizational systems and processes.
Originality/value
This paper has an original approach as it examines the moderating impact of power distance between organizational justice and organizational commitment in the context of a developing country, Pakistan.
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Si Hyun Kim, Giacomo Laffranchini and Wonho Jeung
The purpose of this paper is to examine the relationship between supervisor’s overall justice and affective organizational commitment. The authors further study how this…
Abstract
Purpose
The purpose of this paper is to examine the relationship between supervisor’s overall justice and affective organizational commitment. The authors further study how this relationship is moderated by subordinates’ overall justice.
Design/methodology/approach
The authors conducted hierarchical regression analyses on a sample of supervisor–subordinate matched data.
Findings
Supervisors’ overall justice was positively related to supervisors’ affective organizational commitment, and subordinates’ overall justice moderated these relationships.
Research limitations/implications
The main limitation of the study was its cross-sectional nature.
Practical implications
Results emphasized the importance of the interaction between supervisors’ and subordinates’ perceived overall justice, which suggests that employers should focus on treating all individuals fairly in the workplace.
Originality/value
The study contributes to the organizational justice literature by providing empirical evidence using a supervisor–subordinate matched sample, suggesting that overall justice is important to understanding individuals’ affective organizational commitment. Using fairness heuristic theory, the study explores the interaction effect of subordinates’ overall justice on the relationship between supervisors’ overall justice and affective organizational commitment.
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The purpose of this paper is two‐fold: first, to examine the influence of perceived organizational justice on Saudis’ work‐related attitudes, namely, job satisfaction and…
Abstract
Purpose
The purpose of this paper is two‐fold: first, to examine the influence of perceived organizational justice on Saudis’ work‐related attitudes, namely, job satisfaction and organizational commitment. Second, to examine the differential effects of distributive and procedural justice on the above‐mentioned work‐related attitudes.
Design/methodology/approach
Using a self‐administered questionnaire, 600 Saudi employees from 24 organizations operating in an Eastern province in Saudi Arabia were surveyed. Correlation and hierarchical regression analyses were used to examine the hypotheses of the study.
Findings
The paper revealed that justice plays a significant role in influencing Saudi employees’ level of job satisfaction and commitment. An examination of the differential affects of justice revealed that distributive justice tends to be a stronger predictor of job satisfaction compared to procedural justice. Moreover, despite the significant positive correlation between procedural justice and organizational commitment, there was no influence of procedural justice on organizational commitment when the influence of inter‐actional justice and distributive justice had been controlled.
Practical implications
The theoretical and practical implications of the results are discussed in the paper. Recommendations are provided to managers in Saudi organizations to enhance perceptions of justice in the workplace.
Originality/value
The paper contributes to the knowledge of the topic of organizational justice in Saudi Arabia, which is under‐studied in academia. The paper not only advances the literature pertaining to organizational justice theories by empirically demonstrating the importance of organizational justice for developing positive work outcomes in a non‐Western developing context, but also elucidates the differential effects of distributive and procedural justice on work‐related attitudes.
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Duarte Pimentel, Juliana Serras Pires and Pedro L. Almeida
The purpose of this paper is to explore differences between non-family employees of family and non-family firms regarding the perceptions of organizational justice and levels of…
Abstract
Purpose
The purpose of this paper is to explore differences between non-family employees of family and non-family firms regarding the perceptions of organizational justice and levels of organizational commitment. Moreover, focusing on non-family employees of family firms, the study assesses the relation between the perceptions of organizational justice and levels of organizational commitment. Finally, the study seeks to understand which dimension of organizational commitment (i.e. affective, continuance, or normative) is more associated with the perceptions of organizational justice of non-family employees working in family firms.
Design/methodology/approach
The empirical evidence is provided by a sample of 205 Portuguese employees, 98 non-family employees of family firms, and 107 non-family firms' employees, who responded to a questionnaire that included organizational justice and commitment measures. All firms included in the sample are small-sized privately owned companies.
Findings
Results show that there are no differences between non-family employees of family and non-family firms regarding the perceptions of organizational justice. However, results reveal that there are significant differences regarding the levels of organizational commitment. Furthermore, it was found that, in family firms, non-family employees' perceptions of organizational justice are positively related to the levels of commitment, especially regarding the affective dimension.
Originality/value
This paper aims to contribute to the literature by addressing two classical organizational aspects, which are yet under-researched in the comparison between family and non-family firms, while pursuing to shed some light on the relationship between the perceptions of organizational justice and levels of organizational commitment of non-family employees working in family firms.
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Abubakr Suliman and Majid Al Kathairi
The purpose of this paper is to examine the potential links between organizational justice, organizational commitment (employees’ loyalty) and job performance in a developing…
Abstract
Purpose
The purpose of this paper is to examine the potential links between organizational justice, organizational commitment (employees’ loyalty) and job performance in a developing country. It also focuses on the experiences and perceptions of fairness/justice in the workplace, and how such perceptions predict organizational commitment and job performance.
Design/methodology/approach
A survey was conducted in an organizational setting composed of three government organizations. The sample comprises 500 full‐time employees. The data were collected through a self‐administered questionnaire and analyzed using SPSS.
Findings
The findings show that organizational justice (procedural, interactional) is positively and significantly correlated with affective and continuance commitment as well as with job performance. In addition, the result of the statistical forms support the moderating effect of affective and continuance commitment of high job performance.
Research limitations/implications
The sample represented only governmental sector and only one emirate of the UAE's seven emirates. The implications of the findings for researchers together with some future guidelines are discussed in the paper.
Practical implications
The paper provides practitioners with some advice about understanding and managing justice, commitment and work performance.
Originality/value
The paper is the first study in the UAE and the Middle East that examines the links between justice, commitment and performance in state‐owned organisations.
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Matthew S. Crow, Chang‐Bae Lee and Jae‐Jin Joo
In spite of the importance of officers' perception of organizational justice and its influence on organizational commitment, the policing literature lacks information about the…
Abstract
Purpose
In spite of the importance of officers' perception of organizational justice and its influence on organizational commitment, the policing literature lacks information about the relationship between the factors. Using job satisfaction as a mediator, this study aims to examine an indirect influence of organizational justice on police officers' commitment to their organization.
Design/methodology/approach
This study employed a survey of 418 police officers in South Korea while on in‐service training. In exploring the complex relationship among organizational justice (i.e. distributive, procedural, and interactional), job satisfaction, and organizational commitment, the researchers utilized structural equation modeling to overcome the weaknesses of linear regression models.
Findings
Officers' perception of organizational justice was positively related with their level of organizational commitment. In addition, perception of procedural and interactional justice had an indirect impact on the officers' organizational commitment through distributive justice. Lastly, perception of organizational justice showed an indirect influence on organizational commitment through job satisfaction.
Research limitations/implications
Due to its cross‐sectional design, the findings do not confirm any causal relationship among the variables. In addition, the current study used a purposive sample of police officers in South Korea, which may limit the generalizability of the findings.
Originality/value
This study contributes to the literature by examining organizational commitment in light of officers' perception of organizational justice and job satisfaction using structural equation modeling to explore the complex relationship among the organizational factors.
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Khawaja Jehanzeb and Jagannath Mohanty
The purpose of this paper is to examine the relationship between organizational justice and organizational citizenship behavior (OCB) while considering the mediating effect of…
Abstract
Purpose
The purpose of this paper is to examine the relationship between organizational justice and organizational citizenship behavior (OCB) while considering the mediating effect of organizational commitment and the moderating role of power distance on this association.
Design/methodology/approach
Using a stratified sampling technique the data were collected from the employees working in bank branches located in five metropolitan cities (i.e. Islamabad, Peshawar, Lahore, Quetta and Karachi) of Pakistan. A total of 409 responses were received and 379 questionnaires were considered for analysis. To test the hypotheses structural equation modeling technique was applied using AMOS 21.0.
Findings
The results reported an insignificant relationship between organizational justice and OCB, but the relationship between organizational justice and organizational commitment was found to be significant. It has also emerged from the analysis that organizational commitment fully mediates the relationship between organizational justice and OCB. Moreover, power distance was found to moderate the relationship between organizational justice and organizational commitment.
Research limitations/implications
Findings of this study can be useful for banking organizations and policy makers responsible for employee productivity and overall employee well-being, particularly managers working on long-term organizational vision and expect employees to respond pro-socially toward fellow workers and organizational objectives. The study also provides the scope and space for potential scholars and researchers for carrying out further research.
Practical implications
Findings of this study can be useful for banking organizations and policy makers who have long-term vision and expect OCB from its employees to be sustainable in a dynamic market. The study also provides the scope and space for potential scholars and researchers for carrying out further research.
Originality/value
While extensive literature is available on organizational justice and its impact on OCB, very little work seems to have been done to examine the moderating impact of power distance between organizational justice and organizational commitment, particularly in the context of a developing country like Pakistan. Therefore, this work may be considered as original and of significant value in understanding the relationships between the various constructs in the scenario of Pakistan.
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Jale Minibas-Poussard, Jeanne Le Roy and Turhan Erkmen
The purpose of this paper is to analyze the role of individual variables (organization-based self-esteem (OBSE) and work locus of control (WLOC)) that have been suspected to…
Abstract
Purpose
The purpose of this paper is to analyze the role of individual variables (organization-based self-esteem (OBSE) and work locus of control (WLOC)) that have been suspected to intervene as moderators on the relationship between organizational justice and organizational commitment.
Design/methodology/approach
Self-administered survey was completed by 272 bank employees in Istanbul, Turkey.
Findings
The results of moderation analyses clearly indicated a significant effect of OBSE and WLOC on the link between justice perceptions and organizational commitment. People are more committed to organizations when they have high OBSE. WLOC together with OBSE moderated the relationship between procedural justice and organizational commitment: people engaged less in their organizations when they perceived low procedural justice and reported lower OBSE. This relationship was revealed only when external WLOC scores were high.
Research limitations/implications
The study was conducted in Istanbul, Turkey and the sample was limited to 272 participants. These results show that managers should not only hire personnel with high OBSE but they also should provide a participative work atmosphere where employees can perform with all their potential and capacity that may help them reveal their internal WLOC. Theoretical and practical implications of the study are discussed in the end.
Originality/value
The study provides some valuable contributions to the existing body of literature by exhibiting the role of individual variables in the strong relationship between organizational justice and organizational commitment. The findings of the study also contribute to banking sector that has been critical and popular in Turkey since 2001.
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