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1 – 10 of over 3000Mohammad Nisar Khattak, Roxanne Zolin and Noor Muhammad
The main purpose of this study is to examine the catalytic impact of perceptions of politics in organizations on the relationship between perceived unfairness and deviant behavior…
Abstract
Purpose
The main purpose of this study is to examine the catalytic impact of perceptions of politics in organizations on the relationship between perceived unfairness and deviant behavior at work.
Design/methodology/approach
To test the proposed research model, the authors collected field data in a public sector university located in Islamabad Capital Territory, Pakistan. A two-wave questionnaire was distributed to 400 employees. In the first wave, the questionnaire was used to collect data on participants’ perceptions of perceived injustice and organizational politics. After two weeks, the second wave of data collection was conducted by sending another questionnaire to the same respondents to collect data on their organizational and interpersonal deviance.
Findings
Empirical findings revealed that perceived interactional injustice results in interpersonal deviance, and perceived distributive and procedural injustice results in organizational deviance. Moreover, the direct relationship between perceived injustice and deviant behaviors was stronger when the perception of politics factor was high.
Originality/value
To the best of the authors’ knowledge, this study is one of the first to test the detrimental effect of perception of politics on deviance in a public organization in Pakistan.
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Aisha Sarwar and Lakhi Muhammad
This paper aims to investigate the impact of injustice, discrimination and incivility on organizational performance in the hotel industry. In addition to this, the study also…
Abstract
Purpose
This paper aims to investigate the impact of injustice, discrimination and incivility on organizational performance in the hotel industry. In addition to this, the study also investigates the mediating effects of discrimination and incivility between distributive injustice, procedural injustice and organizational performance.
Design/methodology/approach
A survey was conducted to collect the data from hotel industry employees on a structured questionnaire by using convenience sampling approach. PLS-SEM was used to analyze the useable data of 285 respondents. In addition to this, to evaluate the predictive performance of exogenous constructs newly suggested hold out sample approach in PLS-SEM was also considered.
Findings
Results indicate that incivility and procedural injustice has a negative and significant effect on organizational performance, while the impact of distributive injustice and discrimination on organizational performance was insignificant. Further, incivility was found to be a significant mediator, while mediation of discrimination was not supported between distributive injustice, procedural injustice and organizational performance.
Practical implications
Findings are important for hotel managers to adjust their strategies to improve organizational performance.
Originality/value
This study contributes in existing literature by concentrating on predictors that undermine the organizational performance. To the best of the authors’ knowledge, this is one of the early studies to contribute in literature by investigating the impact of injustice perceptions on employee perceptions specifically perceived incivility and perceived discrimination on organizational performance. Further, it also investigated the mediating impact of perceived incivility and perceived discrimination between injustice perceptions and organizational performance. Such considerations have implications for researchers, students and practitioners. For researchers, this study helps to ponder on an alternative approach by considering those factors which may undermine organizational performance, instead of focusing only on those factors which enhance organizational performance. For research students, such contribution will bring a new avenue to consider further research. Managers will find help to control such factors which minimize organizational performance.
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Sajjad Nazir, Sahar Khadim, Muhammad Ali Asadullah and Nausheen Syed
This research aims to unpack the relationship between employees' perceived organizational politics (POP) and their self-determined motivation by itemizing the mediating role of…
Abstract
Purpose
This research aims to unpack the relationship between employees' perceived organizational politics (POP) and their self-determined motivation by itemizing the mediating role of hostility and a moderating role of organizational injustice.
Design/methodology/approach
Data were collected at two different times from 270 employees working in various universities in Pakistan. Structural equation modeling (SEM) was used to test the hypotheses.
Findings
The findings revealed that POP negatively influence intrinsic motivation, autonomous extrinsic motivation and positively impact amotivation, whereas POP does not affect employees' controlled extrinsic motivation. Furthermore, POP positively influences hostility. Moreover, hostility mediates the relationships between perceived organizational politics and self-determined motivation. Finally, the findings also revealed that the relationship between perceived organizational politics and hostility was stronger when the perceived organizational injustice was high.
Practical implications
POP can lead to intentional efforts to harm the organization by enhancing employee hostility, which divulges how this peril can be restrained by implanting organizational fairness. Moreover, proactive employees with superior emotional intelligence skills have a greater capability to control their negative emotions. Emotional intelligence (EI) training can effectively reduce the hostility between employees provoked by POP and ultimately diminish self-determined motivation.
Originality/value
The current study revealed that ambiguous forms of political behavior trigger isolated work emotions, negatively affecting organizational sustainability and outcomes. These results have valuable suggestions regarding organizational injustice as a moderator to diminish the hostility resulting from POP.
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Sadia Jahanzeb, Dirk De Clercq and Tasneem Fatima
With a basis in social identity and equity theories, this study investigates the relationship between employees' perceptions of organizational injustice and their knowledge…
Abstract
Purpose
With a basis in social identity and equity theories, this study investigates the relationship between employees' perceptions of organizational injustice and their knowledge hiding, along with the mediating role of organizational dis-identification and the potential moderating role of benevolence.
Design/methodology/approach
The hypotheses were tested with three-wave survey data collected from employees in Pakistani organizations.
Findings
The experience of organizational injustice enhances knowledge hiding because employees psychologically disconnect from their organization. This mediation by organizational dis-identification is buffered by benevolence or tolerance for inequity, which reduces employees' likelihood of reacting negatively to the unfavourable experience of injustice.
Practical implications
For practitioners, this study identifies organizational dis-identification as a key mechanism through which employees' perceptions of organizational injustice spur their propensity to conceal knowledge, and it reveals how this process might be mitigated by a sense of obligation to contribute or “give” to organizational well-being.
Originality/value
This study establishes a more complete understanding of the connection between employees' perceptions of organizational injustice and their knowledge hiding, with particular attention devoted to hitherto unspecified factors that explain or influence this process.
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Dirk De Clercq, Yasir Mansoor Kundi, Shakir Sardar and Subhan Shahid
This research unpacks the relationship between employees' perceptions of organizational injustice and their counterproductive work behaviour, by detailing a mediating role of…
Abstract
Purpose
This research unpacks the relationship between employees' perceptions of organizational injustice and their counterproductive work behaviour, by detailing a mediating role of organizational identification and a moderating role of discretionary human resource (HR) practices.
Design/methodology/approach
The hypotheses were tested with a sample of employees in Pakistan, collected over three, time-lagged waves.
Findings
An important reason that beliefs about unfair organizational treatment lead to enhanced counterproductive work behaviour is that employees identify less strongly with their employing organization. This mediating role of organizational identification is less salient, however, to the extent that employees can draw from high-quality, discretionary HR practices that promote their professional development and growth.
Practical implications
For management practitioners, this study pinpoints a key mechanism – the extent to which employees personally identify with their employer – by which beliefs about organizational favouritism can escalate into purposeful efforts to inflict harm on the organization and its members. It also reveals how this risk can be subdued by discretionary practices that actively support employees' careers.
Originality/value
This study adds to previous research by detailing why and when employees' frustrations about favouritism-based organizational decision making may backfire and elicit deviant responses that likely compromise their own organizational standing.
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Martin Loosemore and Benson Teck-Heng Lim
Increasing workforce casualisation, under representation of women and other minority groups, racial discrimination, corruption and poor safety are just some of the documented…
Abstract
Purpose
Increasing workforce casualisation, under representation of women and other minority groups, racial discrimination, corruption and poor safety are just some of the documented examples of intra-organisational injustice in the industry. Typically these issues are problematised separately using different theoretical frameworks, yet at the most fundamental behavioural level they have a common cause which lies in the “unjust” treatment of one person by another. The purpose of this paper is to integrate the conceptual understanding of these hitherto separated but conceptually linked problems.
Design/methodology/approach
A survey 135 consultants, contractors, subcontractors and suppliers from across the Australian construction supply chain.
Findings
Surprisingly despite widespread academic concerns about injustice in the construction industry, there are not significant concerns within the industry community. Contrary to much research about the poor culture of the construction industry, the results indicate that the relatively low levels of perceived injustice are institutional rather than cultural. The research also highlights the plight of middle management, which appear to consistently suffer the highest levels of injustice across all its theoretical categories.
Research limitations/implications
Sample size and Australian focus.
Practical implications
Informs organisational policies to reduce injustice in the construction industry.
Social implications
By reducing injustice, this research will improve the fairness of business practices in the construction industry.
Originality/value
Application of justice theories to conceptualise unfair construction practices.
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Aisha Sarwar and Lakhi Muhammad
The purpose of this paper is to investigate the factors that can hinder employee performance. Thereof, this study also investigates the mediating role of perceived incivility and…
Abstract
Purpose
The purpose of this paper is to investigate the factors that can hinder employee performance. Thereof, this study also investigates the mediating role of perceived incivility and the moderating role of psychological capital (PsyCap) to address “why” and “when” employee performance is undermined.
Design/methodology/approach
Data from 485 employees of hotel industry were gathered in two-time intervals (T1 and T2) by conducting a survey. The time interval gap between Time 1 and Time 2 was 15 days. The data of the respondents were analyzed by using Smart PLS3.
Findings
The results revealed that injustice perceptions led to perceived incivility, while organizational dehumanization and perceived incivility decreased employee performance. Perceived incivility mediated the relationship between interactional injustice and employee performance. Moreover, PsyCap played the moderating role in curbing the effect of stressor.
Practical implications
This study offers hotel managers a valuable insight to formulate effective strategies that can enhance performance and PsyCap amongst their employees, aside from minimizing stressors within the context of hotel industry.
Originality/value
This research contributes to literature by focusing on factors that can undermine employee performance. The study outcomes have essential implications for students, researchers and practitioners. The valuable insights facilitate researchers to focus on factors that lead to deterioration of employee performance, instead of investigating the often-sought employee performance increment factors. This study aids fresh research endeavor by establishing a new avenue for investigation. Hotel managers may find this study insightful to minimize adverse stressors that could deteriorate employee performance.
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Lauri Lepistö and Sinikka Lepistö
This study aims to explain how negative workplace interactions are formed by the application of a performance management system (PMS).
Abstract
Purpose
This study aims to explain how negative workplace interactions are formed by the application of a performance management system (PMS).
Design/methodology/approach
The study draws from unique in-depth interviews with service workers who resigned from an accounting shared service centre (SSC), discussing the reasons behind the resignations. Following an abductive approach, organisational justice theory is used to analyse the service workers' perceptions of negative interactions and to link the negative interactions to the use of the PMS.
Findings
The findings suggest that negative workplace interactions are characterised by cost consciousness, inequality and competitiveness. These interactions are attributed to the use of a PMS in the centre and are related to perceptions of distributive, procedural and interactional injustice.
Practical implications
Managers and leaders of shared service–type organisations should not rely on PMSs as an all-encompassing solution; instead, they should acknowledge the fairness of the use of PMSs. Moreover, HR professionals should choose and train employees to apply PMSs fairly. Fairness is important in work allocation, resourcing, monitoring, giving feedback, recognising good performance, promotion and interaction between peers.
Originality/value
This study contributes to the literature by taking an overall perspective on PMSs to analyse and explain the unintended negative consequences of a PMS in a highly scripted and monitored work environment that is usually considered appropriate for such a system's use. Through the analysis, the study highlights pitfalls in the use of a PMS and the importance of interactional injustice not only between but also within organisational levels.
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Jonathan Peterson, Loubna Tahssain-Gay and Benraiss-Noailles Laila
This paper examines antecedents to perceived injustice in exclusive talent identification practices.
Abstract
Purpose
This paper examines antecedents to perceived injustice in exclusive talent identification practices.
Design/methodology/approach
31 in-depth interviews with individuals working in for-profit organizations in France were conducted and analyzed. Interviewees represented a variety of sectors such as transportation, aerospace, energy and telecommunications.
Findings
The use of exclusivity in talent identification influences perceived organizational justice through ambiguous advancement policies, support from hidden networks, lack of diversity in the talent identification process, frequent gender discrimination, and premature labeling of talent. These practices suggest breaches in procedural, distributive and interactional justice by allocating advantages to some employees over others. Exclusivity yielded frustration, jealousy and potential retaliatory behavior against those individuals deemed to be unfairly identified as talent.
Practical implications
The challenge of ensuring fair and equitable talent identification is a growing issue for organizations. For managers, it requires paying close attention to how some forms of exclusivity in talent identification may create unfair treatment of employees.
Originality/value
While organizational justice research focuses on the background and practices that promote justice, our research finds its originality in examining the sentiments of injustice that remain contextual, subjective and comparative.
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Krista Jaakson, Maaja Vadi and Ilona Baumane-Vītoliņa
Employee dishonesty is problematic for businesses in general, particularly for retailers. The purpose of this paper is to empirically analyse selected factors associated with the…
Abstract
Purpose
Employee dishonesty is problematic for businesses in general, particularly for retailers. The purpose of this paper is to empirically analyse selected factors associated with the perceived likelihood of dishonest behaviour among retail employees. Specifically, the role of three negative work outcomes – insufficient pay, boredom, and perceived injustice – is investigated, as well as the effect of individual values and espoused organisational values.
Design/methodology/approach
The sample consisted of 784 retail employees from six retail organisations located in Estonia and Latvia. A survey questionnaire that used manipulated scenarios of work outcomes and organisational values was administered.
Findings
The study concludes that perceived injustice produces more dishonesty than other negative work outcomes (insufficient pay and boredom), whereas boredom was a surprisingly strong trigger for the perceived likelihood of dishonest behaviour. Individual ethical values determined the perceived likelihood of dishonest behaviour as hypothesised while sensation-seeking values did not. Espoused organisational values had no significant effect on the perceived likelihood of dishonest behaviour.
Practical implications
The results imply that the breach of distributional and procedural justice simultaneously associates most with employee dishonesty, and retail employee selection is the key to curbing dishonest behaviour in the workplace.
Originality/value
The paper makes a contribution to behavioural ethics literature by studying dishonest employee behaviour in the post-communist context while addressing various forms of dishonest behaviour, in addition to stealing. Also, the effect of espoused organisational values has been scarcely studied before.
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