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This study aims to explore the impact of psychosocial entitlement on workplace deviance, particularly in contexts marked by increased job autonomy. Additionally, this study delves into the organizational factors, including perceived support and justice, which play a crucial role in this dynamic.

Applying social exchange theory (SET), this study contends that fostering a fair and supportive workplace can deter entitled employees from workplace deviance. This study used time-lagged, multi-source data to analyse the interplay between psychological entitlement and workplace deviance in the presence of job autonomy and to assess the influence of perceived organizational justice and support. This study’s analysis uses SmartPLS for partial least square-structural equation modelling.

The study’s results indicate an elevated sense of entitlement among employees working autonomously and a heightened propensity for deviant behaviour when psychological entitlement increases. Yet, the data revealed moderating effects of perceived organizational support on the relationship between psychological entitlement and workplace deviance. A post hoc analysis found full mediation effects by psychological entitlement on the relationship between perceived organizational justice and workplace deviance.

To enhance organizational dynamics, management should prioritize promoting employee perceptions of organizational justice and support through impartial human resource policies, consistent policy implementation, initiatives such as virtual learning, improved mental health benefits and measurement tools for feedback on justice and support measures.

An essential theoretical contribution of this research resides in its extension beyond the conventional application of SET, traditionally associated with reciprocity in the workplace. This study showcases its effectiveness in elucidating the impact of psychosocial factors on reciprocity in organizational dynamics.

This study aims to examine the relationship between self-perceived talent status (SPTS) and positive employee outcomes (work engagement and organisational commitment), mediated by organisational justice (distributive and procedural justice). The authors define SPTS as employees’ self-conceptualisation of talent, formed by inferring the organisation’s initiatives regarding training and development opportunities and through informal recognition by others.

The authors measured SPTS using eight items on a five-point scale. Through an internet survey company, the authors initially surveyed 1,207 full-time employees from 300 Japanese companies with ≥ 300 employees. In the second round of the survey, conducted after approximately two weeks, 876 (82.9%) responses were collected from the initial 1,207 respondents, which were used for the final analysis.

SPTS was directly and positively related to work engagement, organisational commitment, distributive justice and procedural justice. In learning organisations, SPTS was positively but indirectly related to work engagement and organisational commitment, mediated by distributive justice. In non-learning organisations, SPTS was positively but indirectly related to work engagement and organisational commitment, mediated by procedural justice.

Given SPTS’s positive impact on employee outcomes, to eliminate the information asymmetry between organisations and talent due to strategic ambiguity, organisations should increase SPTS by helping talents perceive the plethora of development opportunities in the talent pool.

The results demonstrate the utility of SPTS for improving employee outcomes based on strategic talent management (TM) mechanisms including talent rewards, talent development opportunities and promotions. Furthermore, the results demonstrate that distributive justice plays an important role in the build-based TM context of learning organisations.

Using the theoretical lens of appraisal theory, this research aims to investigate the interrelationship between employees' organizational justice perceptions and counterproductive work behaviours (CWBs) through the mediation of negative emotions.

To this end, a sample comprised of 207 banking sector employees of Pakistan was utilized to test hypothesized relationships. The collected data were analyzed through the partial least structural equation modelling technique.

Results show that counterwork behaviours are influenced by distributive and procedural justice perceptions. The mediating effects of negative emotions were also statistically significant between procedural, interpersonal and informational justice perceptions and counterwork behaviours. No gender differences were found between distributive, interpersonal and informational justice perceptions and counterwork behaviours. However, the authors found that procedural justice perceptions of female employees are strongly related to CWBs as compared to male employees.

This research contributes to the existing organizational behaviour literature by empirically testing the hypothesized relationships using the theoretical lens of appraisal theory with advanced quantitative data analysis techniques.

The paper aims to examine the effect of justice perceptions of performance appraisal (JPPA) practices (i.e. distributive, procedural, informational and interpersonal justice) on organizational citizenship behavior (OCB) and affective commitment (AC) and the effect of AC on OCB. Further, it investigates the mediating role of AC in the relationship between JPPA practices and OCB. Moreover, this study examines the moderating effect of job level on the relationship between JPPA practices and OCB.

The data were collected using a self-reported structured questionnaire. A total of 650 questionnaires were distributed among the employees of 50 information technology (IT) companies in India, and 503 samples were obtained. The conceptual framework was tested using the partial least squares structural equation modeling (PLS-SEM) method, and the moderating effect was tested using process macro.

The findings of this study reveal that the JPPA practices positively affect OCB and AC and AC affects OCB. Further, AC partially mediates this relationship between JPPA practices and OCB. Furthermore, the direct effect of JPPA practices on OCB happens to be strengthened when the job level decreases, thus confirming the moderating role of job level.

The findings of this study augment the social exchange theory (SET) by suggesting that individuals perceiving justice or fairness in performance appraisal practices are likely to have a greater AC that ultimately engages employees in OCB.

This study will be helpful for human resource practitioners in IT companies who are responsible for the fairness of performance appraisal practices and expect their employees to be emotionally attached to the organization and engaged in OCB.

The study adds to the body of knowledge of how justice in performance appraisal practices links to OCB through AC and moderates by job level in an emerging economy in Asia.

The study analysed the influence of organizational justice on the duty orientation of employees in the mining sector of Ghana. Also, it examined the mediating role of supervisor-provided resources in the relationship between organizational justice and duty orientation.

The study obtained data through a self-administered questionnaire from 291 employees of a mining firm. The data were analysed and interpreted in light of the hypotheses using the partial least squares structural equation modelling technique.

The findings revealed that organizational justice had a significant positive relationship with duty orientation and supervisor-provided resources. The results again established that supervisor-provided resources had a significant positive relationship with duty orientation. The study finally documented that supervisor-provided resources partially mediate the relationship between organizational justice and duty orientation.

We recommended that the management of the mining companies devote resources to developing organizational justice policies based on fairness in resource allocation, clear roles, employee feedback and effective information dissemination. Furthermore, supervisors should place priority on acquiring and dispensing resources as employees demonstrate their willingness to improve duty orientation.

The study contributes to knowledge in a novel research area. It adds to empirical evidence by highlighting the possible variables that may influence employees to engage in duty orientation.

本研究擬分析於迦納的採礦部門裏,組織公平感對僱員職責導向的影響;研究亦擬探討主管提供的資源,如何在組織公平感與職責導向間的關係上起著中介角色。

研究人員透過一間採礦公司291名僱員自我測試的問卷,取得研究所需的數據,繼而以偏最小平方結構方程式模式分析法,進行數據分析,並按照研究的假設,對數據進行闡釋的工作。

研究結果顯示,組織公平感與職責導向和主管提供的資源之間存在顯著的正向關係;研究結果亦確定了主管提供的資源與職責導向之間存在顯著的正向關係。最後,研究結果證明了主管提供的資源,會一定程度調節組織公平感與職責導向之間的關係。

我們建議採礦企業的管理層應根據資源的公平分配、明確的角色、僱員的回饋和有效的信息傳播,把資源專用於發展組織公平感的政策上;而且,當僱員展示他們願意改善職責導向時,主管應把獲取資源,並加以發放列為優先事項。

本研究在一個新穎的研究領域裏,幫助我們增進知識;研究透過強調影響僱員參與職責導向的可能變數,增加有關的經驗證據。

Family farms, in which business and family life are intricately interwoven, offer an interesting context for better understanding the interdependence between the family and business system. Many family farms struggle to survive, and the succession process is a key period in which the low returns on investment become evident but also the emotional attachment of the family to the farm and the willingness to transfer the business to the next generation. We take the perspective of non-succeeding siblings since they are crucial for a successful succession but their role and position in this process is far from clear. This study will help to increase our knowledge of how fairness is perceived by non-successors and of the impact of perceived (in)justice on the family business system.

To analyze the effect on sibling relationships of an unequal outcome of the succession process, we choose the family farm context. We used interview data from multiple family members from several family farms in the Netherlands in different stages of succession. We utilized a framework based on justice theory to analyze perceptions of fairness among non-succeeding siblings. The central research question for this study is as follows: How do non-succeeding siblings perceive justice with regard to family firm succession?

The acceptance of the outcomes of the succession process by non-succeeding siblings is influenced by their perception of the fairness of the process itself and decisions made by the incumbent and successor with regard to these outcomes. It seems that stakeholders who occupy multiple roles with conflicting justice perspectives handle these contradictions with the help of an overarching goal—in this study, preserving the continuity of the family farm—and by prioritizing and adjusting the justice perspectives accordingly. The findings further show that both distributive justice and procedural justice are important and interact with each other.

Our study contributes to the literature by applying the theoretical framework of distributive and procedural justice to the context of family farm succession. This helps us to understand the position of non-succeeding siblings and their role and position in the succession process, which is important because sibling relationships have a significant impact on family harmony, with potential consequences for the business as well.

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.

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.

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.

This paper affirms that public institutions must implement fair initiatives and procedures to promote academic staff satisfaction and commitment.

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.

Researchers have worked diligently to find the factors that foster organizational trust, but the causal relationships between the enablers of organizational trust have remained unexplored. Therefore, the purpose of this study is to map and analyze the causal link structures of organizational trust enablers.

Data were gathered from employees working in Indian manufacturing organizations. The decision-making trial and evaluation laboratory (DEMATEL) approach was used to test the cause-and-effect linkages among organizational trust enablers.

The empirical evidence shows that 6 out of 14 enablers are causal, namely, organizational justice, person–organization fit, corporate citizenship, positive leadership behavior, relational quality and job satisfaction.

The findings of the study offer a deeper understanding of identified enablers of organizational trust and their linkages with other outcome enablers. Furthermore, the findings provided in the current study will assist top authorities, practitioners and HR managers in focusing on the select causal organizational trust enablers. In addition, the ranking established in this study will help organizations in directing their efforts and resources toward the few select enablers that help to facilitate other consequent enablers of organizational trust. In other words, the results of the study would help in gaining the advantages of efficiency in fostering trust at work.

By providing the empirically valid causal framework of organizational trust enablers, the present study makes a novel contribution to the field. Also, the findings of this study would help organizational policymakers, HR managers and organizational behavior practitioners in developing a better understanding of inculcating trust at work. Furthermore, the use of these enablers will help to foster a trustworthy environment at work.

The purpose of this study is twofold: first, to examine the direct relationship of organizational justice (OJ), psychological empowerment (PE), Leader Member Exchange (LMX), organizational citizenship behavior (OCB), LMX on PE and OCB and PE on OCB; and second, to investigate the mediating role of PE between OJ and OCB and between LMX and OCB in the service industry in a non-Western context.

A quantitative questionnaire was used to test the proposed hypotheses of the study. From employees working in service providing organizations in the UAE, 364 usable responses had been collected and data was analyzed using structural equation modeling (SEM).

OJ significantly influences PE and LMX, while its influence on OCB is insignificant. Also, LMX significantly affects PE and OCB, PE significantly impacts OCB, whereas PE and LMX significantly mediate the relationship between OJ and OCB.

Organizations should promote fairness, psychological empowerment and OCB among employees. Additionally, leaders should develop positive and productive relationships with their employees.

To the best of the authors’ knowledge, this study is one of a limited number of studies designed to analyze the hypothesized relationships within a non-Western context, specifically in the UAE.

The aim of this study is to investigate the extent to which organizational justice (OJ) mediates between responsible leadership (RL) and employee turnover intention (TI).

Both online and offline questionnaire was used to collect the data from 387 Indian health-care employees, and the data were analyzed using partial least squares structural equation modeling (PLS-SEM) with the help of SmartPLS 4.

The study’s findings demonstrated a significant positive association between RL and OJ and a negative association between OJ and employee TI. Furthermore, results also confirmed the mediating role of OJ between RI and TI.

The generalizability of the study‘s data collection is limited because it is based on the responses of Indian health-care sector employees to an online and offline survey. The authors propose that the health-care sector uses RL as an approach that takes a broad view of the parties with a stake and focuses on creating fairness in acts and justice at the workplace to address the major issue of employee turnover.

This study expanded on previous research by demonstrating that the influence of responsible leadership on employee TI is mediated by OJ in the context of India’s health-care sector. It also contributes to the literature regarding RI, OJ and TI. The study also enriched the body of knowledge about using the PLS-SEM approach to predict employee TI.