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This study aimed to develop a moderated mediation model to explain the relationship between perceived organizational justice and the counterproductive work behavior (CWB) of Chinese public servants. In this model, the authors assumed that job burnout mediates the relationship between perceived organizational justice and CWB and that moral identity moderates the relationship between job burnout and CWB.

A total of 210 public servants in China participated in this study, and their characteristics were measured by self-report tools. Hierarchical multiple regression analyses were used to test the moderated mediation model.

Analysis of the data demonstrated that perceived organizational justice, job burnout and moral identity influenced CWB. Moral identity moderated the relationship between job burnout and CWB, such that individuals with low moral identity are more likely to engage in CWB. Moreover, job burnout mediated the effect of perceived organizational justice on CWB, and the mediating effect of job burnout was moderated by moral identity. The indirect effect of perceived organizational justice on CWB through job burnout was significant among individuals with low moral identity but not among individuals with high moral identity.

The findings highlight the self-regulatory function of moral identity in preventing CWB.

The study offers several significant suggestions to reduce CWB in Chinese public sector administration, such as by improving organizational justice perception, recruiting and selecting individuals with reference to their moral identity and monitoring employees’ job burnout regularly.

The authors developed and verified a moderated mediated model on the relationship between perceived organizational justice and CWB. The study revealed that job burnout has a mediating effect on the perceived organizational justice–CWB relation, providing important insights into the processes through which perceived organizational justice affects CWB.

The purpose of this paper is to investigate the mediating role of perceived overall justice and the moderating effect of self- and other-centered motives in the relationship between organizational corporate social responsibility (CSR) and organizational attractiveness using a sample of job applicants.

The hypotheses were tested using a 2-by-2 experimental design and a sample of 376 South Korean University students.

The results showed that organizational CSR positively influenced job applicants’ perceived overall justice. Moreover, it was found that perceived overall justice mediated the influence of CSR on organizational attractiveness. However, contrary to the hypotheses, the indirect effect of CSR on organizational attractiveness through perceived overall justice was significant only for job applicants who attributed self-centered motives to CSR.

As it was found that job applicants who attributed other-centered motives to organizational CSR had high levels of perceived overall justice regarding organizations, independent of the actual level of engagement in CSR, it is crucial that organizations show sincerity in executing CSR. In addition, small- and medium-sized organizations may not have sufficient resources for CSR, but it is especially crucial for them to focus on CSR activities that are aligned with their business, implement CSR programs consistently, and focus on CSR itself rather than on advertising in order to facilitate, among job applicants, the attribution of other-centered motives to their CSR.

From the perspective of overall justice and attributed motives, this study intensively explores the internal mechanism by which organizational engagement in CSR influences organizational attractiveness among job applicants. In practical terms, this study shows that it is important for organizations to consistently invest in CSR with authenticity, even when CSR activities are insubstantial and doing so may be attributed to self-centered motives. Limitations and directions for future research are discussed.

This paper aims to examine the relationships between perceptions of organisational justice, perceived competence of supervisor and perceived supervisory support (PSS) in hotel employees in Egypt.

Employees who worked in chain hotels in two cities completed questionnaires on each dimension. Principal component analysis and hierarchical regression analysis were used to evaluate relationships among the dimensions to test the hypothesis that PSS mediates the relationship between perceived organisational justice and perceived competence of supervisor.

Measures of organisational justice, perceived competence of supervisor and PSS were all positively related to one another. PSS partially mediated the relationship between organisational justice and perceived competence of supervisor.

Results indicate that employees who perceive their managers to be supportive and their organisations to be fair and just also believe that their supervisors are more competent. However, these results are only a cross-sectional snapshot, and future studies could examine how employee attitudes change over time and what factors contribute most to establishing perceptions of managerial competence and trust in the organisation.

The findings suggest that organisations should develop policies that allow managers to foster supportive and transparent relationships with employees to establish confidence between employee and both manager and organisation.

This study is the first of its kind to evaluate the mediating effects of PSS on organisational justice and perceived competence of supervisor in Egypt and in the hospitality industry.

Integrating the social exchange perspective of helping behavior with self-determination theory (SDT), this study seeks to examine the impact of employees' psychological needs on perceived organizational justice and the impact of perceived organizational justice on employees' helping behavior.

Cross-sectional and cross-organizational data were obtained from 177 full-time employees employed in 12 small- and medium-sized oil and gas service companies. A partial least squares approach using SmartPLS was employed to test the hypotheses.

Results illustrate that the psychological need for competence and need for autonomy are positively related to perceived distributive and procedural justice, respectively. Moreover, perceived distributive and procedural justice are related to helping behavior. Furthermore, perceived distributive justice fully mediates the relationship between the psychological need for competence and helping behavior, whereas perceived procedural justice partially mediates the relationship between the psychological need for autonomy and helping behavior.

From a theoretical standpoint, this study offers some theoretical explanations for how the basic psychological needs identified by SDT activate employees' perceived organizational justice. Practically, this study offers several managerial recommendations that help managers manage helping behavior in the organization effectively.

The current study aims to examine the relationship between emotional intelligence and perceived organizational justice, and how the interplay between them influences turnover intentions.

A sample of 368 employees from a financial organization was used to test the research model and hypotheses. Archival information regarding participants’ actual turnover was also acquired.

Emotional intelligence was positively related to perceived organizational justice and negatively related to turnover intentions. Furthermore, perceived organizational justice fully mediated the relationship between emotional intelligence and turnover intentions. The archival data concerning employees’ actual turnover was significantly related to the self‐report turnover intentions.

Emotional intelligence training may be a powerful tool that organizations and human resource managers can employ to enhance perceived organizational justice and reduce employees’ turnover.

This research broadens the scope through which the contribution of emotional intelligence in the workplace can be viewed. Findings from the current study advance our understanding of the process by which emotional intelligence affects employees’ perceptions and attitudes.

The purpose of this paper is to advance two seemingly conflicting paths from perceived employability to employee performance. Both paths start from the idea that feeling employable makes employees more independent from their employer. Framed positively, independence implies the perception of being in control, and perceived control may promote employee performance. Framed negatively, independence implies reduced attachment to the organization, while such ties drive employee performance. Innovative features in this study are threefold. First, the authors introduce perceived justice as a moderator. Second, the authors distinguish between perceived quantitative and qualitative employability: this relates to seeing “other” vs “better” job opportunities. Third, the authors include a range of performance indicators: task performance, organizational citizenship behavior and counterproductive work behavior.

Survey data were collected within one Belgian public-sector organization (n=1,500 employees) and analyzed using structural equation modeling.

Perceived control mediated the relationship between perceived employability and employee performance, yet only upon high perceived justice. Affective organizational commitment mediated the relationship between perceived employability and employee performance, regardless of perceived justice. Those relationships were positive for quantitative perceived employability and negative for qualitative perceived employability.

Perceived employability relates positively to employee performance, especially upon high perceived justice. Yet this relationship is bounded to which job alternatives are perceived, just “other” or instead “better.”

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.

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.

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.

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.

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.

The purpose of this paper is to examine how perceptions of organizational justice and social-focussed personal values influence perceived discrimination against immigrants in the workplace.

A sample of 224 employees of a mental health clinic in Norway completed Schwartz’s Portrait Values Questionnaire that measures personal values, Colquitt’s Organizational Justice Scale, and scale measuring perceived discrimination against immigrant in the workplace.

Perceived organizational justice and the social-focussed value universalism contributed significantly in explaining variance in perceived discrimination against immigrants in the workplace. Employees who scored low on perceived organizational justice scored high on perceived discrimination against immigrants, and employees who scored high on the value universalism scored high on perceived discrimination against immigrants in the workplace.

The cross-sectional design cannot determine causality. The direction of the relationship between the variables is founded on prevailing empirical and theoretical contributions in the field.

Cultural diversity training programs should make employees aware of how their personal values and personal justice experiences influence their perceptions of discrimination against immigrants. Culturally diverse workplaces could benefit from recruiting employees who emphasize universalism.

Co-workers’ perception of exclusion and discriminating behavior against immigrants in the workplace is critical in order to reduce such unjust treatment. There is limited research on factors that influence perceptions of discrimination against others.

The purpose of this paper is to contribute to our understanding of the antecedents of organizational identification. Specifically, this paper aims to integrate two perspectives developed within the social identity domain, labeled “cognitive” and “relational,” by comparing and reconciling their relationship organizational identification.

This study uses a survey method and a structured questionnaire to collect data from people working in a call center. The hypotheses were tested on a sample of 743 employees by using structural equation models and Hayes’ (2017) bootstrapping procedure.

The results provide evidence for a mediational model in which the attractiveness of organizational images (cognitive representations) mediates the relationship between perceived justice (relational judgments) and organizational identification.

The data were obtained from a single source in a cross-sectional design, which may inflate common method variance. To address threats to validity, the authors employed several procedures, the results of which revealed that no parameters corresponding to the hypotheses changed in sign or significance, thus suggesting that the presence of method bias, if any, was nonconsequential.

Not only does perceived justice relate to the sense of belonging to an organization, but it also contributes to shaping the long-term cognitive representations of the company. In particular, both HR and line managers should be aware that in this respect, the interactional dimension of justice shows the strongest effect.

Building on and enlarging the scope of the extant literature, the findings contribute to our knowledge of how relational judgments shape cognitive images about the company, influencing, in turn, the individual–organization relationship.