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1 – 10 of over 4000Abraham Ansong, Robert Ipiin Gnankob, Isaac Opoku Agyemang, Kassimu Issau and Edna Naa Amerley Okorley
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…
Abstract
Purpose
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.
Design/methodology/approach
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.
Findings
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.
Practical implications
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.
Originality/value
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.
研究目的
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。
研究設計/方法/理念
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
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。
實務方面的啟示
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。
研究的原創性
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。
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Recently, the interest of scholars studying procedural justice in policing has shifted from the relationship between procedural justice and citizen compliance to trust in police…
Abstract
Purpose
Recently, the interest of scholars studying procedural justice in policing has shifted from the relationship between procedural justice and citizen compliance to trust in police officers’ perceptions of who exercises it. This study explores the relationship between organizational justice and the perception of procedural justice from the perspective of police officers. Furthermore, it investigates the mediating roles of discretion and responsiveness.
Design/methodology/approach
Using 441 survey responses from South Korean police officers, a mediation model is outlined and tested using structural equation modeling (SEM). The results showed that police officers’ perceptions of organizational justice had indirect effects on the perceived importance of procedural justice. Moreover, discretion and responsiveness mediate the relationship between organizational justice and perceived procedural justice.
Findings
Officers who perceive police fairness are more likely to have a positive perception of procedural justice toward citizens when they have a higher level of discretion and responsiveness. However, police officers’ perceptions of organizational justice are not directly linked to their perceptions of procedural justice.
Originality/value
This study contributes to the generalization of knowledge by empirically testing Van Craen’s theoretical model of the Korean police. It also expands the existing theoretical model by investigating the influence of overall organizational justice and its possible mediators on procedural justice.
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Paulina Wojciechowska-Dzięcielak and Neal M. Ashkanasy
The question of how work motivation affects team members' tacit and explicit knowledge sharing has long puzzled organizational scholars. In this chapter, the quality of…
Abstract
Purpose
The question of how work motivation affects team members' tacit and explicit knowledge sharing has long puzzled organizational scholars. In this chapter, the quality of team–member exchange (TMX) is presented as one potential mechanism.
Approach
Key variables in the model are intrinsic and extrinsic work motivation, interactional and distributive organizational justice, tacit and explicit knowledge sharing, relationship-oriented and task-oriented TMX, organizational rules, organizational climate for trust. Separate models are developed for intrinsic versus tacit knowledge sharing.
Findings
While explicit knowledge sharing depends upon extrinsic factors such as extrinsic work motivation, task oriented TMX, distributive justice perceptions, and organizational rules, tacit knowledge sharing is dependent upon intrinsic factors such as intrinsic work motivation, relationship-oriented TMX, interactive justice perceptions, and perceptions of an organizational climate for trust.
Originality/Value
This is the first model to provide a useful framework that should enable scholars to research the factors underlying the relationships between individual employee motivation and both explicit and tacit organizational knowledge sharing.
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Qingjuan Wang, Ning Sun, Alice H.Y. Hon and Zheng Zhu
The purpose of this study is to explore the moderating effect of Confucian values and the mediating effect of relationship quality on the relationship between organizational…
Abstract
Purpose
The purpose of this study is to explore the moderating effect of Confucian values and the mediating effect of relationship quality on the relationship between organizational justice and employee service orientation in the tourism and hospitality industry.
Design/methodology/approach
Structural equation modeling was applied to a sample of 421 responses in a questionnaire survey from employees of tourism and hospitality firms in mainland China.
Findings
Employee relationship quality fully mediated the relationship between organizational justice and service orientation. Confucian values negatively moderated the direct effect of organizational justice on employee relationship quality and the indirect effect of organizational justice on service orientation.
Practical implications
This study offers insights for hospitality managers how to improve employee service orientation and establish Confucian values in the practice of organizational justice. Tourism and hospitality organizations should equally treat all employees as internal customers and use distinct strategies to manage employees with high and low Confucian values in employee selection and management of training and development.
Originality/value
This study highlights the contributions of organizational justice and relationship quality to employee service orientation. It also demonstrates that Confucian values explain why many Chinese employees are less sensitive to low fairness: these values negatively moderate the organizational justice–relationship quality–service orientation relations. By linking organizational justice to relationship quality and employee service orientation, the findings enrich our understanding of the applications of internal marketing and social exchange theories under Confucian values.
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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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Xian Huang, Yijiao Ye, Zhao Wang, Xinyu Liu and Yijing Lyu
Drawing on organizational justice theory, this study aims to investigate how perceived organizational exploitation induces frontline hospitality employees’ organizational and…
Abstract
Purpose
Drawing on organizational justice theory, this study aims to investigate how perceived organizational exploitation induces frontline hospitality employees’ organizational and interpersonal deviance. Specifically, this study explored the mediating effect of distributive and procedural justice, as well as the moderating effect of justice sensitivity.
Design/methodology/approach
The focal research analyzed multiphase survey data from 267 frontline service employees with structural equation modeling.
Findings
The results revealed that perceived organizational exploitation induced frontline hospitality employees’ organizational and interpersonal deviance through their perceptions of distributive and procedural justice. Moreover, employees’ justice sensitivity amplified perceived organizational exploitation’s harmful impact on justice perceptions and its conditional influence on organizational and interpersonal deviance.
Practical implications
Organizations should take actions to reduce the occurrence of exploitation to prevent employees’ workplace deviance behaviors. Moreover, organizations can foster employees’ justice perceptions and take care of employees with strong justice sensitivity to reduce the destructive behaviors triggered by organizational exploitation.
Originality/value
By investigating frontline employees’ workplace deviant behaviors, this research identifies new outcomes of exploitation by hospitality organizations. Moreover, the research contributes by offering a justice-based perspective to understand the effects of perceived organizational exploitation. Furthermore, this research helps identify a new boundary condition of being exploited by organizations.
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Leadership literature has identified that the servant leadership style can reduce employee negative work outcomes, even in challenging work environments like the health-care…
Abstract
Purpose
Leadership literature has identified that the servant leadership style can reduce employee negative work outcomes, even in challenging work environments like the health-care sector as nurses play an important role in the performance of a hospital. That is why, the efficiency and effectiveness of the nurses are believed to be directly linked to improved health benefits to the public. So, this study aims to investigate the inter-relationship between servant leadership, organizational justice and workplace deviance of nurses in public sector hospitals.
Design/methodology/approach
A self-administrated questionnaire using a drop-and-collect method was used for collecting the data from nurses working in the public sector hospitals of Pakistan using a convenient sampling technique. In total, 370 questionnaires were distributed among the nursing staff, of which 201 completed and usable questionnaires were returned and used for data analysis. Further, the partial least squares structural equation modeling approach is used in this study using SmartPLS version 3 software to test the hypothesized model and determine the direct and indirect effects.
Findings
Results showed a negative relationship between servant leadership and workplace deviance, positive relationship between servant leadership and organizational justice, negative relationship between organizational justice and workplace deviance and that organizational justice mediates in the relationship between servant leadership and workplace deviance.
Practical implications
This study provides valuable recommendations and practical implications to address the nurses’ deviant workplace behaviors in the public sector hospitals of Pakistan.
Originality/value
This study is novel as it shows the significance of servant leadership behavior which has the ability to positively influence organizational justice perception leading to less likelihood of the emergence of nurses’ deviant workplace behavior, specifically in the context of public sector hospitals of Pakistan.
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Pinghao Ye, Liqiong Liu and Joseph Tan
This paper aims to explore the influence of organisational justice (including distributional justice, procedural justice and interactional justice) and ethical leadership on…
Abstract
Purpose
This paper aims to explore the influence of organisational justice (including distributional justice, procedural justice and interactional justice) and ethical leadership on employees’ innovation behaviour and to analyse the role of ethical leadership in regulating the relationship between organisational justice and employees’ innovation behaviour.
Design/methodology/approach
This paper explores the key factors affecting employees’ innovation behaviour from three forms of organisational justice (distributional justice, procedural justice and interactional justice) and ethical leadership. The questionnaire survey method is used to survey Chinese industrial workers. A total of 323 valid questionnaires are collected, and the model is verified by SmartPLS.
Findings
The study found that distributional justice and interactional justice in organisational justice had a significant positive influence on employees’ innovation behaviour. Ethical leadership had a significant positive influence on employees’ innovation behaviour and interactional justice. At the same time, ethical leadership has a significant regulatory effect on the relationship between interactional justice and employees’ innovation behaviour. The study also found that procedural justice had a significant positive influence on distributional justice and interactional justice.
Research limitations/implications
This paper is limited to industrial workers in Hubei, China, and the research objects need further expansion. In terms of research methods, future research will use other laboratory research methods, combining experimental environments with real-world situations, enhancing the scientific nature of research methods and increasing the credibility of research results.
Practical implications
In management practice, organisations can take various measures to improve the interaction level of employees, improve employees’ perception of organisational distribution justice by establishing a scientific distribution system, give full play to the role of ethical leadership, implement more ethical management and stimulate employees' innovation behaviour.
Originality/value
This research theorises the relationship between distributional justice, interactional justice and employees' innovation behaviour and enriches the research system of employees' innovation behaviour. At the same time, it examines the regulatory effect of ethical leadership on the relationship between interactional justice and employees' innovation behaviour, which helps enrich the mechanism of ethical leadership affecting employees' innovation behaviour path. It clarifies the mechanism of the interaction among distributional justice, procedural justice and interactional justice and expands the research theory of organisational justice.
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Ferit Ölçer and Ömer Faruk Coşkun
The purpose of this study is to determine the relationships between organizational justice, organizational silence and organizational creativity and to examine the mediating role…
Abstract
Purpose
The purpose of this study is to determine the relationships between organizational justice, organizational silence and organizational creativity and to examine the mediating role of organizational silence in the effect of organizational justice on organizational creativity.
Design/methodology/approach
Research data were collected using a face-to-face survey method applied to employees in the automotive industry in Turkey. The research model and hypotheses were tested by structural equation modeling.
Findings
Research results indicate that organizational justice positively affects organizational silence, organizational creativity is positively affected by organizational justice and organizational silence positively affects organizational creativity. Besides, according to the results, organizational silence has a partial mediating role in the effect of organizational justice on organizational creativity.
Originality/value
Although the relationships between organizational justice, organizational silence and organizational creativity were examined in previous studies in the literature, the role of organizational silence in the relationship between organizational justice and organizational creativity was not investigated. Besides, although previous studies examined the mediating role of variables that are thought to have a positive effect on the organization between organizational justice and organizational creativity, they did not study the role of a variable of organizational silence, which is considered negative. For these reasons, this study is predicted to differentiate the perspective in the literature and fills a gap in the literature.
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Ramakrishna 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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