Organizational Justice Research Papers - Academia.edu (original) (raw)

The purpose of this study was to assess 171 employees' job satisfaction and job commitment using two questionnaires, one to evaluate job satisfaction and one to examine commitment of the respondents to their respective jobs. The Job Satisfaction Questionnaire assessed job security, job status, relations with managers, and relations with colleagues. The desire to fulfill the commitments related to job requirements was tested using the scores on the Organizational Commitment Scale which measures discipline, concern, and updating. Scores on job satisfaction and the desire to fulfill job commitments were correlated; however, scores on job security were not correlated with the motivation towards job fulfillment. Positive satisfaction for relations with managers and with colleagues and job status were significantly correlated with positive job commitment. The canonical variant indicated that those who were disciplined about their work tended to have better relations with their manager...

This study aims to examine the relationship between organizational commitment and organizational justice perceptions of employees working in private healthcare institutions in Van province. Within this purpose, the data was obtained through a questionnaire administered to 300 employees of four hospitals in Van. To measure the organizational justice perceptions of the employees, the organizational justice scale with three constructs was used, and their organizational commitment was measured with the organizational commitment scale having three constructs as well. According to the results, it was revealed that organizational justice perceptions of the employees influence their organizational commitment perceptions positively.

- by Cemal Zehir
- •
- Psychology, Organizational Commitment, Organizational Justice, Turkey

On numerous occasions it has been suggested that organizational justice plays a significant role in determining organizational citizenship behavior. In this study, we examine the relationships of organizational justice, organizational citizenship behavior and leader- member exchange among non-supervisory employees and supervisors in the banking organizations in Malaysia. Leader-member exchange as a mediator in the relationship was also examined. Results indicated

Ongoing training of serving officers in the Police Service of England and Wales is an important function of the organisation. It is necessary to maintain competence of officers and prevent failures of the organisation for which it could be liable. The Theory of Andragogy is the major theory of adult education and its principles include that organisations should encourage individual self-motivation to promote effective learning. This thesis was intended to be a mixed methods empirical study combining a staff attitude survey and focus group data to examine the extent police ongoing training fulfils this principle. However due to participation issues the qualitative phase was unable to provide firm conclusions, but does provide us with potential hypotheses for further research. The survey suggests that current training provision does not appear to take the andragogical principle of self-motivation into account and this is detrimental to the effectiveness of the training. Whilst we can ...

- by Richard Honess
- •
- Adult Education, Political Science, Online Instruction, Andragogy

The issue of managing change is becoming critical in channels with increasing mergers and acquisitions. However, few change management programs can claim success. We offer a model based on organizational justice theory to design and implement change in marketing channels. Our model contributes to the literature by (1) offering a framework for the change management in channels, which incorporates distributive, procedural, and interactional justice, (2) emphasizing the change at an individual level as a key to successfully managing changes in buyer-seller relations, and (3) identifying the key mediating variables in the change management process. We also discuss implications of our model for academics and managers.

- by birud sindhav
- •
- Marketing, Change Management, Organizational Justice, Marketing channels

The purpose of this article is to propose and test a model of extrarole customer service (ERCS). We propose that organizational justice (distributive, procedural, interpersonal, and informational) promotes well-being at work (low burnout and high engagement). Well-being at work, in turn, engenders more effective ERCS. Thus, well-being at work is considered a mediator of the relationships from organizational justice to ERCS. This fully mediated model was compared to an alternative fully direct model. The sample consisted of 317 contact employees who were working in the Spanish service sector. The results of structural equation modelling supported the importance of the mediating role of the positive side of well-being at work (engagement) in the relationship between organizational justice and ERCS. The article concludes with a discussion of the theoretical and managerial implications.

- by Jose Ramos
- •
- Psychology, Organizational Citizenship Behavior, Organizational Justice, Justice

South Asian Academic Research Journals http://www.saarj.com -49 -P ublis he d b y: S out h A s ia n A c ade m ic R es e arc h J our nals SJBIR: S A A R J J o u r n a l o n B a n k i n g & I n s u r a n c e R e s e a r c h ( A D o u b le B... more

- by Dr. K. Manikandan
- •
- Management, Psychology, Social Psychology, Human Resource Management

This systematic review evaluates and summarizes the evidence of the association between psychosocial work environment as indicated by several work-stress models such as Job-Demand-Control (JDC), Effort-Reward-Imbalance (ERI), or Organizational Justice (OJ) and autonomic nervous system (ANS) function as indexed by heart rate variability (HRV). We conducted a systematic literature search following the PRISMA-Statement in eleven databases including Medline, Web of Science and PsycINFO to address medical as well as psychological aspects of the relation between psychosocial work-stress models and HRV. We identified 19 publications with a total of 8382 employees from ten countries reporting data from the years 1976-2008. Overall, nine of all studies report a negative and significant association between vagally-mediated HRV and measures of stress at work, while eight of all studies report a negative and significant association to mixed sympathetic and parasympathetic measures of HRV. This systematic review provides evidence that adverse psychosocial work conditions are negatively associated with ANS function as indexed by HRV.

This study tested the direct effects of three dimensions of organizational justice distributive justice, procedural justice, and interactional justice on contextual performance, counterproductive work behaviors, and task performance.... more

- by Dwayne Devonish
- •
- Psychology, Emotional intelligence, Organizational Justice, Distributive Justice
- by E Allan Lind
- •
- Organizational Justice

This research empirically examines the underlying mechanisms of fairness theory , namely counterfactual thought processes. Study 1 used a policy-capturing design to examine the relative importance of contextual variables in predicting counterfactual thoughts and fairness perceptions. Study 2 utilized a between-subjects design and asked participants to generate their own counterfactuals in response to an unfortunate event. Results of both studies showed that fairness perceptions are influenced by contextual variables (i.e., outcome severity, target knowledge and expertise, sin of commission vs. omission) and counterfactual thinking. Counterfactual thoughts partially mediated the effects of contextual variables and fairness perceptions in Study 1. Exploratory analyses from Study 3 revealed that the measurement of counterfactual thoughts (frequency vs. strength) may capture different underlying constructs. Implications are discussed.

الملخص
سعى هذا البحث الى تحديد التأثير الوسيط للعدالة التنظيمية بأبعادها (العدالة التوزيعية، العدالة الإجرائية، العدالة التفاعلية) في العلاقة بين التعقيد التنظيمي وفاعلية الأداء للموارد البشرية بأبعادها (جودة الأداء، فاعلية الأداء، التواصل، اتخاذ القرارات). وتتمثل معضلة البحث في ازدياد مستويات التعقيد التنظيمي بسبب تأثرها بالبيئة المضطربة مما انعكس ذلك في تأثيرها السلبي على العدالة التنظيمية وفاعلية الأداء للموارد البشرية. وتم اختيار جامعة كربلاء ميدانا للبحث واعتمد في استمارة الاستبيان وشملت (271) من الملاك الأكاديمي. واستخدم التحليل العاملي التوكيدي وعدد من الإحصاءات الاستدلالية لتحليل الارتباط والتأثير. وتحققت عدد من الفرضيات الخاصة بالبحث. وتم التوصل الى عدد من الاستنتاجات والتوصيات المهمة. وكان من اهم ما توصل اليه هو اسهام العدالة التنظيمية في تقليل الأثر غير المباشر للتعقيد التنظيمي في فاعلية الأداء للموارد البشرية. وتمت الإشارة الى الأسباب التي أدت الى هذه النتائج. كذلك نوصي بتقوية جوانب العدالة المعلوماتية لأنها تسهم في تقليل التعقيد التنظيمي.
الكلمات المفتاحية: التعقيد التنظيمي، العدالة التنظيمية، فاعلية الأداء للموارد البشرية.
Abstract
This research seeks to determine the intermediate effect of organizational justice in its dimensions (distributive justice, procedural justice, interactive justice) in the relationship between the organizational complexity and performance effectiveness of human resources in their dimensions (performance quality, performance effectiveness, communication, decision making). The problem of research is that organizational complexity increases because of its vulnerability to the troubled environment, which has been reflected in its negative impact on organizational justice and the effectiveness of human resources performance. The University of Karbala was chosen as a field of research and was based on the questionnaire which included (271) academic staff. We used empirical analysis and several meta-statistics for correlation and impact analysis. They have achieved several research hypotheses. We reached several important conclusions and recommendations. One of the most important findings was the contribution of organizational justice to reducing the indirect impact of an organizational complexity on the effective performance of human resources. We showed the reasons for these results. We also recommend strengthening information justice as it contributes to reducing organizational complexity.

Drawing on social identity theory and organizational justice research, we model the impact of employee perceptions of human resource (HR) policies and practices on two important outcome variables-discretionary work effort (DWE) and co-worker assistance (CWA). Results based on 618 full-time employees in two organizations show that HR practices are positively related to procedural and distributive justice and that organizational identification mediates the relationship between procedural and distributive justice and DWE and CWA, respectively. Distributive justice is also shown to have direct effects on the two outcome variables suggesting the relevance of a social exchange perspective as a complement to social identity explanations. Implications for research and practice are briefly discussed.

- by Steve J Frenkel
- •
- Marketing, Social Identity, Human Resource Management, Organizational Justice

Çalışmada örgütsel adalet algısının otel çalışanlarında örgütsel sinizm algılarına ve işten ayrılma niyetine etkileri araştırılmıştır. Didim bölgesindeki dört ve beş yıldızlı otel işletmeleri çalışmanın evreni olarak tanımlanmış, buna göre de 218 anket elde edilmiştir. Analizler sonucunda örgütsel adalet sinizmi ve işten ayrılma niyetini negatif yönde etkilemektedir. Sinizmin duygusal boyutu dağıtım ve etkileşim adaletinden negatif yönde etkilenirken; davranış boyutu dağıtım ve etkileşim adaletinden negatif, işlemsel adaletten ise pozitif yönde etkilenmektedir. Đşten ayrılma niyeti ise sadece işlemsel adaletten etkilenmektedir ve negatif yönlüdür.

- by Berrin Güzel
- •
- Organizational Justice, Organizational Cynicism

Unjust situations usually arise from employees' interactions with managers or clients. Such situations could be contextualized or generalized, thus giving birth in time to climates or cultures of injustice. Few employees are radical and vocal when dealing with injustices, and the majority retreats in silence and lives with these injustices: some accept them as an organizational 'normality', and others fight them through resistance mechanisms that manifest themselves beneath the organizational radar.

- by Horia Moasa
- •
- Organizational Justice

Corrections can be a very stressful occupation, producing many negative outcomes for employees. These outcomes, both mental and physical, not only affect the employee, but the entire organization. A large body of literature has focused on identifying correlates of correctional staff job stress; yet, not all of the possible correlates have been studied. One area that has received little, if any, attention is the impact of the organizational structure on correctional job stress. Organizational structure includes issues of centralization, instrumental communication, integration, and organizational justice. The results of multivariate analysis indicate that instrumental communication and procedural justice have a direct effect on correctional staff job stress.

- by Nancy Hogan
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- Criminology, Organizational Justice, Procedural Justice, Organizational structure

Research contends that when organisational work-life balance (WLB) policies are interpreted as family-friendly, there is an increased risk of backlash and perceptions of injustice by workers. In response, many organisations have (re)constructed these supports in universal and gender-neutral terms despite frequently remaining disconnected from organisational practices. Due to internal organisational limitations, it is often impractical for companies to offer WLB supports to everyone who may desire them and allocation decisions tend to favour working mothers which further reinforces perceptions of inequality. In this paper, we use organisational justice theory to examine the role such perceptions play in the decision-making process of 35 Irish line managers through empirical data collected from in-depth interviews. The findings suggest that managers actively attempt to use their decision-making powers around both formal and informal WLB supports to minimize injustice within their departments. We contribute to both organisational justice and managerial decision-making literature by identifying how these managers determine fairness through a decision-making process narrowed by embedded gender-role beliefs.

The impact of organizational support and organizational justice on work engagement was investigated in a group of police officers. A review of the literature revealed that studies reporting differences between the influence of supervisors and coworker justice and support on work engagement among police officers are grossly insufficient. This study hypothesized that organizational support and organizational justice would positively predict work engagement among police officers. It was also hypothesized that, among police officers, supervisor support is more strongly related to work engagement than coworker support and that supervisor justice is more strongly linked to work engagement than coworker justice. Participants were 170 police officers who worked in police departments in northern Poland. A regression analysis showed that supervisor support and supervisor justice had a positive effect on police officers' work engagement, whereby organizational support coupled with organizational justice accounted for 26% of the variability of work engagement. Theoretical and practical implications are discussed, and directions for future research are suggested.

This study examines how employees' perceptions of specific features of the organizational context-organizational politics and procedural justice-are related to their evaluations of psychological contract breach and subsequent attitudes and behaviors. Across three studies, we examined the appropriateness of four models for describing relationships among the focal constructs. Results of these studies support (a) an environmental responsiveness model in which psychological contract breach mediates the effects of politics and justice on employee outcomes, and (b) a general fairness evaluation model where politics, justice, and psychological contract breach serve as indicators of a higher order factor that predicts employee attitudes and behavior. Implications and directions for future research are presented.

This study examined the relationships between perceptions of organizational justice and enacting organizational dissent. Participants were 107 full-time employees working in various organizations. Results indicated that employee perceptions of distributive and interpersonal justice negatively predicted latent dissent, while perceptions of informational justice positively predicted latent dissent. Perceptions of interpersonal justice were the strongest predictor of latent dissent. Perceptions of justice were not related to articulated or displaced dissent. Future research should continue to explore triggering agents of dissent in organizations.

- by Alan Goodboy
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- Sociology, Organizational Justice, Communication and media Studies
- by Ted Thornhill, Ph.D.
- •
- Management, History, American History, Sociology

Relationships between organizational justice and well-being are traditionally investigated at the individual level. This article extends previous efforts by testing such relationships at the work-unit level. Three corridors of influence were examined. First, the level (work units' average scores) of justice is related to the level of burnout. Second, justice climate strength (level of agreement among work-unit members) moderates the predictability of the level of burnout. Third, justice strength is related to burnout strength. The authors interviewed 324 contact employees from 108 work units in 59 service organizations. Findings showed the predominance of interactional justice over distributive and procedural justice in all 3 corridors.

- by Carolina Moliner
- •
- Psychology, Organizational Justice, Stress, Stress Management

L’étude porte sur les liens entre harcèlement moral au travail (HMT) et burnout. Le modèle explicatif du HMT (Desrumaux et Jeoffrion, 2013) teste d’une part les effets de la justice organisationnelle, et d’un faible soutien sur le HMT, et d’autre part, les effets cumulés au final, d’un faible soutien et du harcèlement sur l’épuisement professionnel. Un questionnaire a été soumis à 431 salariés de deux régions françaises. Des régressions linéaires sur le HMT et sur les trois dimensions du burnout indiquent que le HMT résulte des injustices organisationnelles, d'un faible soutien dans le monde du travail. De façon inédite, nous trouvons un enchainement de deux risques majeurs puisque l’épuisement professionnel résulte d’une faible justice organisationnelle, d’un HMT, d’un faible soutien de la hiérarchie et des collègues.

- by Pascale Desrumaux and +2
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- Workplace Bullying, Organizational Justice, Burnout, Soutien Social

Purpose – The purpose of this paper is to examine whether organizational culture moderates the
relationships between organizational citizenship behaviors (OCBs) and justice perceptions.
Design/methodology/approach – Data were collected from 618 lecturers in ten universities in
Turkey. Data were collected on site. A randomly selected group of focal lecturers completed the OCB
and justice scales. A separate group of randomly selected peers completed the culture scale.
Findings – Multiple hierarchical regression results support the moderating role of organizational
culture of the justice perceptions-OCB link. As hypothesized, results show a stronger relationship
between interactional justice and OCB for organizations that are higher in respect for people and a
weaker relationship between distributive and procedural justices and OCB for organizations that are
higher in team orientation.
Research limitations/implications – The researched lecturers have job conditions inherent to the
peculiarities of the public universities which may limit the ability to extrapolate the findings in the
private universities. The findings provide a more understandable mechanism of the influence of
organizational culture on OCB. They emphasize the significance of organizational culture as a
moderator that should be taken closely into consideration to promote employees’ OCB levels.
Practical implications – The findings contribute to a better understanding of the organizational
justice-OCB link, and the ways to favor OCB through organizational culture. As a result of this
research, leaders’ success in organizations will depend, to a great extent, upon understanding
organizational culture. They may cultivate subordinates’ OCB by treating them with respect and
fairness, showing consideration for individual needs, and providing a supportive work environment.
Originality/value – The use of organizational culture as amoderator on this link is unprecedented. The
major strength of this study is its multilevel research design. Most research on OCB and organizational
justice has been conducted within single organizations, precluding an assessment of the way in which
contextual variables influence OCB or justice. Also, using a large number of samples from the Turkish
higher education sector adds to the growing literature examining OCB in non-Western settings.
Keywords Organizational behaviour, Organizational justice, Organizational culture, Citizenship
Paper type Research paper

Job satisfaction and organizational justice one of the topics which neglected in the context of Middle East countries in general and particularly in Iraq. The study aims to find the effect of organizational justice on job satisfaction among secondary schools’ teachers and enrich the body of knowledge in Iraq and the Middle East countries. The study conducted in 8 secondary schools in Heet city province of Anbar, Iraq, 98 valid questionnaires were analysed by SPSS. The results showed the components of organizational justice’s distributive justice and interactional justice are positively affect on job satisfaction. However, distributive justice found a high effect on Job satisfaction. While, Procedural justice found non-significant effect on job satisfaction may because of the environment and policy of public schools in Iraq which is directly related to government policy in case of, promotions, salary and employment etc. This result helps school’s administration to manage the schools ...

- by Abd Rahman Ahmad
- •
- Job Satisfaction, Organizational Justice, Iraq, School culture

This study examines factors influencing organizational citizenship behavior in an organization. These factors include procedural justice, distributive justice, job satisfaction and commitment. Although previous studies have investigated commitment as antecedent of OCB, most of them did not specifically explain the type of commitment hypothesized. In terms of commitment, this study utilizes the specific type of commitment, i.e. affective commitment. The theoretical model proposes both distributive justice and procedural justice as antecedents of job satisfaction and job satisfaction has an effect on organizational citizenship behavior (OCB) through affective commitment. SEM analysis of survey data from 383 nurses who are working for private hospitals in Indonesia supports that the theoretical model has met goodness-of-fit criterions. The findings concluded that there are significant relationships between both procedural justice and distributive justice and job satisfaction. Job satisfaction has a significant impact for developing affective commitment. The results also support that affective commitment is a significant predictor of organizational citizenship behavior.

- by Michael Leiter
- •
- Psychology, Career Management, Personality, Leadership
- by Larissa Kyj
- •
- Leadership, Agency Theory, Organizational Justice, Performance Evaluation

Penelitian ini bertujuan untuk mengetahui pengaruh keadilan distributif kompensasi, keadilan interaksional dan keadilan prosedural terhadap deviant workplace behavior. Jenis penelitian yang digunakan pada penelitian ini adalah kuantitatif deskriptif. Sampel pada penelitian berjumlah 219 orang karyawan yang bekerja di Lembaga Keuangan Syariah di Yogyakarta. Teknik pengambilan sampel menggunakan teknik sampling jenuh. Skala pengukuran variabel dilakukan dengan menggunakan skala likert. Analisis data dalam penelitian menggunakan IBM SPSS versi 26 dengan metode analisis data menggunakan regresi linear berganda. Hasil penelitian menunjukkan bahwa keadilan distributif kompensasi berpengaruh negatif terhadap deviant workplace behavior, keadilan interaksional berpengaruh negatif terhadap deviant workplace behavior, dan keadilan prosedural juga berpengaruh negatif terhadap deviant workplace behavior. Persepsi ketidakadilan yang dirasakan karyawan akan menimbulkan perasaan tidak menerima keadaan dalam diri karyawan sehingga karyawan memiliki keberanian dalam melakukan tindakan deviant pada organisasi.

- by Michael P. Leiter
- •
- Psychology, Career Management, Personality, Leadership

Nowadays, everybody knows human capital is the most important asset of every organization. In this study, considering the mediating effect of social undermining, the association of organizational justice and organizational silence is evaluated. The research data have been collected through questionnaires from 56 employees of Tax organization in Fars province. Data analysis was performed using structural equation modeling (SEM). The findings show that there is a significant negative correlation between level of organizational justice and organizational silence. Also, social undermining plays a mediating role in the relationship between organizational justice and organizational silence.

- by Roya Khayer Zahed
- •
- Organizational Justice, Organizational Silence, Social Undermining

We provide a multilevel theoretical model to understand why business organizations are increasingly engaging in corporate social responsibility (CSR) initiatives and thereby exhibiting the potential to exert positive social change. Our model integrates theories of organizational justice, corporate governance, and varieties of capitalism to argue that organizations are pressured to engage in CSR by many different actors, each driven by instrumental, relational, and moral motives. We conclude by highlighting empirical questions for future research and discussing some managerial implications.

- by Cynthia Williams
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- Management, Marketing, Social Change, Corporate Social Responsibility

The purposes of this research were (1) to study the level of perceived organizational justice, perceived organizational support, and organizational citizenship behavior of municipality employees, (2) to investigate the relationships between perceived organizational justice, perceived organizational support, and organizational citizenship behavior of municipality employees, and (3) to examine perceived organizational support as a mediator in the relationship between perceived organizational justice and organizational citizenship behavior of municipality employees. The sample was 400 municipality employees in Chiang Mai province. Research instruments consisted of a demographic questionnaire, perceived organizational justice scale, perceived organizational support scale, and organizational citizenship behavior scale. Data were analyzed by using Pearson Product Moment Correlation and Multiple Regression Analysis by using Causal Steps in the Baron and Kenny approach and finally Sobel test was used. The research results found that (1) the level of perceived organizational justice of municipality employees was high, the level of organizational citizenship behavior of municipality employees was high and the level of perceived organizational support of municipality employees was medium; (2) perceived organizational justice had a significantly positive correlation with organizational citizenship behavior at the .01 level; (3) perceived organizational justice had a significantly positive correlation with perceived organizational support at the .01 level; (4) perceived organizational support had a significantly positive correlation with organizational citizenship behavior at the .01 level and (5) perceived organizational support was partially mediated in the relationship between perceived organizational justice and organizational citizenship behavior of municipality employees at the .01 level

This study was undertaken to explore appraisees'/ratees' fairness perceptions of performance appraisal system (PAS) in the civil service of Pakistan. Previously, this aspect of PAS in the civil service has never been investigated. We determined appraisees' fairness perceptions of PAS by applying four factor of organizational justice namely; procedural, distributive, interpersonal and informational. Data was collected from the civil servants working in two departments in far flung district Dera Ismail Khan, Khyber Pakhtunkhwa. The results show that appraisees' perceive the system fair as diagnosed by four factors of justice. Moreover, high interpersonal justice and distributive justice also revealed issues with the system. However, on few aspects of the system, appraisees' have mentioned their neutral responses. In the article we discuss literature on PAS and organizational justice along with methods. Subsequently, we proffer some recommendations. Finally, we give directions for future research in the PAS of civil service.

Ethics and organizational justice share common roots and patterns of development in that, employees’ ethical behaviours are influenced by the perceived fairness of the company’s policies, procedures and decision making. While this link has been established in many studies, whether this relationship is the same for different demographic groups has received little attention, particularly for the hospitality industry. This study, therefore, sought to examine perceived organisational justice and unethical work behaviours among hotel employees in Accra using gender and marital status as moderating variables. Data was collected from a sample of 379 employees of five four-star hotels in Accra. The moderated multiple regression technique, PROCESS by Hayes in SPSS was employed to test the significance of the moderating variables in the relationship between organisational justice and unethical work behaviour among hotel employees in Accra. The results showed that gender was significant in int...

- by Christopher Mensah
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- Human Resource Management, Organizational Justice, Hotel Management, Hotels

دليل تعليمات المقياس العربي للعدالة التنظيمية

- by Othman H Alkhadher
- •
- Organizational Justice

This study aimed at exploring the relationship between organizational justice and job satisfaction as perceived by Jordanian physical education teachers. Participants consisted of 166 physical education teachers selected from public schools in Jordan. Organizational Justice Scale and Job in General Scale were used to collect the data. The findings revealed that the majority of physical education teachers were satisfied with their job in general and their perceptions about organizational justice were positive. Furthermore, the findings showed a positive and significant relationship between all dimensions of organizational justice and teachers' job satisfaction. Interactional justice was the best predictor of teachers' job satisfaction followed by procedural justice and distributive justice respectively. The full prediction model explained 19% of the variance in job satisfaction of physical education teachers in Jordan.

The correlates of distributive, procedural, and interactional justice were examined using 190 studies samples, totaling 64,757 participants. We found the distinction between the three justice types to be merited. While organizational practices and outcomes were related to the three justice types, demographic characteristics of the perceiver were, in large part, unrelated to perceived justice. Job performance and counterproductive work behaviors, considered to be outcomes of perceived justice, were mainly related to procedural justice, whereas organizational citizenship behavior was similarly predicted by distributive and procedural justice. Most satisfaction measures were similarly related to all justice types. Although organizational commitment and trust were mainly related to procedural justice, they were also substantially related to the other types of justice. Findings from laboratory and field studies are not always in agreement. Future research agendas are discussed.

Objective – This study is aimed to analyze the effect of organizational justice on job satisfaction and employee performance.
Methodology/Technique – The respondents are 104 employees who work in the Governor’s office in East Nusa Tenggara Province by using the questionnaires. The data are analyzed using Partial Least Square (PLS).
Findings – The results show that organizational justice has significant effect on job satisfaction, but has not significant effect on employee performance. Furthermore, job satisfaction has significant effect on employee performance.
Novelty – The implications of this study emphasize the important role of job satisfaction in improve the employee performance. Therefore, the organization should have an attention on interactional and informational justice to improve the employee performance, so that the employee is satisfied and try to provide an optimal contribution to the organization.
Type of Paper: Empirical

- by GATR Journals
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- Job Satisfaction, Organizational Justice, Employee Performance

Whistleblowing on organizational wrongdoing is becoming increasingly prevalent. What aspects of the person, the context, and the transgression relate to whistleblowing intentions and to actual whistleblowing on corporate wrongdoing? Which aspects relate to retaliation against whistleblowers? Can we draw conclusions about the whistleblowing process by assessing whistleblowing intentions? Meta-analytic examination of 193 correlations obtained from 26 samples (N = 18,781) reveals differences in the correlates of whistleblowing intentions and actions. Stronger relationships were found between personal, contextual, and wrongdoing characteristics and whistleblowing intent than with actual whistleblowing. Retaliation might best be predicted using contextual variables. Implications for research and practice are discussed.

- by Jessica Mesmer-Magnus and +1
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- Marketing, Business Ethics, Applied Ethics, Organizational Justice

La présente étude porte sur le développement du burnout chez les cadres. Le but principal de la recherche est de vérifier la pertinence du modèle prévisionnel du burnout conçu par Desrumaux et Leroy (2010). Cette étude teste les liens entre d’une part, la charge psychologique, la latitude décisionnelle, la justice organisationnelle et l’estime de soi et d’autre part le burnout et enfin l’effet médiateur du soutien. Pour tester ce modèle, un questionnaire a été soumis auprès de 122 cadres. Une matrice des corrélations, des régressions linéaires sur le burnout et des analyses de médiation ont permis de tester nos hypothèses. Les résultats indiquent que les variables prépondérantes semblent être l’estime de soi, l’affectivité, le soutien, notamment des collègues, et la justice organisationnelle dans son ensemble. L’effet de la justice organisationnelle sur le burnout est médiatisé par le soutien social.

- by Machado Tony
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- Organizational Justice, Social Support, Burnout

In this article, the authors identify six theories (anxiety theory, social identity theory, acculturation theory, role conflict theory, job characteristics theory, and organizational justice theory) to explain problems in managing the... more

- by Myeong-gu Seo
- •
- Psychology, Cognitive Science, Organizational Change, Organizational Justice