organizational justice

Top PDF organizational justice:

The Relationship Between Organizational Justice And Communication aversion

The Relationship Between Organizational Justice And Communication aversion

ABSTRACT: The aim of this study was to examine the relationship between organizational justice and escaping staff. In this study, organizational justice, distributive justice, procedural justice and interactional justice as the independent variable on the dependent variable that influences the relationship between shyness. To test their hypothesis, the researchers devised a closed questionnaire with 28 questions designed to Rate Likert and the International Statistical Society (a branch of the Keshavarzi Bank in the city of Sanandaj) were distributed to 130 employees. The method used in this study is a descriptive survey. To test the hypotheses, path analysis and AMOS software was used. Outcome variables were significantly positive effect on the reduction in appetite shows that procedural justice variables contributed most to the reduction in appetite.
Show more

7 Read more

A theoretical model of transformational leadership and organizational identification of employees : The role of organizational learning , organizational justice and psychological empowerment

A theoretical model of transformational leadership and organizational identification of employees : The role of organizational learning , organizational justice and psychological empowerment

Spreitzer (1995) defined empowerment as the internal job motivation manifested in the four dimensions of efficacy, impact, meaningfulness and competence. According to Sheykh & Zivaryar (2006), the more the members of the firm accept the values of the firms, the more successful is the organization. ( S Javad et al, 2009) opines that the preservation and development of fair practices and behaviour in manager‟s result in a perception of justice amongst the employees. According to Chenevert (2007), the integration of the variables of psychological empowerment and organizational justice helps in creating organizational commitment. In his research it is argued that if the employees feel that the processes in the organization are just and fair, then more will be the participation from the employees which shall result in increased organizational commitment. According to a research by (Alvandi et al, 2014) the unjust practices in the distribution of organizational achievements result in the lowering of the moral of the employees and their capabilities. The more the increased feeling of fairness, the more will be the increased employee participation (Greenberg, 1986). When the employees perceive that the rewards in organization are distributed according to merit and performance then their motivation is increased as stated by Vrooms theory of motivation. This also enhances the empowerment of employees. Thus the justice literature suggests that there is a link between perceptions of justice and the empowerment of the employees. Thus it can be proposed that organizational justice is one of the important ways of enhancing the psychological empowerment of the employees. The existence of a feeling of justice among the employees will lead to the motivation, education of the human resources and more efficacy in the working environment. Thus,
Show more

9 Read more

Organizational Justice and Organizational Trust in the Banking Industry in Port Harcourt, Nigeria

Organizational Justice and Organizational Trust in the Banking Industry in Port Harcourt, Nigeria

The examined the relationship between organizational justice and organizational trust in the banking industry in Port Harcourt. The study findings revealed that there is a significant relationship between organizational justice and organizational trust in the banking industry in Port Harcourt. This finding is in line with the views of Greenberg’s (2010) work on interpersonal justice, focused on the manner of communication and treatment of supervisor to his subordinate and how this affected resource allocation and decision making within the organization, while informational looks at honesty, and timely explanation and justification on the resource allocation and procedure in deciding the allocation proportion. Therefore, interpersonal justice evolved from interactional justice. Some researchers such as Choi (2011), Georgalis et al., (2014), and Tam (1998) focused in interpersonal justice that also considered the manner of persons being treated by supervisors and thereafter evaluated informational fairness separately. However, some researchers such as Belanger (2007) used the terminology interchangeably.
Show more

20 Read more

Organizational Citizenship Behavior Ability to Increase the Effect of Organizational Climate, Work Motivation and Organizational Justice on Employee Performance

Organizational Citizenship Behavior Ability to Increase the Effect of Organizational Climate, Work Motivation and Organizational Justice on Employee Performance

Company should increase Organizations justice through comparable wages with the work and on time. Company should consistent to implement company regulations, with polite and equal treatment. Improve Organizational Citizenship Behavior (OCB) by helping each other without expecting rewards, replacing the absence co-workers, willing to work overtime without being given a salary and have sharing among employees in handling problems. Good organizational climate, high work motivation and Organizational Justice and supported by OCB, the employees should be able to complete the work above standard and fulfil the company target.
Show more

12 Read more

Perceived Organizational Justice as a Predictor of Organizational Trust in Medical Education Organizations

Perceived Organizational Justice as a Predictor of Organizational Trust in Medical Education Organizations

Background and Objectives: Motivated employees are probably the most valuable resource of the contemporary organizations. Evidence shows the significant impact of perceived organizational justice on the attitudes of employees, including their trust. To further investigate the issue in the context of health organizations, this study aimed to explore the relationship between perceived organizational justice and employees’ trust among the staff of Kerman University of Medical Sciences (KUMS), Iran.

6 Read more

An Analysis of Organizational Justice and Organizational Identification Relation Based on Teachers' Perceptions

An Analysis of Organizational Justice and Organizational Identification Relation Based on Teachers' Perceptions

In the related literature, there are many studies on organizational justice. Some of them intend to determine the organizational justice perception at educational institutions [19, 20] and at enterprises [21, 22]. Some other studies analyzed the relation between organizational justice and influence tactics [23], cynicism [24], job satisfaction [25], value oriented school administration [26], organizational trust [6] and organizational citizenship [27] at educational institutions, while others researched enterprises, public and private sector, focusing on the relation among the variables of organizational trust [28], job satisfaction [29], organizational commitment [29] and organizational citizenship [30]. Kilic & Demirtas [20] conducted research at high school; Cirak & Baskan [19] at primary school and observed that teachers’ perception of organizational justice is at a high level. The abundance of studies conducted in educational institutions, enterprises or other public institutions points to the importance of the organizational justice concept and its potential for educational research.
Show more

8 Read more

The Effect of Servant Leadership on Organizational Commitment; the Mediating Role of Psychological Empowerment and Organizational Justice

The Effect of Servant Leadership on Organizational Commitment; the Mediating Role of Psychological Empowerment and Organizational Justice

The objective of the present study is to investigate the direct effect of servant leadership on organizational commitment and also the indirect effect of servant leadership on organizational commitment through psychological empowerment and organizational justice. The obtained results revealed that servant leadership has a positive effect on the organizational commitment (H1). This finding is consistent with the results of other studies (Ramli & Mat Desa, 2013; Olesia et al., 2013; Nasr Esfahani et al., 2011; Jaramillo et al., 2009). Servant leaders, due to such characteristics as fulfilling the needs, altruism, respect for personality, serving, empowerment, empathy, and attention to the employees and others can increase staff commitment in the organization. Servant leadership influences the organizational commitment that is one of the factors that are effective on efficiency that is among the most important goals of an organization (Colquitt, Lepine & Wesson, 2011). Patterson (2003) has attributed the positive relation between servant leadership and organizational commitment to common values and empathy of employees with the leaders and organization to a high extent. Servant leaders take care of the employees through attention to their leadership method. Therefore, the employees seek to continue their relations with the organization and so organizational commitment may stimulate the employees for significant involvement in the organization.
Show more

27 Read more

Predicting Employees Organizational Loyalty through Perceived Organizational Justice Components

Predicting Employees Organizational Loyalty through Perceived Organizational Justice Components

This study investigated the effects of perceived organizational justice components (distributive, procedural and interactional) in predicting employee loyalty to organization. Participants included 197 employees of a big public organization in Tehran, was selected via convenience sampling who completed employee organizational loyalty questionnaire (Kumar and Shekhar, 2012), and perceived organizational justice questionnaire (Niehoff and Moorman, 1993; Moorman, 1991). The data were analyzed by use of Pearson’s correlation coefficient and regression analysis, by using SPSS18. The results showed that employee’s loyalty to organization was positively related to perceived organizational justice components (p≤ .01). Furthermore, perceived organizational justice components could explain 32.3 percent of employee organizational loyalty’s variance. Therefore, based on the results it can be concluded that employee loyalty to organization could be enhanced by increasing all components of perceived organizational justice.
Show more

14 Read more

A New Approach to The Organizational Justice Concept: The Collective Level of Justice Perceptions

A New Approach to The Organizational Justice Concept: The Collective Level of Justice Perceptions

Although the question of fairness, as a fundamental aspect of human behavior, social exchange and interaction has, to date, been examined from numerous perspectives and, as a concept, its history is certainly much older than any printed account of these thorough explorations, its prominence inconcerning organizational issues literature, became gradually more noticeable in relatively recent times. Organizational justice, as a key term to understanding fairness within an organizational setting, has been gradually gaining on its clarity and shape, within the time of merely past few decades. Amongst many different approaches, one, provided by Beugré (1998) concise definition, seems to be bringing some of the different views to a common ground; After Beugré,“Organizational justice refers to the perceived fairness of the exchanges taking place in an organization, be they social or economic, and involving the individual, in his or her relations with superiors, subordinates, peers, and the organization as a social system”.
Show more

19 Read more

INFLUENCE OF ORGANIZATIONAL JUSTICE ON BANKING SECTOR EMPLOYEES’ JOB SATISFACTION AND ORGANIZATIONAL COMMITMENT

INFLUENCE OF ORGANIZATIONAL JUSTICE ON BANKING SECTOR EMPLOYEES’ JOB SATISFACTION AND ORGANIZATIONAL COMMITMENT

Tur, Peiro, Ramos, & Moliner, 2006). Distributive justice refers to fair allocation of benefits and workloads in the organization and the Procedural justice describes that in what way an allocation decision is made in the organization either it was fair or not. Research study reveals that Organizational justice has no significant influence on organizational citizenship behavior (Batool, 2013).Distributive and procedural justice has a positive impact on the organizational commitment of the employees and has a negative influence on the employees intention leave the job (Hassan, 2002); (Niazi & Ali, 2014) but it is also found that procedural justice contribution to predict the commitment of the employees is greater than distributive justice however interactional justice has no significant impact on organizational commitment(Niazi & Ali, 2014). The research studies shows that distributive justice has significant impact on employees’ satisfaction with pay raise but procedural justice is significant predictor of not only employees’ commitment and trust on supervisor but also of employees job satisfaction with pay raise however the influence of distributive justice on job satisfaction is more intense (Folger & Kanovsky, 1989).
Show more

12 Read more

Perceived Organizational Support and  Employee Engagement: Based on the Research  of Organizational Identification and Organizational Justice

Perceived Organizational Support and Employee Engagement: Based on the Research of Organizational Identification and Organizational Justice

On the basis of theoretical research, this paper constructs the relationship model of perceived organizational support, organizational identification, employee engagement and organizational justice. With questionnaires from 350 employees in 28 provinces, we empirically tested that the organizational identification plays a mediating role and organizational justice has a moderating effect by using the correlation analysis and structural equation model and regression analysis. The results show that: firstly, per- ceived organizational support and employee engagement have significantly positive correlation, perceived organizational support applies directly positive influence on employee engagement; secondly, perceived organizational support can also play a role in employee engagement through organizational identification, in other words, organizational identification has partial mediating effect between perceived organi- zational support and employee engagement; thirdly, this paper verified that organi- zational justice plays a moderating role on the relationship between perceived orga- nizational support and organizational identification.
Show more

12 Read more

Organizational Justice Work Environment and Motivation

Organizational Justice Work Environment and Motivation

This confirms that organizational justice has a positive and significant influence on work motivation. Other research has also found that organizational justice has a positive influence on the work motivation of employees in South Korea and Iran (Kang, 2007; Hariri & Rohollah, 2014). Another work motivation survey was performed in the USA on female employees. The survey shows that one aspect which raises employees’ work motivation is fair treatment. In this case the company is expected to act fairly by giving appropriate wages and appropriate rewards according to employees’ contribution to the company (Saunderson, 2011). This also agrees with the theory which states that to raise employees’ work motivation, a company should act fairly towards its employees (Mangkunegara, 2013).
Show more

10 Read more

Examining the Relationship Between Perceived Organizational Justice and Dimensions of Organizational Commitment

Examining the Relationship Between Perceived Organizational Justice and Dimensions of Organizational Commitment

justice, particularly in staff management practices (distribution of rewards, political relations, promotions, and appointment) is important for personnel. In development of fair treatment process, and more important, in shaping sense of justice in employees, it is important to recognize how behavior based on justice influences organizational behavior, including organizational commitment, job satisfaction, organizational citizenship behavior, etc. studying justice in the workplace has dramatically increased in recent years. Studies have shown that justice processes play an important role in the organization and how to deal with people may influence their beliefs, feelings and attitudes. Due to the extent of the consequences of justice, examining perceptions of justice in organizations is interesting for many researchers of human resources, organizational behavior and organizational / industrial psychology. Organizational justice is related to the employee's perspective that whether the organization deal with them with justice or not? The overall organizational justice theories and research are detectable in three main waves. First wave is centered on distributive justice, the second wave is based on procedural justice, and the third wave is based on interactive justice. Based on evidence, at least these three types of justice have been accepted by experts and scholars. These three dimensions or aspects of justice, interacting with each other, create the overall justice perceived by the people in the workplace. Distributive Justice is perceived justice of organizational outcomes. Procedural justice is concerned with justice in the methods used to make decisions about the allocation and outcomes. Interpersonal Justice is related to the quality of interpersonal behavior that is felt by every person (Afjeh, 1385, p 332). Organizational justice research has shown that many potential variables related to organizational civil behavior are explained by organizational justice, and one of the most important consequences of organizational justice that has recently been considered is organizational civil behavior and different aspects of it. Organizational civil behavior is behavior that is intended to help colleagues or organizations. Several investigators have proposed five dimensions of organizational civil behavior (OCB). These dimensions include altruism, loyalty, humility, and courage and citizens dignity. Work ethics is a behavioral in favor of the organization, not oneself. It is related to the extent that the person chooses high goals for himself/herself to obtain successful results of work and create targeted behaviors.
Show more

8 Read more

Perceptions of organizational justice in incentive contracts and their effect on congruence between personal and organizational goals

Perceptions of organizational justice in incentive contracts and their effect on congruence between personal and organizational goals

are expected to get involved in protectionist behaviors, such as data manipulation (Eccles, 1991), organizational respite (Merchant, 1989), or directing their efforts to convince their supervisors that the low performance is due to uncontrollable factors (Merchant, 1989). So, there is a link between the controllability principle and organizational justice. Neutralizing the impact of uncontrollable factors reduces the risk of the performance achieved not being consistent with the effort applied, so the controllability principle would be positively linked to distributive justice (Giraud, Langevin, & Mendoza, 2008). The controllability principle also influences the perceptions of procedural justice. Evidence suggests that perceptions of justice in performance evaluations are also based on the procedures adopted, despite the evaluations received (Greenberg & Folger, 1983). Resentment can be maximized when trustees believe they could have been better evaluated, if their bosses had made use of other procedures (Cropanzano & Folger, 1989). So, the following research hypotheses are put forward:
Show more

26 Read more

Factor Analysis of Organizational Justice:  The Case of Ecuador

Factor Analysis of Organizational Justice: The Case of Ecuador

Purpose: Organizational Justice (JO) is an important predictor of different attitudes and organizational behavior. Τhe Colquitt organizational scale of justice was developed to assess the perceptions of Justice in employees (for this case university professors) and it has four dimensions: distributive, procedural, interpersonal and informational justice. For this work we extend the analysis to the Ecuadorian context using a model that was applied in Spain. Design/Methodology/Approach: The Cronbach alpha obtained for each dimension varied between .98 and .99 with a measure of sampling adequacy KMO of .9663. The corresponding factor analysis, includes items on 3 factors that account for 98% of the variance, so it is confirmed that it is an instrument that has the adequate psychometric properties for its use in the ecuadorian context.
Show more

29 Read more

Organizational citizenship behavior and perception of organizational justice in employees of a Turkish university hospital

Organizational citizenship behavior and perception of organizational justice in employees of a Turkish university hospital

typology of behavioral components as altruism, conscientiousness, courtesy, sportsmanship, and civic virtue Engagement with OCB by employees are (Williams et al., 2002). In 2002 stated that one of such precondition is workers’ perception of justice. In 2008 Asgari et al., (2008) also concluded that when employees perceive justice practices In 2005 Elovainio et al., (2005) have ustice as fairness and honest treatment to employees in the organization. Hubbel and Assad (2005) (2005) said that it is about the process of these outcome are fair described that organizational justice is spect in all activities of any The concept of organizational justice is been related with other important organizational variables such as organizational citizenship, loyalty, motivation, organizational climate, job satisfaction, absenteeism, productivity and release Colquitt et al., (2001) have found that organizational justice perceptions (OJP) strongly affect the OF CURRENT RESEARCH
Show more

6 Read more

The role of organizational justice in the relationship between LMX, organizational commitment and intent to turnover

The role of organizational justice in the relationship between LMX, organizational commitment and intent to turnover

As mentioned before, various authors found a relationship between organizational justice perceptions of employees and organizational commitment. However, how different dimensions of organizational justice interact with different forms of commitment is still a point of conflict between authors, as different study findings support different hypothesis drawn by authors. McFarlin and Sweeney (1992) conducted a survey on bank employees and found that distributive justice ended to be a stronger predictor of personal outcomes than procedural justice, whereas the reverse was true for organizational outcomes. The fairness of a firm's procedures may have a greater impact on organizational commitment than the fairness of distributive outcomes that workers receive, perhaps because procedures define the organization's capacity to treat employees fairly. Thus, if they see procedures as fair, employees may view the organization positively, even if they are currently dissatisfied with such personal outcomes as a low pay raise. It was also found out that fair procedures also lead to positive evaluations of the supervisors. Result of regression analysis done by Mcfarlin and Sweeney support this noting of theirs (1992). Briefly, according to referent cognitions theory, as explained before, individuals evaluate their work experiences by reflecting on "what might have been" under different circumstances and conditions (Folger, 1986a). The findings by Sweeney and Mcfarlin (1992) support the applications of Referent cognitions theory given by Cropanzano and Folger's (1989) stating that the outcomes of subordinate’s evaluation of supervisor and organizational commitment would be most negative when both distributive and procedural justice are low. But positive evaluations would be expected when procedural justice is high, regardless of the level of distributive justice.
Show more

56 Read more

The effect of Islamic work ethic on organizational justice

The effect of Islamic work ethic on organizational justice

6 towards the organization (Schminke et al., 1997). An important tenet of the IWE is to stress justice and generosity in the workplace, and to view the engagement in economic activities as an obligation (Yousef, 2000). The IWE regards employment as a source of means of promoting personal growth and self-respect (Yousef, 2001). These values are incorporated in the process of decision making, distributing resources and also appreciating the contributions or a display of gratitude. As a result, a healthy feeling of fairness in the organization is developed and entrenched. Furthermore, the IWE emphasizes on the avoidance of unscrupulous competitiveness and unethical methods of wealth accumulation and dishonest dealings at the workplace (Yousef, 2000). This will subsequently have a profound effect on the fairness in the organization. Thus, the underlying principle is that the IWE has a positive impact on the organizational justice.
Show more

7 Read more

Organizational justice, trust, and identification and their effects on organizational commitment in hospital nursing staff

Organizational justice, trust, and identification and their effects on organizational commitment in hospital nursing staff

decision-making processes, employee incentives, perform- ance evaluations, and interactions between managers and employees. The organizational justice scale developed by Niehoff and Moorman was modified to include the vari- ables investigated in this study [76]. The scales developed by Hubbell and Chory-Assad [9] and by Niehoff and Moorman [76] were used for the questionnaire items. Considering the goals of this study and the cultural and industrial characteristics of the study population, a pretest was developed by three professors of nursing science, four medical experts, and seven nurses. After obtaining satis- factory results in a pilot study of 38 nurses, the question- naire was administered in the full study population. In the principal component analysis of the sample data collected in this study, varimax orthogonal rotation revealed the same three factors reported by Niehoff and Moorman [76]: distributive justice, procedural justice, and inter- actional justice. Each factor had three questions. After fac- tor analysis, distributive justice, procedural justice, and interactional justice had Cronbach α values of 0.892, 0.865, and 0.820, respectively. After rotation, the explained variances for distributive justice, procedural justice, and interactional justice were 31.616 %, 24.520 %, and 23.099 % respectively. Cumulative explained variance was 79.235 %. Because reliability refers to the reliability of the results ob- tained from the data measurements, the Cronback α value is generally used to test “consistency” or “stability” among items used for measuring variables. According to Nunnally [77], Cronbach α values greater than 0.70 indicate high re- liability, values between 0.35 and 0.70 indicate acceptable reliability, and values lower than 0.35 indicate low reli- ability. Therefore, the scale in this study had extremely high reliability.
Show more

17 Read more

THE EFFECT OF ORGANIZATIONAL JUSTICE ON THE MANNERS OF ORGANIZATIONAL CITIZENSHIP AND ORGANIZATIONAL CYNICISM: A CASE STUDY ON MALATYA, TURKEY

THE EFFECT OF ORGANIZATIONAL JUSTICE ON THE MANNERS OF ORGANIZATIONAL CITIZENSHIP AND ORGANIZATIONAL CYNICISM: A CASE STUDY ON MALATYA, TURKEY

In this study, effect of organizational justice that education professionals perceived on the manners of organizational citizenship and cynicism is analyzed. In order to understand the relation between these variables, literature research is done in the first stage. In the scope of research, in order to measure the organizational justice perceptions among 8000 teachers as public servants who were working in 147 state schools in Malatya under the Ministry of Education, organizational justice scale was used while organizational citizenship behaviors scale was used to study organizational citizenship behaviours and organizational cynicism scale was used to study the attitudes towards cynicism. Data were analyzed using SPSS 21. It is observed that there has been a differentiation among teachers according to the organizational citizenship behaviors and organizational cynicism manners in terms of age and income level; according to the organizational justice perception and organizational citizenship behaviors in terms of gender; according to the organizational justice perception and organizational cynicism manners in terms of working period of workers in the institution while there has been a differentiation according to the organizational justice perception in terms of educational status. It is proved that there is no differentiation in other aspects in terms of variables.
Show more

23 Read more

Show all 8877 documents...