Contingent reward transactional leadership, work attitudes, and organizational citizenship behavior: The role of procedural justice climate perceptions and strength

2008 ◽  
Vol 19 (3) ◽  
pp. 251-265 ◽  
Author(s):  
Fred O. Walumbwa ◽  
Cindy Wu ◽  
Bani Orwa
Keyword(s):  
Procedural Justice ◽  
Transactional Leadership ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Work Attitudes ◽  
Citizenship Behavior ◽  
Contingent Reward ◽  
Procedural Justice Climate ◽  
Justice Climate

scholarly journals PROCEDURAL JUSTICE, ENVY AND ORGANIZATIONAL CITIZENSHIP BEHAVIOR: A STUDY OF HEALTH PROFESSIONALS IN PAKISTAN

2014 ◽  
Vol 02 (02) ◽  
pp. 45-51
Author(s):  
Ayesha Noor ◽  
◽  
Sajid Bashir
Keyword(s):  
Procedural Justice ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Health Professionals ◽  
Two Dimensions ◽  
Citizenship Behavior ◽  
Mediating Role ◽  
Behavior Organization ◽  
The Impact

This study examines the impact of procedural justice on two dimensions of Organizational Citizenship Behavior(OCB) viz. Organizational Citizenship Behavior Individual (OCBI) and Organizational Citizenship Behavior Organization (OCBO) with mediating role of workplace envy among health professionals in Pakistan. The data was collected from 110 health professionals through questionnaires. Results indicate that though procedural justice is significantly associated with both dimensions of organizational citizenship behavior, the mediation of workplace envy is not established in case of relationship between procedural justice and OCBI. Implications that can help hospitals of Pakistan in augmenting the OCB are also discussed.

Performance Appraisal Procedural Justice: The Role of a Manager’s Implicit Person Theory

2009 ◽  
Vol 37 (6) ◽  
pp. 1694-1718 ◽  
Author(s):  
Peter A. Heslin ◽  
Don VandeWalle
Keyword(s):  
Procedural Justice ◽  
Performance Appraisal ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Behavioral Responses ◽  
Citizenship Behavior ◽  
Implicit Person Theory ◽  
Vast Literature ◽  
Justice Perceptions

Although there is a vast literature on employee reactions to procedural injustice, little is known about the important issue of why some managers are less procedurally just than others. In this field study we found that a manager’s implicit person theory (IPT; i.e., extent of assumption that people can change) predicted employees’ perceptions of the procedural justice with which their last performance appraisal was conducted. These procedural justice perceptions in turn predicted employees’ organizational citizenship behavior, as partially mediated by their organizational commitment. This research provides an initial empirical basis for a new line of inquiry that extends existing IPT theory into the realm of perceptual, attitudinal, and behavioral responses to people as a function of their IPT. Other contributions to the IPT, performance appraisal, and procedural justice literatures are discussed.

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