Organizational justice–affective commitment relationship in a team sport setting: The moderating effect of group cohesion

2015 ◽  
Vol 21 (1) ◽  
pp. 107-124 ◽  
Author(s):  
Jae-Pil Ha ◽  
Jaehyun Ha
Keyword(s):  
Organizational Justice ◽  
Affective Commitment ◽  
Student Athletes ◽  
Group Cohesion ◽  
Interactional Justice ◽  
Team Sport ◽  
Moderating Effect ◽  
Three Dimensions ◽  
Perceptions Of Fairness ◽  
The Relationship

AbstractUsing organizational justice literature, the current study aimed to examine the relationship between three dimensions of organizational justice (distributive, procedural, interactional justice) and affective commitment, and to explore the moderating effect of group cohesion on the relationship between the three dimensions of justice and affective commitment in a collegiate team sport context. Data were collected from 253 college student-athletes of two Football Bowl Subdivision institutions in the Southeastern United States. Results of three hierarchical multiple regression analyses indicated that all three dimensions of justice were positively and significantly related to affective commitment. In regard to the moderating effect, group cohesion significantly moderated the distributive justice–affective commitment and the interactional–affective commitment relationships. Specifically, the two significant relationships were significantly stronger for student-athletes who reported high levels of group cohesion than their counterparts. Strategies by coaches to improve athletes’ perceptions of fairness and group cohesion and suggestions for future researches were discussed.

Thinking of mergers and acquisitions? Think of justice: a people perspective

2019 ◽  
Vol 41 (4) ◽  
pp. 435-456 ◽  
Author(s):  
Anjali Bansal
Keyword(s):  
Mergers And Acquisitions ◽  
Organizational Justice ◽  
Mixed Methods Research ◽  
Affective Commitment ◽  
Interactional Justice ◽  
Employee Attitudes ◽  
Three Dimensions ◽  
Content Type ◽  
Holistic Understanding ◽  
Post Merger Integration

Purpose Achieving a highly satisfied and committed workforce, during post-merger integration (PMI), has made employees’ perceived organizational justice a vital construct in the mergers and acquisitions (M&A) research. For example, employee attitudes like satisfaction and commitment influence overall M&A outcomes, but employee responses primarily depend on their perceptions of justice for the merged organization. Hence, the purpose of this paper is to investigate the cause and effect of employees’ perceptions of justice during M&A. Design/methodology/approach This research used a mixed-methods research design (qual and quan). The quantitative investigation of 207 M&A survivors from 3 M&A deals examined the relationship between perceived organizational justice (three dimensions) with employees’ level of affective commitment and satisfaction during PMI. The multivariate analysis was performed to analyze this data. A thorough thematic content analysis of the in-depth interviews of ten M&A experts and strategists helped to develop a detailed theoretical model of justice during M&A. Findings The resultant model highlighted the three antecedents of perceptions of justice, i.e. human integration, cultural integration and task integration, which together explained the employees’ perception of justice during M&A. Perception of justice was further found to influence employees’ psychological outcomes and overall synergy realization. Originality/value The current study adds to the literature by providing a holistic understanding of the justice phenomenon during M&A by focusing on its antecedents and outcomes, and thus, proposes a detailed framework. The current study also emphasizes on the relative importance of procedural and interactional justice over distributive justice in determining employee attitudes toward change.

Exploring organizational trust and organizational justice among junior and middle managers in Saudi Arabia

2015 ◽  
Vol 34 (9) ◽  
pp. 1042-1060 ◽  
Author(s):  
Hayfaa A Tlaiss ◽  
Abdallah M. Elamin
Keyword(s):  
Saudi Arabia ◽  
Organizational Justice ◽  
Cultural Values ◽  
Middle Managers ◽  
Organizational Trust ◽  
Interactional Justice ◽  
Three Dimensions ◽  
Content Type ◽  
Immediate Supervisor ◽  
The Relationship

Purpose – Few studies consider the relationship between organizational justice (OJ) and trust in Non-western contexts. In an attempt to address this gap, the purpose of this paper is to explore the relationship between organizational trust (OT) and OJ in Saudi Arabia. First, the authors examine two foci of trust and explore whether trust in an immediate supervisor/manager is correlated with trust in an organization. Second, the authors test the relationship three widely used constructs of OJ and two aspects of OT. Third, the authors examine the mediating role played by trust in immediate supervisor in the relationship between the various aspects of OJ and trust in an organization. Design/methodology/approach – Using Social Exchange Theory, this study reports the responses of 231 junior and middle managers from eight organizations in Saudi Arabia. Data were collected through a structured survey questionnaire that used standard scales on distributive justice, procedural justice (PJ), and interactional justice (IJ), as well as trust in immediate supervisor and trust in organization. Findings – Consistent with studies conducted in western contexts, the findings revealed a positive, significant, direct relationship between trust in immediate supervisor and trust in organization. However, contrary to what has been reported in the majority of western studies, among the three dimensions of OJ, IJ was the only predictor for trust in immediate supervisor. PJ and IJ were predictors of trust in organization, with PJ the stronger predictor. Finally, trust in immediate supervisor mediates some of the relationship between OJ and trust in organization. Originality/value – The current study is the first to explore the relationship between OJ and OT, with the latter being measured in more than one focus, in the Arab Middle East. Therefore, this study contributes to bridging the gap in the understanding of the relationship between OJ and OT in non-western, Arab and Muslim Middle Eastern contexts. The interconnectedness between the organizational experiences of Saudi Arabian managers and cultural values highlighted in this study has significant implications for researchers, managers, and HR departments.

scholarly journals ETIKA KERJA ISLAM DAN KEADILAN ORGANISASI: STUDI PADA BMT DI KABUPATEN KUDUS

2015 ◽  
Vol 9 (1) ◽  
Author(s):  
Wahibur Rokhman
Keyword(s):  
Organizational Justice ◽  
Interactional Justice ◽  
Procedural Fairness ◽  
Positive Influence ◽  
Three Dimensions ◽  
Work Ethics ◽  
Relationship Of ◽  
The Relationship ◽  
Significant Positive Influence ◽  
Research Show

<p><em>W</em><em>ORK ETHICS OF ISLAM AND ORGANIZATIONAL JUSTICE: Study on a BMT in Kudus, This research aims to analyze the relationship of  work ethics of  Islam and organizational justice in BMT in Kudus. The organizational justice is measured using three dimensions of  justice developed by Cropanzano et al. (2007), they are: distribution justice, procedural fairness and interactional justice. Further, the study also tested the influence of  the three dimensions of justice against work ethics of  Islam felt by employees. The results of this research show that the level of  organizational justice and work ethics of Islam felt by employees working in the BMT in Holy is high enough. The results of the regression analysis also showed a significant positive influence on the distribution of Justice, procedural fairness and interactional justice against the work ethics of  Islam. Implications, limitations and suggestions for the next research are also discussed in this article.</em></p><p><strong>k</strong><strong>ey</strong><strong>w</strong><strong>ords</strong><strong>: </strong><em>Distributio</em><em>n Justice, Procedural Justice, Work Ethics Of Islam.</em></p><p><em>P</em><em>enelitian ini bertujuan untuk menganalisis  hubungan etika kerja Islam dan keadilan organisasi di Baitul mal wat tamwil (BMT) di Kabupaten Kudus. Keadilan Organisasi disini diukur menggunakan tiga dimensi keadilan yang dikembangkan oleh Cropanzano dkk. (2007) yaitu: keadilan distribusi, keadilan prosedural dan keadilan interaksional. Lebih lanjut, penelitian ini juga menguji pengaruh tiga dimensi keadilan terhadap etika kerja Islam yang dirasakan oleh karyawan. Hasil penelitian ini menunjukkan bahwa tingkat keadilan organisasi dan etika kerja Islam yang dirasakan oleh karyawan yang bekerja di BMT di Kudus cukup tinggi. Hasil analisis regresi juga menunjukkan adanya pengaruh yang positif signifikan keadilan distribusi, keadilan prosedural dan keadilan interaksional terhadap etika kerja Islam. Implikasi, keterbatasan dan saran untuk penelitian y</em><em>ang akan datang  juga dibahas dalam artikel ini.</em></p><p><strong>k</strong><strong>ata kunci: </strong><em>Keadilan Distribusi, Keadilan Prosedural, Etika Kerja Islam.</em></p>

scholarly journals The relationship between subjectivity in managerial performance evaluation and the three dimensions of justice perception

2021 ◽  
Author(s):  
Thuy-Van Tran ◽  
Sinikka Lepistö ◽  
Janne Järvinen
Keyword(s):  
Performance Evaluation ◽  
Distributive Justice ◽  
Organizational Justice ◽  
Subjective Evaluation ◽  
Interactional Justice ◽  
Emerging Economy ◽  
Three Dimensions ◽  
Justice Perception ◽  
Justice Perceptions ◽  
The Relationship

AbstractThis paper examines the relationship between subjectivity in performance evaluation and the three dimensions of justice perceptions in an emerging economy; prior research on this topic has primarily focused solely on the advanced capitalist economies of Western nations. The paper also aims to expand on existing research by focusing on the role of interactional justice perceptions in relation to subjective evaluation (Byrne et al. in Hum Resour Manag J 22(2):129–147; Folger and Cropanzano, in Organizational justice and human resource management, Sage, Thousand Oaks, 1998). Results from a survey of 160 middle managers in Vietnam indicate that subjective evaluation is associated predominantly with negative effects. We found that, in an emerging economy like that of Vietnam, subjective evaluation reduces interactional justice perception, which in turn decreases the perception of procedural and distributive justice. The mediating effects suggest that the reason subjective evaluation influences employee procedural/distributive justice perceptions lies in the interactional justice perceived from supervisors. This research clarifies the effects of subjective evaluation on the dimensions of justice perception and contributes to the literature on performance evaluation and organizational justice in a non-Western context. It also highlights the importance of respect and communication for fairness perception in both theory and practice.

Organizational Justice enhances Subjective Well-being

2016 ◽  
Vol 3 (3) ◽  
Author(s):  
Ms. Anjali Sahai ◽  
Prof. (Dr). Abha Singh
Keyword(s):  
Organizational Justice ◽  
Satisfaction With Life ◽  
Interactional Justice ◽  
Well Being ◽  
Adverse Outcomes ◽  
Satisfaction With Life Scale ◽  
Subjective Well Being ◽  
Negative Experience ◽  
Life Scale ◽  
The Relationship

Organizational Justice has the potential to create major impact on organizations and employees alike. These include greater commitment, trust, enhanced job performance, more citizenship behaviors and less number of conflicts. It has been reported that employees seem to have a universal concern for Justice that transcends the self and that many are subject to biases at various point of time in their work life. Sometimes these biases lead to adverse outcomes including decreased level of subjective well-being. Subjective well-being is a broad category that includes life satisfaction, positive affect, and low negative affect, such as anger, sadness and fear. Thus to study the relationship between Organizational justice and subjective well-being, a sample of 88 employees working in Private Universities of NCR region were examined. For this purpose, the Organizational Justice scales consisting of Measure of Procedural & Interactional Justice and Distributive Justice Index scale by Moorman, Blakely & Niehoff (1998) and Subjective Wellbeing Scales inclusive of the Satisfaction with Life Scale(SWLS),Scale of Positive and Negative Experience(SPANE) and Flourishing Scale (FS) by Ed Diener (2004)were used. Results indicate significant relationship between the three types of Organizational justice and subjective well-being of employees.

Relationship among social tactics, job embeddedness, and affective commitment in newcomers: the moderating effect of workplace spirituality

2021 ◽  
pp. 1-21
Author(s):  
Hsien-Long Huang ◽  
Li-Keng Cheng ◽  
Pi-Chuan Sun ◽  
Yi Shiuan Jiang ◽  
Hsin Hua Lin
Keyword(s):  
Work Experience ◽  
Affective Commitment ◽  
Human Resources Management ◽  
Workplace Spirituality ◽  
Job Embeddedness ◽  
Moderating Effect ◽  
Empirical Examination ◽  
Employee Survey ◽  
The Cost ◽  
The Relationship

Abstract The cost of recruitment and training of newcomers can be a burden for enterprises, causing adverse effects on human resources management. Although much research has addressed employee turnover, less attention has been paid to methods of improving the retention of new hires. This study is an empirical examination of the increase in predictive strength of antecedents of affective commitment for comparing newcomers’ workplace spirituality. The results of an employee survey completed by 237 newcomers with under two years of work experience indicate that socialization tactics have a direct impact on job embeddedness, which in turn has a direct effect on affective commitment. Workplace spirituality has a significant moderating effect on the relationship between socialization tactics and job embeddedness. Also, workplace spirituality has a significant moderating effect on the relationship between job embeddedness and affective commitment.

Van rechtvaardigheid naar uitputting en bevlogenheid

2012 ◽  
Vol 25 (2) ◽  
Author(s):  
Peter Verboon ◽  
Klaas Schakel ◽  
Karen van Dam
Keyword(s):  
Organizational Justice ◽  
Affective Commitment ◽  
Positive Behavior ◽  
Mediating Role ◽  
Two Samples ◽  
Group Engagement ◽  
Relationship Of ◽  
The Relationship ◽  
Moderating Role

From justice to exhaustion and engagement. The role of affective commitment to the organization From justice to exhaustion and engagement. The role of affective commitment to the organization In two studies the relationship between perceived organizational justice and emotional exhaustion and engagement was studied. Especially, the role of affective commitment to the organization in this relationship was examined. According to the group engagement model of Tyler and Blader (2003), procedural justice will result in positive behavior and attitudes because it increases commitment to the organization, thus implying that affective commitment mediates the relationship of justice with exhaustion and engagement. Conversely, Glazer and Kruse (2008) argue that a strong commitment to the organization can mitigate the effect of stressors, like injustice perceptions, on exhaustion and engagement, implying a moderating effect of commitment. These models were tested in two samples with employees working in a police organization. Both studies supported the mediating role of commitment; no evidence was found for a moderating role of commitment. The implication of these outcomes and the limitations of the study are discussed.

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