The Relationship between Organizational Justice and Organizational Citizenship Behaviour: The Role of Cultural Value Orientations

2013 ◽  
Vol 9 (2) ◽  
pp. 345-374 ◽  
Author(s):  
Marieke C. Schilpzand ◽  
Luis L. Martins ◽  
Bradley L. Kirkman ◽  
Kevin B. Lowe ◽  
Zhen Xiong Chen
Keyword(s):  
Organizational Justice ◽  
Organizational Citizenship ◽  
Power Distance ◽  
The United States ◽  
Value Orientations ◽  
Cultural Value ◽  
Mediation Effects ◽  
Perceived Supervisor Support ◽  
Justice Perceptions ◽  
The Relationship

AbstractIn two studies conducted in the United States and the People's Republic of China, we examined how the effects of organizational justice perceptions on employees' organizational citizenship behaviours (OCB) are influenced by individually held cultural value orientations. In Study 1, we did not find evidence of moderation by cultural value orientation. In Study 2, we re-examined the moderated relationships and found that the relationship between procedural justice and OCB was significantly influenced by masculinity-femininity orientation and that the relationship between distributive justice and OCB was significantly moderated by power distance such that the relationships were more strongly positive when followers were more masculine and higher in power distance. Also, we extended our model to include perceived supervisor support as a mediator of the direct and moderated effects of justice perceptions on OCB. We found support for the mediation model, but did not find the moderated mediation effects we predicted. Due to the large number of non-significant findings and inconsistencies across our two studies, we conclude with recommendations for scholars who face similar challenges in their research.

Ethical leadership and performance: The effect of follower individualism-collectivism

2021 ◽  
pp. 147059582110133
Author(s):  
Danna Booyens Strydom
Keyword(s):  
Organizational Citizenship ◽  
Ethical Leadership ◽  
Social Cognitive ◽  
Cognitive Theory ◽  
Value Orientations ◽  
Cultural Value ◽  
African Countries ◽  
And Performance ◽  
Leadership Research ◽  
The Relationship

This study seeks to understand how cultural value orientation – specifically individualism/collectivism – influence the relationship between ethical leadership and employee behaviour. Social cognitive theory was used to explain how cultural value orientations change the social learning process associated with ethical leadership. Using matched multi-source sample data from managers and subordinates of a South African multinational operating in several African countries, supplemented with objective performance data, ethical leadership was found to be positively related to both in- and out-of-role performance. However, horizontal collectivism positively moderated the relationship between ethical leadership and organizational citizenship behaviour, while horizontal individualism and vertical collectivism negatively moderated it. Leadership research and theory will benefit from a greater emphasis on follower characteristics, as differences in the cultural value orientations of employees affect the effectiveness of ethical leadership. Awareness of this difference also stands to benefit organizations.

Organizational Justice and Organizational Citizenship

2016 ◽  
Author(s):  
Russell S. Cropanzano ◽  
Deborah E. Rupp ◽  
Meghan A. Thornton ◽  
Ruodan Shao
Keyword(s):  
Organizational Justice ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Detailed Examination ◽  
Third Party ◽  
Citizenship Behavior ◽  
Citizenship Behaviors ◽  
Theoretical Perspectives ◽  
Justice Perceptions ◽  
The Relationship

In this chapter, we provide a detailed examination of the relationship between employee justice perceptions and organizational citizenship behavior OCB. Beginning with the earliest research on OCB, we articulate how these two topics within organizational sciences developed alongside one another as researchers attempted to articulate not only what kinds of justice would influence extra-role behaviors but also how those effects emerge. We also discuss modern trends in the study of justice and OCB, examining new theoretical perspectives and multifoci, third-party, and multilevel approaches to assessing this phenomenon. Our aim is to provide a comprehensive discussion of not only where research has been but also where it will go as scholars continue to develop new insights into justice and citizenship behaviors in the workplace.

The relationship between organizational justice and organizational citizenship: the mediating effect of organizational commitment and the moderating role of power distance

2020 ◽  
Vol 28 (7) ◽  
pp. 7-9
Keyword(s):  
Organizational Commitment ◽  
Organizational Justice ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Positive Relationship ◽  
Power Distance ◽  
Mediating Effect ◽  
Citizenship Behavior ◽  
Content Type ◽  
The Relationship

Purpose The purpose of this study is to examine the relationship between organizational justice and organizational citizenship behavior (OCB) and the mediating effect of organizational commitment with power distance as a moderator. Design/methodology/approach Data was gathered from responses to a structured questionnaire by 379 employees based in ten banks from five metropolitan cities in Pakistan Findings The study finds no positive relationship between organizational justice and OCB, a positive relationship between organizational justice and organizational commitment, that organizational commitment mediates the relationship between organizational justice and OCB and that power distance moderates the relationship between organizational justice and organizational commitment. Practical implications Managers and policy makers should ensure fair and transparent processes within an organization to increase the confidence an employee has in the organizational systems and processes. Originality/value This paper has an original approach as it examines the moderating impact of power distance between organizational justice and organizational commitment in the context of a developing country, Pakistan.

The mediating role of organizational commitment between organizational justice and organizational citizenship behavior

2019 ◽  
Vol 49 (2) ◽  
pp. 445-468
Author(s):  
Khawaja Jehanzeb ◽  
Jagannath Mohanty
Keyword(s):  
Organizational Commitment ◽  
Organizational Justice ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Power Distance ◽  
Citizenship Behavior ◽  
Policy Makers ◽  
Content Type ◽  
The Relationship

Purpose The purpose of this paper is to examine the relationship between organizational justice and organizational citizenship behavior (OCB) while considering the mediating effect of organizational commitment and the moderating role of power distance on this association. Design/methodology/approach Using a stratified sampling technique the data were collected from the employees working in bank branches located in five metropolitan cities (i.e. Islamabad, Peshawar, Lahore, Quetta and Karachi) of Pakistan. A total of 409 responses were received and 379 questionnaires were considered for analysis. To test the hypotheses structural equation modeling technique was applied using AMOS 21.0. Findings The results reported an insignificant relationship between organizational justice and OCB, but the relationship between organizational justice and organizational commitment was found to be significant. It has also emerged from the analysis that organizational commitment fully mediates the relationship between organizational justice and OCB. Moreover, power distance was found to moderate the relationship between organizational justice and organizational commitment. Research limitations/implications Findings of this study can be useful for banking organizations and policy makers responsible for employee productivity and overall employee well-being, particularly managers working on long-term organizational vision and expect employees to respond pro-socially toward fellow workers and organizational objectives. The study also provides the scope and space for potential scholars and researchers for carrying out further research. Practical implications Findings of this study can be useful for banking organizations and policy makers who have long-term vision and expect OCB from its employees to be sustainable in a dynamic market. The study also provides the scope and space for potential scholars and researchers for carrying out further research. Originality/value While extensive literature is available on organizational justice and its impact on OCB, very little work seems to have been done to examine the moderating impact of power distance between organizational justice and organizational commitment, particularly in the context of a developing country like Pakistan. Therefore, this work may be considered as original and of significant value in understanding the relationships between the various constructs in the scenario of Pakistan.

scholarly journals Influences of power distance and uncertainty avoidance on innovative work behavior

2018 ◽  
Vol 31 (3) ◽  
pp. 669-694
Author(s):  
Jungsik Kim ◽  
Zhou Fan
Keyword(s):  
Power Distance ◽  
Business Environment ◽  
Uncertainty Avoidance ◽  
Research Literature ◽  
Value Orientations ◽  
Work Behavior ◽  
Cultural Value ◽  
Mediation Effects ◽  
Innovative Work Behavior ◽  
Innovative Work

This study examines the relationships between employees’ cultural value orientations and their innovative work behaviors and the mediation effects of self-leadership in the relationships. Four hundred and eighty two employees working at various firms in Korea and China responded to a questionnaire consisting of measures designed to assess uncertainty avoidance, power distance, and innovative work behavior. Analyses of the data revealed that power distance was negatively related to innovative work behavior for both respondents while uncertainty avoidance was positively related to innovative work behavior. The mediation effects of self-leadership were also found. This study contributes to current research literature by providing empirical evidence for the role of self-leadership in the mechanism linking individuals’ cultural value orientations and innovative work behavior. The study also discusses similarities and differences in the patterns of power distance, uncertainty avoidance, innovative work behavior, and self-leadership across Korean and Chinese respondents and their implications in changing business environment.

Power-Distance, Gender and Organizational Justice

2000 ◽  
Vol 26 (4) ◽  
pp. 685-704 ◽  
Author(s):  
Cynthia Lee ◽  
Madan Pillutla ◽  
Kenneth S. Law
Keyword(s):  
Hong Kong ◽  
Distributive Justice ◽  
Low Power ◽  
Procedural Justice ◽  
Organizational Justice ◽  
Power Distance ◽  
Power Distance Orientation ◽  
Justice Perceptions ◽  
And Gender ◽  
The Relationship

A sample of Hong Kong employees was used to test the hypotheses that power-distance orientation and gender moderate the relationships between justice perceptions and the evaluation of authorities (trust in supervisor) and the organization (contract fulfillment). Results indicated that 1) the relationship between procedural justice and contract fulfillment was higher for males, 2) the relationship between procedural justice and trust in supervisor was higher for those with low power-distance orientations, and 3) the relationship between distributive justice and contract fulfillment was higher for those with low power-distance orientations. The discussion addresses the implication of including power-distance and gender variables in research on procedural and distributive justice.

Low Self-Control, Substance-Using Peers and Intimate Partners, Pro-Drug Use Definitions, and Inhalant Use Among Convicted Offenders in South Korea

2020 ◽  
Vol 51 (1) ◽  
pp. 128-142 ◽  
Author(s):  
Jaeyong Choi ◽  
Nathan E. Kruis
Keyword(s):  
Social Learning ◽  
South Korea ◽  
Strong Support ◽  
The United States ◽  
Self Control ◽  
Learning Mechanisms ◽  
Mediation Effects ◽  
Mediation Hypothesis ◽  
Low Self Control ◽  
The Relationship

Hirschi has repeatedly argued that the relationship between social learning variables and crime is a product of “self-selection” driven by low self-control (LSC). Akers’ has suggested that social learning mechanisms, such as affiliations with deviant individuals and acceptance of criminal definitions, can mediate the effects of LSC on crime. Interestingly, there has been little comparative work done to explore this mediation hypothesis in the realm of substance use for offender populations outside of the United States. This study helps fill these gaps in the literature by exploring the potential mediation effects of social learning variables on the relationship between LSC and inhalant use among a sample of 739 male offenders in South Korea. Our results provide strong support for the mediation hypothesis that LSC indirectly influences self-reported inhalant use through social learning mechanisms.

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