EXAMINING THE RELATIONSHIP BETWEEN ORGANISATIONAL JUSTICE, JOB SATISFACTION AND THE INNOVATIVE BEHAVIOUR OF NURSING EMPLOYEES

2014 ◽  
Vol 18 (01) ◽  
pp. 1450004 ◽  
Author(s):  
MATTHEW J. XERRI
Keyword(s):  
Job Satisfaction ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Interactional Justice ◽  
Organisational Justice ◽  
Innovative Behaviour ◽  
The Individual ◽  
Organisational Factors ◽  
The Impact ◽  
The Relationship

This research examines the impact of three organisational factors on the innovative behaviour of nurses. Social exchange theory is used as a framework to develop an understanding about a path from organisational justice, to the job satisfaction and innovative behaviour of nursing employees. This study uses a quantitative approach, surveying 210 nurses. The findings confirm that the procedural justice and job satisfaction of nursing employees are positively and significantly related to their innovative behaviour. In addition, the findings also outline that interactional justice directly effects job satisfaction and indirectly effects innovative behaviour through job satisfaction. This research adds to the current body of literature by providing insight into the impact of organisational justice and job satisfaction on the individual innovativeness of nurses. This research, therefore, provides implications for management who are aiming to develop positive perceptions amongst nursing employees, improve job satisfaction and in-turn foster innovative behaviour in the workplace.

Organisational justice and innovative behaviour: Is knowledge sharing a mediator?

2020 ◽  
Vol 53 (1) ◽  
pp. 77-91
Author(s):  
Jnaneswar K. ◽  
Gayathri Ranjit
Keyword(s):  
Knowledge Sharing ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Underlying Mechanism ◽  
Content Type ◽  
Mediating Role ◽  
Organisational Justice ◽  
Innovative Behaviour ◽  
The Impact

Purpose Encouraging employees to exhibit innovative behaviour at the workplace is the need of the hour. Prior studies reported the impact of organisational justice on innovative behaviour; however, the majority of these studies are from the Western context. Moreover, the underlying mechanism linking these variables, namely, the role of knowledge sharing, is sparse. The purpose of this paper is to examine the mediating role of knowledge sharing in the relationship between organisational justice and innovative behaviour through the lens of social exchange theory in the Indian context. Design/methodology/approach Mediation analysis using PROCESS macro was performed on a sample of 288 employees using three structured questionnaires. Participants were recruited from various manufacturing organisations in India. The validity of the hypothesised model was established using AMOS software. Findings Organisational justice impacted both knowledge sharing and innovative behaviour. It was also illustrated that knowledge sharing influenced employees’ innovative behaviour. The most important finding is the partial mediation of knowledge sharing in the organizational justice–innovative behaviour relationship. Originality/value This study tries to demystify the organisational justice–innovative behaviour relationship by highlighting knowledge sharing as an underlying mechanism. The existing theoretical framework that describes the effects of organisational justice is enriched.

scholarly journals The impact of transformational leadership and interactional justice on follower performance and organizational commitment in a business context

2021 ◽  
Vol 46 (4) ◽  
pp. 274-283
Author(s):  
Geir Thompson ◽  
Robert Buch ◽  
Per-Magnus Moe Thompson ◽  
Lars Glasø
Keyword(s):  
Transformational Leadership ◽  
Social Exchange ◽  
Structural Equation ◽  
Social Exchange Theory ◽  
Leadership Behavior ◽  
Interactional Justice ◽  
Equation Modeling ◽  
Business Context ◽  
Direct Reports ◽  
The Impact

The relationships between transformational leaders and several follower outcomes have been well investigated, but the mechanism through which these leadership behaviors relate to such outcomes is relatively unexplored. By investigating the mediating role of interactional justice, using structural equation modeling analyses, and data collected from supervisors and direct reports at various organizational levels, the present study provides insight into the psychological processes underlying transformational leadership and its effectiveness on follower outcomes. In line with social exchange theory, the main takeaway from the present study is suggesting that leaders, who display transformational leadership behavior in a manner perceived by followers as respectful, fair, and consistent with moral and ethical standards, may expect greater follower organizational attachment as an appropriate response to interactional justice.

scholarly journals Status Quos Are Made to be Broken: The Roles of Transformational Leadership, Job Satisfaction, Psychological Empowerment, and Voice Behavior

SAGE Open ◽  
2021 ◽  
Vol 11 (2) ◽  
pp. 215824402110067
Author(s):  
Sehrish Ilyas ◽  
Ghulam Abid ◽  
Fouzia Ashfaq ◽  
Muhammad Ali ◽  
Wasif Ali
Keyword(s):  
Job Satisfaction ◽  
Transformational Leadership ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Psychological Empowerment ◽  
Employee Voice ◽  
Voice Behavior ◽  
Multiple Mediation ◽  
Significant Difference ◽  
The Relationship

Employee voice behavior has attained significant attention in contemporary research due to its positive consequences for both workers and employers. Drawing on the social exchange theory, this study examined the mediating role of job satisfaction and psychological empowerment on the relationship between transformational leadership and employee’s voice behavior. Data were collected through survey questionnaires by utilizing a three-wave time-lagged study design from employees from diverse private and public sector organizations in Pakistan. The parallel multiple mediation is tested through Hayes’s process macro. The results indicate that job satisfaction and psychological empowerment partially mediate the relationship between transformational leadership and employee’s voice behavior. Further analysis depicts that both job satisfaction and psychological empowerment leveraged under transformational leadership act as parallel mediators and have no statistical significant difference between them. The theoretical and managerial implications are discussed.

The Indirect Effect of Justice Perceptions on Job Satisfaction Among Hispanic Employees

2018 ◽  
Vol 40 (4) ◽  
pp. 486-503 ◽  
Author(s):  
Laura Heron ◽  
Robert Coseano ◽  
Valentina Bruk-Lee
Keyword(s):  
Job Satisfaction ◽  
Organizational Behavior ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Exchange Theory ◽  
Attitudes And Behaviors ◽  
Justice Perceptions ◽  
The Relationship ◽  
Overall Job Satisfaction ◽  
The U.S

The notion that justice perceptions greatly influence behaviors and attitudes at work has been supported in the organizational behavior literature. Given the significant increase of Hispanic employees in the U.S. workforce in the last two decades, more research is needed to understand how justice relates to important outcomes in this population. The present study uses social exchange theory to examine conflict as a mediator of the relationship between justice and overall job satisfaction, and three individual facets of job satisfaction in a sample of 154 working Hispanic young adults in a variety of jobs. Findings indicate that conflict mediates the relationship between each dimension of justice and overall job satisfaction, and between two out of three examined facets of job satisfaction. The results provide evidence for the importance of justice perceptions in determining the attitudes and behaviors of Hispanic employees in the workplace.

Managerial support for development and turnover intention

2018 ◽  
Vol 31 (1) ◽  
pp. 135-153 ◽  
Author(s):  
Manish Kumar ◽  
Hemang Jauhari ◽  
Ashish Rastogi ◽  
Sandeep Sivakumar
Keyword(s):  
Job Satisfaction ◽  
Social Exchange ◽  
Organizational Support ◽  
Turnover Intention ◽  
Social Exchange Theory ◽  
Cross Sectional Survey ◽  
Cross Sectional ◽  
Content Type ◽  
Managerial Support ◽  
The Relationship

Purpose The purpose of this paper is to integrate learnings from social exchange theory, organizational support theory and JD-R model to explore the relationship among support for development, work engagement (WE), job satisfaction (JS) and turnover intention (TI). It was hypothesized that the relationship between managerial support for development (MSD) and TI would be explained through organizational support for development (OSD), WE and overall job satisfaction (OJS). Design/methodology/approach A cross-sectional survey on a sample of 5,088 service industry employees undergoing organizational change and working in the business-to-business context was employed. Reponses were analyzed using IBM® SPSS® AMOSTM 20. Findings The findings were along the hypothesized lines. The study found support for mediation by OSD, WE and OJS, respectively of MSD and TI relationship. Similarly, the mediation of MSD-OJS relationship by OSD and WE, respectively were also supported. Furthermore, OSD mediated the relationship between MSD and WE; while the relationship between OSD and TI was mediated by WE and OJS, respectively and additionally, the OSD-OJS relationship was mediated by WE. Lastly, the mediation of WE-TI relationship by OJS was also supported. Therefore, the sequence of MSD-OSD-WE-OJS-TI partial mediation model was supported. Research limitations/implications While the sample size (n=5,088) is large, the respondents belong to one business unit of an organization, constraining generalizability. Additionally, the study is limited by cross-sectional design. Finally, the study was restricted by the choices of perceptual measures of study variables and non-quantitative evaluation of discretion/job demand. Originality/value Using learnings from multiple theories, the present study examined the roles of two sources of support for development (organizational and managerial) and two job-related states (WE and JS) in relating with TI. Interestingly, all the expected relationships were true in a context signifying the discretionary nature of organization. Further, testing of alternate models gives additional credence to the findings.

“Too much of a good thing?”: exploring the dark side of empowering leadership by linking it with unethical pro-organizational behavior

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Xue Zhang ◽  
Guyang Tian ◽  
Chao Ma ◽  
Yezhuang Tian ◽  
Zhongqiu Li ◽  
...  
Keyword(s):  
Organizational Behavior ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Survey Study ◽  
Dark Side ◽  
Empowering Leadership ◽  
Content Type ◽  
Indirect Relationship ◽  
The Impact ◽  
The Relationship

PurposeGrounded in social exchange theory (SET), the purpose of this paper is to examine the relationship between empowering leadership and unethical pro-organizational behavior (UPB), as mediated by duty orientation (including duty to members, duty to mission and duty to codes). Further, this study proposes that perceived leader expediency moderates indirectly between empowering leadership and UPB.Design/methodology/approachThis paper tests this social exchange model across a survey study using time-lagged data collections from 215 employees of a service company in China.FindingsThe results show that duty orientation mediates the relationship between empowering leadership and UPB. In addition, perceived leader expediency moderates the indirect relationship between empowering leadership and UPB through duty orientation (i.e. duty to members and duty to missions).Originality/valueThis research aids in understanding the impact of empowering leadership on follower outcomes by investigating the dark side of empowering leadership and examining the relationships between empowering leadership, duty orientation and UPB. The present study also challenges the notion that the phrase “the greater the empowerment, the better the outcomes” suggests that organizations should offer a conditional approach to the empowerment of followers by their leaders.

scholarly journals HUMAN RESOURCES AND INNOVATIVE BEHAVIOUR: IMPROVING NURSING PERFORMANCE

2018 ◽  
Vol 22 (02) ◽  
pp. 1850019 ◽  
Author(s):  
MATTHEW J. XERRI ◽  
STUART R. M. REID
Keyword(s):  
Social Exchange ◽  
Social Exchange Theory ◽  
Mediating Effect ◽  
Self Report ◽  
Cross Sectional ◽  
Hr Management ◽  
Innovative Behaviour ◽  
Management Factors ◽  
The Relationship ◽  
Training Opportunities

This study examines, using the social exchange theory, the mediating effect of employees’ perception of wellbeing on the relationship between two human resource (HR) management factors (satisfaction with teamwork and satisfaction with training opportunities) and innovative behaviour of nurses working in Australian public and private hospitals. Current nurse shortages and limited budgets have increased the need for hospitals to improve their efficiency and cost-effectiveness. It is proposed that fostering innovative behaviour is one way that hospitals can improve the efficiency and effectiveness of nurses. A cross-sectional self-report survey was completed by 220 nurses working within Australian hospitals. The results show that an employee’s perception of their wellbeing completely mediated the relationship between satisfaction with training opportunities and their innovative behaviour and partially mediated the relationship between satisfaction with teamwork and innovative behaviour. The findings shed new light on how HR management factors can foster innovative behaviour. The results raise new implications for managers seeking to stimulate innovative behaviour, highlighting the importance of cultivating an organisational environment conducive to positive perceptions of wellbeing.

scholarly journals The Role of Perceived Stress as a Moderator on the Relationship between Organizational Trust and Work Engagement in Palestinian Ministries: An Empirical Approach

2021 ◽  
Vol 11 (2) ◽  
pp. 1
Author(s):  
Tariq T. Jarrar ◽  
Hazril Izwar Ibrahim
Keyword(s):  
Social Exchange ◽  
Perceived Stress ◽  
Work Engagement ◽  
Social Exchange Theory ◽  
Organizational Trust ◽  
Positive Outcome ◽  
Primary Data ◽  
The Impact ◽  
The Relationship

The purpose of this paper is to employ Social Exchange Theory to examine the relationship between organizational trust and work engagement and the role of perceived stress as a moderator in Palestinian ministries. For this purpose, the study utilizes a sample of 178 respondents of executive-level employees in which primary data collection is conducted using survey instrument and PLS-SEM for data analysis. The study proposes that perceived stress moderates the impact of organizational trust on vigor, dedication and absorption, and that perceived stress plays an important role in moderating the relationship between organizational trust and employees' work engagement. The study concludes that implementation of organizational trust is important in Palestinian ministries to support employees’ engagement and to create positive outcome in the workplace.

When and how abusive supervision leads to knowledge hiding behaviors

2018 ◽  
Vol 39 (6) ◽  
pp. 794-806 ◽  
Author(s):  
Maria Khalid ◽  
Sajid Bashir ◽  
Abdul Karim Khan ◽  
Nida Abbas
Keyword(s):  
Social Exchange ◽  
Social Exchange Theory ◽  
Abusive Supervision ◽  
Time Lags ◽  
Interpersonal Justice ◽  
Content Type ◽  
Values And Beliefs ◽  
Knowledge Hiding ◽  
The Impact ◽  
The Relationship

Purpose The purpose of this paper is to examine the association between abusive supervision and knowledge hiding behaviors. The authors further investigate how abusive supervision is linked with knowledge hiding behaviors, and why some subordinates, unlike others, tend to engage in more knowledge hiding behaviors in response to abusive supervision. The authors propose that interpersonal justice mediates the relationship between abusive supervision and knowledge hiding behaviors, and that Islamic work ethics (IWE) weaken the hypothesized relationship between abusive supervision and knowledge hiding behaviors. Design/methodology/approach The data were gathered in three time lags from 224 respondents working in the hospitality industry of Pakistan. Findings The results reveal that the abusive supervision is positively associated with a knowledge hiding behaviors. This relationship is mediated by perceptions of interpersonal justice, but the IWE moderated this relationship such that in the presence of high levels of IWE, the impact of abusive supervision on knowledge hiding behaviors is weak. Practical implications Employees’ values and beliefs can serve as a safeguard against reactions to abusive supervision. The impact of abusive supervision on employees’ behaviors may be minimized by building their ethical values around Islamic principles. Originality/value To the best of the knowledge, this is the first study to examine the relationship between abusive supervision and knowledge hiding behaviors. The authors integrate displaced aggression and social exchange theory with the IWE literature to offer new insights in-to the mechanisms and boundary conditions associated with the relationship between abusive supervision and knowledge hiding behaviors.

Employer Branding and Organisational Citizenship Behaviour: The Mediating Role of Job Satisfaction

2020 ◽  
Vol 16 (2) ◽  
pp. 122-131 ◽  
Author(s):  
Prabhjot Kaur ◽  
Keshav Malhotra ◽  
Sanjeev K. Sharma
Keyword(s):  
Job Satisfaction ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Banking Sector ◽  
Employer Branding ◽  
Internal Branding ◽  
Mediating Role ◽  
Private Banking ◽  
The Relationship

Considering social exchange theory, the current research aimed to examine the mediating impact of job satisfaction in the relationship between internal branding and organisational citizenship behaviour. The data was collected from 187 employees in the private banking sector of Chandigarh, India. The results discussed that employer branding positively impacted job satisfaction and organisational citizenship behaviour. The results also suggested that internal branding impact organisational citizenship behaviour directly and indirectly.

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