scholarly journals Relations between teachers’ organizational justice perceptions and organizational commitment and job satisfaction in the school: A meta-analysis

2016 ◽  
Vol 13 (1) ◽  
pp. 1408 ◽  
Author(s):  
Kamile Demir
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Distributive Justice ◽  
Organizational Justice ◽  
Significant Relationship ◽  
Meta Analysis ◽  
Interactional Justice ◽  
Positive Correlation ◽  
Justice Perceptions ◽  
The Relationship

The purpose of this research study is to investigate the relationship between teachers’ organizational justice perceptions and organizational commitment and job satisfaction in the school via meta-analysis. An extensive literature search was conducted to identify both published and unpublished reports that examined the relationship between teachers’ perceptions of justice, job satisfaction and the organizational commitment to minimize potential availability bias. In total, research reports have identified providing usable data for 24 independent samples. Eight of these studies were published and 16 were unpublished dissertations. In this study, as indicator of effect size is chosen the correlation coefficient. Random effects model was preferred according to heterogeneity tests conducted for organizational commitment and job satisfaction. As a result of meta-analysis, it was found that distributive justice correlated positively with organizational commitment. There is a positive correlation between interactional justice and organizational commitment.  Interactional justice has a significant relationship with organizational commitment. Teachers’ overall perception of justice was positively related to organizational commitment. The distributive justice was found to have a significant relationship with teachers’ job satisfaction. Procedural justice was found to be significantly related to the teachers’ job satisfaction. There is a positive correlation between interactional justice and teachers’ job satisfaction. Finally, organizational justice positive correlated with job satisfaction.

scholarly journals ORGANIZACINIO TEISINGUMO VAIDMUO PRIIMANT SPRENDIMUS PAAUKŠTINTI

Psichologija ◽  
2008 ◽  
Vol 38 ◽  
pp. 46-82
Author(s):  
Jurgita Lazauskaitė-Zabielskė ◽  
Dalia Bagdžiūnienė
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Distributive Justice ◽  
Procedural Justice ◽  
Organizational Justice ◽  
Turnover Intentions ◽  
Interactional Justice ◽  
Practical Applications ◽  
Trust In Management

Nors organizacinis teisingumas turi svarbių padarinių organizacijoje, esama vos keleto tyrimų, nagrinėjančių organizacinio teisingumo vaidmenį priimant sprendimus dėl paaukštinimo. Todėl buvo atliktas tyrimas, kurio tikslas buvo nustatyti suvokto skirstymo, procedūros ir sąveikos teisingumo vaidmenį priimant sprendimus paaukštinti. Šiuo tyrimu siekiama išsiaiškinti, kaip suvoktas skirstymo, procedūros ir sąveikos teisingumas yra susijęs su sprendimo dėl pareigų paaukštinimo palankumu, pasitenkinimu darbu ir paaukštinimo galimybėmis, įsipareigojimu organizacijai, ketinimu išeiti, pasitikėjimu vadovu ir vadovybe. Tyrime dalyvavo 132 darbuotojai iš įvairių organizacijų. Tyrimo rezultatai atskleidžia, kad suvoktas skirstymo teisingumas yra teigiamai susijęs su sprendimo dėl pareigų paaukštinimo palankumu ir pasitenkinimu darbu. O suvoktas procedūros teisingumas yra teigiamai susijęs su įsipareigojimu organizacijai ir neigiamai susijęs su ketinimais išeiti. Be to, suvoktas skirstymo ir sąveikos teisingumas yra teigiamai susijęs su pasitenkinimu paaukštinimo galimybėmis. Galiausiai tais atvejais, kai sprendimą dėl pareigų paaukštinimo priima tiesioginis vadovas, suvoktas sąveikos teisingumas yra susijęs su pasitikėjimu vadovu. O kai sprendimą paaukštinti pareigas priima aukštesnio lygio (netiesioginis) vadovas, suvoktas sąveikos teisingumas yra susijęs su pasitikėjimu vadovybe. Maža to, nei suvoktas procedūros, nei suvoktas sąveikos teisingumas nėra susiję su sprendimo dėl pareigų paaukštinimo palankumu.Pagrindiniai žodžiai: skirstymo teisingumas, procedūros teisingumas, sąveikos teisingumas, pareigų paaukštinimas. The Role of Organizational Justice in Promotion Decisions Jurgita Lazauskaitė-Zabielskė, Dalia Bagdžiūnienė SummaryOrganizational justice perceptions are important for organizations, because they help to predict organizationally important outcomes. However, justice regarding promotions in particular is studied less than other types of organizational justice. Therefore the research was conducted to examine the role of organizational justice aspects, i. e. distributive, procedural and interactional justice, in promotion decisions. The purpose of this study was to determine how perceived distributive, procedural and interactional justice are related to favourability of promotion decision and various levels of outcomes. In particular, this study explored the relationship between perceived distributive, procedural and interactional justice and job satisfaction, satisfaction with promotion opportunities, organizational commitment, turnover intentions, trust in supervisor and trust in management. 132 employees from various organizations participated in the study. The results of the study revealed that favourability of promotion decision (i. e. promotion or non-promotion) is related to perceived distributive justice (Z = –5.867, p ≤ 0.001), but not related to perceived procedural and interactional justice. While perceived justice of decision is related to decision favourability, fair procedures and fair interpersonal treatment is valued irrespective of it. The study also showed that different aspects of organizational justice are related to different outcomes. Perceived distributive justice is related to job satisfaction (β = 0.602, p ≤ 0.01) and satisfaction with promotion opportunities (β = 0.721, p ≤ 0.01). The more decision regarding promotion is considered as fair the more employees are satisfied with their job and promotion opportunities. Perceived procedural justice is the best predictor of organizational outcomes such as organizational commitment (β = 0.676, p ≤ 0.01) and turnover intentions (β = 0.687, p ≤ 0.01). When employees perceive promotion procedures as fair they are more committed to organization and less likely to leave. Moreover, perceived interactional justice is positively related to satisfaction with promotion opportunities (β = 0.138, p ≤ 0.01). Finally, when promotion decisions are made by supervisor, perceived interactional justice is positively related to trust in supervisor (β = 0.716, p ≤ 0.01). On the other hand when promotion decisions are made by upper-level manager, perceived interactional justice is positively related to trust in management (β = 0.682, p ≤ 0.01). Limitations of the study and possibilities for future researches and practical applications are discussed. Keywords: distributive justice, procedural justice, interactional justice, promotion decisions.

The relationship between justice perceptions and organizational commitment among alternative work arrangement participants and non-participants

2021 ◽  
Vol 36 (8) ◽  
pp. 1092-1113
Author(s):  
Leslie H. Blix ◽  
Marc Ortegren ◽  
Kate Sorensen ◽  
Brandon Vagner
Keyword(s):  
Organizational Commitment ◽  
Distributive Justice ◽  
Organizational Justice ◽  
Design Methodology ◽  
Content Type ◽  
Justice Perceptions ◽  
The Usa ◽  
Alternative Work ◽  
The Relationship ◽  
Work Arrangement

Purpose The purpose of this paper is to examine the effect of auditor alternative work arrangement (AWA) participants’ and non-participants’ perceptions of procedural and distributive justice on organizational commitment. Design/methodology/approach Using survey data from 110 auditors in the USA, this study uses a regression model to explore how AWA participants’ and non-participants’ perceptions of procedural and distributive justice affect organizational commitment. Findings As predicted, results show both participants’ and non-participants’ perceptions of procedural justice significantly affect organizational commitment. However, neither groups’ perceptions of distributive justice significantly affect their organizational commitment. Originality/value Organizational justice literature has shown that procedural and distributive justice influence organizational commitment. However, no study has controlled for AWA participation. The authors extend research by investigating the effects of procedural and distributive justice perceptions on organizational commitment for both participants and non-participants. The authors also extend accounting research that has narrowly examined AWA benefits and drawbacks, support, viability and perceptions of subordinate career success. Furthermore, there is limited AWA auditing research and this study offers a view prior to the COVID-19 pandemic.

scholarly journals Relationship between Organizational Justice and Counterproductive Work Behaviors

2020 ◽  
Vol 5 (4) ◽  
pp. 206-212
Author(s):  
Nurul Komari ◽  
Sulistiowati Sulistiowati
Keyword(s):  
Job Satisfaction ◽  
Organizational Justice ◽  
Significant Relationship ◽  
Negative Relationship ◽  
Interactional Justice ◽  
Counterproductive Work Behavior ◽  
Work Behavior ◽  
Counterproductive Work Behaviors ◽  
Work Behaviors ◽  
The Relationship

Objective – This study examined the mediating role of job satisfaction (JS) on the relationship of distributive justice (DJ), procedural justice (PJ) and interactional justice (IJ) to counterproductive work behavior (CWB). Methodology/Technique – The respondents of this study were a total of 110 employees of service companies in Indonesia. The data used were primary data collected through questionnaires and processed using Partial Least Squares (PLS) analysis. Findings – The results of this research showed that DJ, PJ, and IJ have a positive and significant relationship with JS. DJ has a positive but insignificant relationship with CWB. However, PJ has a negative but significant relationship with CWB. Meanwhile IJ and JS haves an insignificant negative relationship with CWB. JS insignificantly mediates the relationship between organizational justice (OJ) and CWB. Originality/value - This study provides empirical support for the relationship between DJ, PJ, and IJ on JS and CWB. This study also provides evidence regarding the relationship between direct OJ and JS with counterproductive work behavior. Type of Paper: Empirical. JEL Classification: J60, J61, J69. Keywords: organizational justice, job satisfaction, counterproductive work behaviors. Reference to this paper should be made as follows: Komari, N; Sulistiowati. (2020). Relationship between Organizational Justice and Counterproductive Work Behaviors, J. Mgt. Mkt. Review, 5(4) 206 – 212. https://doi.org/10.35609/jmmr.2020.5.4(2)

scholarly journals A Study on the Psychological Effect of Organizational Justice Perceptions on Job Satisfaction

2016 ◽  
Vol 3 (2) ◽  
Author(s):  
Ms. Simran Kaur
Keyword(s):  
Job Satisfaction ◽  
Distributive Justice ◽  
Organizational Justice ◽  
Psychological Capital ◽  
Pearson Correlation ◽  
Interactional Justice ◽  
Work Outcomes ◽  
Multiple Regressions ◽  
Justice Perceptions ◽  
The Impact

Employees’ psychological capital has significant influences on his/her behavior in professional and personal life. Employees’ perception about fairness in the organization tends to give rise to various favorable and unfavorable work outcomes. Job satisfaction is an example of such attitudinal variables which have is deeply affected by Organizational Justice Perceptions. Current literature of organizational Justice does not fully explain the mechanism governing the influence of organizational justice on job. This study tries to explain the relationship between organizational justice perceptions, job satisfaction, and Psychological Capital. The main objective of this study was to test the influence of organizational justice on job satisfaction, Psychological Capital. A survey-based methodology, with standardized scales was used. A sample of 218 employees from the Indian Public Sector Undertaking (PSU) was drawn The result obtained from Pearson correlation and stepwise multiple regressions suggest that Distributive Justice is found out to be the strongest predictor of organizational justice perceptions, job satisfaction, and Psychological Capital. It means that if people have favorable distributive justice perceptions, they are also likely to have positive organizational justice perceptions, job satisfaction, and Psychological Capital that has provided the favorable outcomes. Stepwise multiple regressions clearly indicate that various dimensions of Organizational Justice (Distributive, Procedural and Interactional Justice) can significantly predict the dimensions of Job Satisfaction (42.6%), and Psychological Capital (19.7%). The theoretical framework proposed in the paper on job satisfaction, and Psychological Capital; would help the researchers and management people to understand the impact of Perceptions about Organizational Justice in better efficiency of the organization.

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.

The relationship between staff organizational loyalty and job satisfaction and enthusiasm

2020 ◽  
Vol 2-3 (20) ◽  
pp. 101-110
Author(s):  
Andrii Trofimov ◽  
◽  
Alina Strymetska ◽  
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Relationship Satisfaction ◽  
Market Economy ◽  
Significant Relationship ◽  
Work Conditions ◽  
Satisfaction Questionnaire ◽  
Organizational Loyalty ◽  
The Relationship

Introduction. In a market economy, staff organizational loyalty is one of the key challenges. Aim. To explore the relationship between staff organizational loyalty and their job satisfaction and enthusiasm. Methods: J. Meyer and N. Allen Scale of Organizational Loyalty, Utrecht Scale of Work Enthusiasm, and Integral Job Satisfaction questionnaire. Results. There is a statistically significant relationship between staff job satisfaction and organizational loyalty. Overall staff organizational loyalty has been shown to relate with such scales of work enthusiasm as "energy", "commitment", and "general enthusiasm". Conclusions. Staff organizational loyalty significantly correlates with staff job satisfaction (in particular, with such components of job satisfaction as job achievement satisfaction, colleagues relationship satisfaction, and work conditions satisfaction) and work enthusiasm (in particular, with staff organizational commitment).

Linking Organizational Justice to Organizational Commitment Among Nigerian Police Officers

2021 ◽  
pp. 009385482110361
Author(s):  
Ivan Y. Sun ◽  
Yuning Wu ◽  
Smart E. Otu ◽  
Gilbert C. Aro ◽  
Ikechukwu Charles Akor ◽  
...  
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Organizational Justice ◽  
Police Officers ◽  
Structural Equation ◽  
Equation Modeling ◽  
Future Research ◽  
African Countries ◽  
Mediating Mechanisms ◽  
The Relationship

Organizational commitment is an imperative aspect of occupational attitudes as it signals employees’ willingness to stay with their organization and effectively achieve collective goals. Although recent studies have assessed factors influencing police officers’ organizational commitment, very little is known about the antecedents of police commitment in African countries. Based on a survey of Nigerian police officers, the study assesses the linkage between organizational justice and organizational commitment directly and indirectly through organizational trust and job satisfaction. Structural equation modeling (SEM) indicates that the relationship between organizational justice and organizational commitment is principally indirect through the mediating mechanisms of supervisory trustworthiness and job satisfaction. Officers who express greater organizational justice report higher trust in their management and supervisors and, subsequently, stronger job satisfaction, leading to higher organizational commitment. Implications for future research and policy are discussed.

scholarly journals Organizational Justice and Organizational Commitment: A Study on It Sector

2017 ◽  
Vol 4 (4) ◽  
Author(s):  
Mandakini Rathore ◽  
Dr. Chandrani Sen
Keyword(s):  
Organizational Commitment ◽  
Distributive Justice ◽  
Organizational Justice ◽  
Three Dimensions ◽  
The Relationship ◽  
Correlation Design

The purpose of the present paper was to analyse the relationship between perceived organizational justice and organizational commitment on IT sector (India). The research was conducted on 90 employees working in IT sector. A Correlation design was deployed to analyse the data. The three dimensions of organizational justice- procedural, distributive and interactional were positively correlated with organizational commitment wherein distributive justice contributed the most to commitment.

scholarly journals Can authentic leadership influence the employees’ organizational justice perceptions? – a study in the hotel context

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Deepu Kurian ◽  
Fredrick M. Nafukho
Keyword(s):  
Social Justice ◽  
Organizational Justice ◽  
Authentic Leadership ◽  
Interactional Justice ◽  
Content Type ◽  
Informational Justice ◽  
Hotel Employees ◽  
Justice Perceptions ◽  
Research Questions ◽  
The Relationship

PurposeThe primary purpose of this study was to determine the relationship between a positive style of leadership, specifically authentic leadership, and organizational justice perceptions of employees' in the hotel industry. The following research questions guided the study: What relationship existed between hotel employees' perception toward authentic leadership and organizational justice? What relationship existed between hotel employees' perception toward authentic leadership and distributive justice, procedural justice, interactional justice and informational justice dimensions? What relationship existed among hotel employees' perception toward organizational justice, authentic leadership and their demographic background?.Design/methodology/approachThe study approached the research questions from a quantitative, non-experimental research perspective utilizing a cross-sectional survey and descriptive correlational design, which describes the relationship or association between two or more variables in the study which are authentic leadership and organizational justice.FindingsThe results indicate that authentic leadership has a strong relationship with hotel employees' organizational justice perceptions, and authentic leadership predicted the employees' perceptions of organizational justice. Authentic leadership is a relative new leadership approach rooted in positive psychology emphasizing on the ethical and moral aspects of leadership, and the results of the study found that when employees perceive their leaders to follow the authentic leadership paradigm, they also perceive high levels of organizational justice. Authentic leadership has stronger relationships with informational and interpersonal dimensions of justice which implies that authentic leaders are strategic in their interactions with their employees. The results also imply that when employees perceive justice in terms of procedures and outcomes, they believe that organizations determine those more than their supervisors.Research limitations/implicationsThe differences in the strengths of relationship between authentic leadership and structural forms of justice (distributive and procedural), and authentic leadership and interactional forms of justice (informational and interpersonal), have implications for both justice and leadership theories. The results suggest that authentic leader behaviors create a fair climate – an interpersonally and informationally fair climate which promotes all forms of justice perceptions in individual followers. However, it needs to be further researched whether leaders with high interpersonal skills and information-sharing abilities showing consideration and respect to employees may result in higher levels of organizational justice perceptions. Thus, further research is needed to determine the relationship of authentic leadership and each of the organizational justice (distributive, procedural, informational and interpersonal) dimensions, which may provide more insights as to whether leader behavior contains element of justice itself.Practical implicationsThe findings showcase the need for organizations in the hotel and hospitality industry to establish programs that focus on leadership practices which improve employees' perceptions of organizational justice and, in turn, lead to positive organizational outcomes including reducing the considerable costs of employee turnover. It is also important that employees are aware of the policies and procedures and have a perception that they can connect and communicate to their supervisors and managers.Social implicationsThis study falls into the larger conversation of social justice and how an organization's leadership can be a strong associate for social justice movements by supporting equity within the organization.Originality/valueThe study integrates leadership and justice theories in a hotel context. The results of this study may motivate hospitality/ hotel leaders to include authentic leadership development as an actionable strategy to bolster fairness and mitigate some of the negative features of the industry.

A meta-analysis of the variables related to turnover intention among IT personnel

Kybernetes ◽  
2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ahmet Hakan Özkan
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Effect Size ◽  
Turnover Intention ◽  
Meta Analysis ◽  
It Industry ◽  
Data Set ◽  
Content Type ◽  
It Personnel ◽  
The Relationship

PurposeThis study aims to investigate the relationships between job satisfaction, organizational commitment and turnover intention of information technology (IT) personnel.Design/methodology/approach3,844 studies which are published between 1998 and 2019 are screened on ScienceDirect, Scopus and ProQuest databases. 10,523 subjects formed the first data set regarding the relationship between job satisfaction and turnover intention, 7,903 subjects formed the second data set regarding the relationship between organizational commitment and turnover intention, 843 subjects formed the third data set regarding the relationship between empowerment and turnover intention, and 3,430 subjects formed the fourth data set regarding the relationship between job satisfaction and organizational commitment.FindingsResults showed that the effect size of the relationship between job satisfaction and organizational commitment is the strongest (r = 0.59). The effect size of the relationship between job satisfaction and turnover intention (r = −0.50), and the effect size of the relationship between organizational commitment and turnover intention r = −0.51) were also large. But the effect size of the relationship between empowerment and turnover intention was medium (r = −0.34).Originality/valueThis study is rare, and it can be used by the managers working in the IT industry.

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