scholarly journals Promoting Ethics In The Workplace: Why Not Reflect General Organizational Justice?

2012 ◽  
Vol 11 (13) ◽  
pp. 1447
Author(s):  
Pablo Ruiz-Palomino ◽  
Ricardo Martinez-Canas ◽  
Raul del Pozo-Rubio
Keyword(s):  
Organizational Justice ◽  
Survey Data ◽  
Top Management ◽  
Ethical Behaviour ◽  
Empirical Examination ◽  
Positive Effects ◽  
Moral Content ◽  
Justice Perceptions ◽  
Practical Implications

Recent decades reveal increasing academic and practitioner interest in improving corporations social and ethical reputations. Efforts to promote ethics usually focus on the implementation of explicit, formal mechanisms, aimed at transmitting ethical and moral content and reflecting an interest in behavioural ethics. Although the efficacy of these mechanisms has been demonstrated, such efforts may fail if ethics does not exist in reality in the normal procedures and operations of the firm and in the treatment employees perceive from their employers. Organizational justice is an antecedent of ethical behaviour, though most research depicting this link has centred exclusively on assessing (un)ethical behaviours directed toward the organization. Other insights, however, might suggest a relationship between organizational justice perceptions and general ethical behaviour; therefore, this study conducts an empirical examination of survey data from 436 Spanish banking employees to discern their perceptions of organizational justice by top management and whether these perceptions are related to general ethical/unethical behaviours. Findings, finally, reveal that such perceptions have positive effects on workforce general ethics. That is, actions and efforts by top management that signal organizational justice can help promote ethics among a wider workforce. These findings have substantial practical implications, as well as insights for further research.

scholarly journals Tell Me Who, and I’ll Tell You How Fair: A Model of Agent Bias in Justice Reasoning

2017 ◽  
Vol 42 (5) ◽  
pp. 630-656 ◽  
Author(s):  
Irina Cojuharenco ◽  
Tatiana Marques ◽  
David Patient
Keyword(s):  
Organizational Justice ◽  
Interactional Justice ◽  
Fair Treatment ◽  
Track Record ◽  
Event Information ◽  
Justice Perceptions ◽  
Agent Characteristics ◽  
Justice Judgments ◽  
Specific Agent ◽  
Practical Implications

A salient and underresearched aspect of un/fair treatment in organizations can be the source of justice, in terms of a specific justice agent. We propose a model of agent bias to describe how and when characteristics of the agent enacting justice are important to justice reasoning. The agent bias is defined as the effect on overall event justice perceptions of specific agent characteristics, over and above the effect via distributive, procedural, and interactional justice. For justice recipients to focus on agent characteristics rather than on the event being evaluated in terms of fairness is an unexplored bias in justice judgments. Agent warmth, competence, and past justice track record (entity justice) are identified as agent characteristics that influence justice judgments. Agent characteristics can influence overall event justice perceptions positively or negatively, depending on the ambiguity in terms of justice of the event and on its expectedness from a particular justice agent. Finally, we propose that agent bias is stronger when justice recipients use intuitive versus analytic information processing of event information. Our model of agent bias has important theoretical implications for theories of organizational justice and for other literatures, as well as important practical implications for organizations and managers.

scholarly journals Organization Justice and Organization Citizenship Behaviour: Employee Trust Acting as Mediator

2016 ◽  
Vol 3 (2) ◽  
pp. 78
Author(s):  
Rezwan Ullah ◽  
Syed Zubair Ahmad ◽  
Sahibzada Yaseen Ahmad
Keyword(s):  
Procedural Justice ◽  
Organizational Justice ◽  
Organizational Citizenship ◽  
Positive Relationship ◽  
Call Centre ◽  
Informational Justice ◽  
Employee Trust ◽  
Positive Effects ◽  
Justice Perceptions ◽  
The Impact

Justice in the organizations mostly focused on two perspectives, fairness of results and fairness of techniques is used to determine that outcomes and the perspectives were called as distributive justice and procedural justice respectively. The organizational justice covers everything on versatile concept from system of payment to treatment of your boss. Researchers of organizational behaviour recognized four types of organizational justice that is procedural, distributive, interactional and informational justice. Procedural justice perceptions considered to be one of the most crucial variables of organizational justice perceptions. The effect of different level of organizational justice on organizational citizenship behaviour is a widespread researched topic and explains the importance of organizational justice in an organization. The purpose of this quantitative study is to investigate the impact of employee trust on the relationship between organizational justice and organizational citizenship behaviour in the perspective of call centre industry in Pakistan. The sample size covered 160 employees of different call centres of Islamabad. A total of 38 questions were asked based on a 5 point Likert scale responses. For accurate data processing, SPSS Statistics software package is used for statistical analysis. Regression is used to test the hypothesis. The results show that there is a positive relationship between Organizational Justice and OCB (Accepted), there is a positive relationship between Procedural Justice and OCB (Rejected), there is a positive relationship between Distributional Justice and OCB (Accepted), there is a positive relationship between Interactional Justice and OCB (Accepted) and employee trust does not mediate the associations between Organizational Justice and OCB, which is a positive effects on OCB.

An exploration of magnetizing employees with total rewards and engagement efforts

2020 ◽  
Vol 28 (4) ◽  
pp. 39-41
Keyword(s):  
Organizational Justice ◽  
Survey Data ◽  
Design Methodology ◽  
Reading Time ◽  
Work Effort ◽  
Intention To Stay ◽  
Content Type ◽  
Total Rewards ◽  
Pertinent Information ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings This research paper forms a model made up of total rewards, organizational justice (OJ), engagement, and intention to stay. The survey data revealed that engagement levels become optimally high when both OJ and total rewards are perceived by an employee as being high. In turn those more engaged employees have a higher level of intention to stay with the organization, as a result of remaining magnetized by a sense that they're being fairly rewarded and treated in return for their work effort. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Role of Organizational Justice Perceptions in India and Ireland: An Empirical Examination

2012 ◽  
Author(s):  
Nagarajan Ramamoorthy ◽  
Patrick C. Flood ◽  
Sarah MacCurtain ◽  
Amit Gupta ◽  
Subodh P. Kulkarni
Keyword(s):  
Organizational Justice ◽  
Empirical Examination ◽  
Justice Perceptions

Organizational justice: A cross-national comparative study of ghanaian industrial workers and their finnish counterparts

2015 ◽  
Vol 18 (2) ◽  
pp. 231-252 ◽  
Author(s):  
Mohammad Haybatollahi ◽  
Seth Ayim Gyekye
Keyword(s):  
Job Satisfaction ◽  
Organizational Justice ◽  
Interactional Justice ◽  
Demographic Variables ◽  
Industrial Workers ◽  
Cultural Backgrounds ◽  
Justice Perceptions ◽  
National Perspective ◽  
Practical Implications ◽  
Cross National

The increased globalization in organizations has created the challenge to investigate and understand the organizational behaviours of employees from different cultural backgrounds. The current study investigated organizational justice from a cross-national perspective. Participants were Ghanaian (N = 320) and Finnish (N = 520) industrial workers. Data was collected with Blader and Tyler's (2003) scale. The Ghanaian participants responded to the English version, and the Finnish participants, a Finnish version. The analyses investigated differences on the three justice components (distributive, procedural and interactional). Further analyses examined which of the three best predicts job satisfaction, the relationships between demographic variables and justice perceptions. T-test, correlations, and regression analyses were used to test the hypotheses. Contrary to our expectations, Ghanaian respondents evaluated higher distributive and procedural justice. As predicted, they indicated more sensitivity to interactional justice than their Finnish counterparts. Significant links between all three justice components and job satisfaction were recorded in both samples. Interactional justice indicated the strongest influence. Demographic variables showed more impact on justice perceptions among Ghanaian workers than their Finnish counterparts. The study's theoretical and practical implications are discussed.

Review of Commitment Theories and Models: Application to an Emerging Profession

2020 ◽  
pp. 1-14
Author(s):  
Dr. Lynn Spellman White
Keyword(s):  
Survey Data ◽  
Human Resource ◽  
Professional Commitment ◽  
Accounting Profession ◽  
Research Project ◽  
Study Results ◽  
Practical Implications

The purpose of this research project is to explore if traditional explanations of organizational and professional commitment and conflict, which have been developed through research of older and more established professions such as the Accounting profession, also apply to the Human Resource profession. Survey data gathered from HR practitioners are used to examine the correlates of organizational and professional commitment and conflict. Study results indicate the models explain a significant portion of the variation in both organizational and professional commitment, and that the two types of commitment have different antecedent factors. Results also indicate that organizational and professional conflict is lowest when both levels of organizational and professional commitment are high. Theoretical and practical implications are discussed.

Factors Affecting the Organizational Justice in Ho Chi Minh City, Vietnam

2018 ◽  
Vol 9 (6) ◽  
pp. 523-528
Author(s):  
Vu Ba Thanh ◽  
◽  
Ngo Van Toan ◽  
Keyword(s):  
Organizational Culture ◽  
Quantitative Analysis ◽  
Organizational Justice ◽  
Survey Data ◽  
Internal Communication ◽  
Ho Chi Minh City ◽  
Research Model ◽  
Factors Affecting ◽  
Feedback Training ◽  
Model Research

The study was conducted to examine the factors affecting organizational justice in Ho Chi Minh City. Through quantitative analysis from the survey data for 242 civil servants working in Ho Chi Minh city to evaluate the scale and research model. Research results show that four factors: feedback, training, organizational culture and internal communication affect organizational justice in Ho Chi Minh city.

Audit Senior Modeling Fallibility: The Effects of Reduced Error Strain and Enhanced Error-Related Self-Efficacy on Audit Juniors' Responses to Self-Discovered Errors

2019 ◽  
Vol 31 (2) ◽  
pp. 17-30 ◽  
Author(s):  
Craig Emby ◽  
Bin Zhao ◽  
Jost Sieweke
Keyword(s):  
Survey Data ◽  
Self Efficacy ◽  
Direct Relationship ◽  
Positive Association ◽  
Accounting Firms ◽  
Big 4 ◽  
The Relationship ◽  
Practical Implications

ABSTRACT This paper examines the relationship between audit seniors discussing their own experiences with committing and correcting errors (modeling fallibility), and audit juniors' thinking about errors and error communication (openly discussing their own self-discovered errors). The paper investigates the direct relationship between senior modeling fallibility and juniors' responses, and whether the relationship is mediated through error strain and error-related self-efficacy. Survey data from 266 audit juniors from two Big 4 Canadian accounting firms showed a direct positive association between audit senior modeling fallibility and audit juniors' thinking about errors, and error communication. This relationship is positively mediated through error-related self-efficacy. We also found that the relationship is mediated by error strain. However, although audit senior modeling fallibility was associated with reduced error strain, error strain was positively related to both thinking about errors and error communication, contrary to our hypothesis. The paper discusses the theoretical and practical implications of these results.

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