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 Organizational Justice and Gender Equity: The Contingent Effect of Islamic Work Ethics

2021 ◽  
Vol 4 (2) ◽  
Author(s):  
Qaisar Iqbal
Keyword(s):  
Organizational Justice ◽  
Gender Equity ◽  
Structural Equation ◽  
Interactional Justice ◽  
Private University ◽  
Work Ethics ◽  
Diverse Workforce ◽  
Analyse Data ◽  
And Gender ◽  
Relationship Of

Organizations are facing challenges to cope with gender equity in the presence of a diverse workforce. The present study investigates the moderating impact of Islamic work ethics on the organizational justice-gender equity relationship. Self-administered questionnaires were sent to employees working in a large private university in a State of Qatar. This study collected data from 250 employees with 66.12% response rate. The present study employed structural equation modelling to analyse data in SmartPLS 3.0 and SPSS version 24. Empirical findings revealed the significant relationship of distributive justice and interactional justice with gender equity. Procedural justice did not relate to gender equity. Furthermore, Islamic work ethics also moderated the relationship of interactional justice with gender equity. Limitations and implications have been added at the end of paper. This study is first in its nature revealing the conditional factor of Islamic work ethics on the organizational justice-gender equity relationship.

scholarly journals Does Fairness Perceptions of Academic Staff Interfere with the Managerial Effectiveness?

2019 ◽  
Vol 8 (12S) ◽  
pp. 763-769
Keyword(s):  
Higher Education ◽  
Organizational Justice ◽  
Turnover Intentions ◽  
Interactional Justice ◽  
Positive Influence ◽  
Higher Learning ◽  
Director General ◽  
Managerial Effectiveness ◽  
Institutions Of Higher Learning ◽  
Significant Positive Influence

The growth of Indian higher education sector has brought about a shift from collegialism to managerialism and management issues have now become need of the hour for any institution. Thus managerial effectiveness of people in command is now considered as a preeminent ingredient of prosperity and endurance for these institutions of higher learning in this competitive era of global scenario. To understand thisdifferent influential factors to employee’s behavior and attitude should be explored. Organizational justice is one of those important aspect that are used in explaining staff member’s behaviors like job satisfaction, employee turnover intentions, organizational commitment etc. which are the prerequisites for managerial effectiveness. This study is an earnest effort to measure the influencethat organizational justice has on managerial effectiveness of chair holders i.e. director general, director, secretory, principal, and head of the departments in the higher education institutions. A structured questionnaire was used to collect data. Pearson correlation, structural equation modelling and stepwise multiple regression analysis were used. The findings revealed that faculty’s perceptions of distributive justice, and interactional justice has a significant positive influence on managerial effectiveness while procedural justice depicted as not having significant positive influence on managerial effectiveness of heads in institutions of higher learning. It is observed that by concentrating on justice issues institutions and chair holders may be able to create a healthier and more productive workplace and chairpersons’ overall managerial effectiveness can be enhanced.

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 Moderating Role of Organizational Justice between Emotional Exhaustion and Job-Related Outcomes

2018 ◽  
Vol 6 (2) ◽  
pp. 205-220
Author(s):  
Ayesha Shahid ◽  
Qasim Ali Nisar ◽  
Muhammad Azeem ◽  
Waseem Ul Hameed ◽  
Muhammad Sajjad Hussain
Keyword(s):  
Organizational Commitment ◽  
Organizational Justice ◽  
Emotional Exhaustion ◽  
Interactional Justice ◽  
The Body ◽  
Organizational Loyalty ◽  
Relationship Of ◽  
The Relationship ◽  
Moderating Role

Previous studies anticipated that there is need of justice in educational institutions in order to protect the academicians’ psychological as well as emotional needs under teaching profession. Therefore, the purpose of current study is to examine the moderating role of organizational justice between the relationship of emotional exhaustion and job-related outcomes (Teachers’ Learning, Organizational Commitment, and Organizational loyalty). In order to accomplish this purpose, the survey questionnaire method was used. The study is quantitative, descriptive and cross-sectional in nature. 250 respondents were selected by applying simple random sampling. Results indicated that emotional exhaustion is significantly and negatively related to teachers’ learning and loyalty. Meanwhile, findings divulged the negative association between emotional exhaustion and teachers’ commitment. Moreover, results also enlightened that organizational justice (distributed justice, procedural justice, and interactional justice) significantly moderate on the relationship of emotional exhaustion and job-related outcomes (Teachers’ Learning, Organizational Commitment, and Organizational loyalty). This study enriches the body of knowledge regarding the moderating role of organizational justice as previous studies almost ignored it. It also gives insight understanding regarding the role of teachers’ emotional exhaustion towards their learning, loyalty, and commitment. Additionally, On the basis of these finding, organizations can make their employees more committed and loyal by reforming policies about organizational justice.

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.

Organizational justice and knowledge sharing behavior

2019 ◽  
Vol 48 (3) ◽  
pp. 748-773 ◽  
Author(s):  
Zahid Hameed ◽  
Ikram Ullah Khan ◽  
Zaryab Sheikh ◽  
Tahir Islam ◽  
Muhammad Imran Rasheed ◽  
...  
Keyword(s):  
Knowledge Sharing ◽  
Organizational Justice ◽  
Developing Country ◽  
Multinational Corporations ◽  
Organizational Support ◽  
Interactional Justice ◽  
Psychological Ownership ◽  
Content Type ◽  
Relationship Of ◽  
The Relationship

PurposeKnowledge sharing (KS) has been consistently acknowledged as a critical factor in the organizational development and the betterment of employees. The purpose of this paper is to extend previous empirical research on KS by testing psychological ownership as an underlying mechanism between the relationship of organizational justice (OJ) and KS behavior in developing country context. The authors also examine the moderating role of perceived organizational support (POS) between psychological ownership and KS behavior.Design/methodology/approachUsing a survey questionnaire, data from 348 employees of multinational corporations in Pakistan were used to test the research hypotheses.FindingsThe results of this research reveal that dimensions of OJ (procedural, distributive and interactional justice) positively influence psychological ownership. In addition, psychological ownership is found as an underlying psychological mechanism between the relationship of OJ and KS behavior. The results also indicate that a higher level of POS strengthens the relationship between psychological ownership and KS behavior.Practical implicationsOrganizations can enhance employees’ sense of psychological ownership by providing them fairness in procedures and resources. Moreover, management can create a perception of equality among the employees which subsequently helps employees engage in sharing their valuable knowledge with their team members and other workers in the organization.Originality/valueThis research suggests that psychological ownership and POS are important factors which influence the relationship between OJ and KS behavior and it empirically tests this model in a developing country context.

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.

scholarly journals Psychological contract breach and voluntary turnover among newcomers: the role of supervisor trustworthiness and negative affectivity

2021 ◽  
pp. 1-21
Author(s):  
Émilie Lapointe ◽  
Christian Vandenberghe
Keyword(s):  
Psychological Contract ◽  
Negative Affectivity ◽  
Voluntary Turnover ◽  
Three Dimensions ◽  
Psychological Contract Breach ◽  
Contract Breach ◽  
Indirect Relationship ◽  
Relationship Of ◽  
The Relationship

Abstract This article looks at the relationship between psychological contract breach and voluntary turnover among newcomers, using supervisor trustworthiness as a mediator and negative affectivity as a moderator. Relying on data from 243 newcomers, psychological contract breach was found to be negatively related to the three dimensions of supervisor trustworthiness, i.e., ability, benevolence, and integrity. Supervisor integrity further mediated a positive relationship between psychological contract breach and voluntary turnover measured 8 months later. Psychological contract breach interacted with negative affectivity such that it was less negatively related to dimensions of supervisor trustworthiness at high levels of negative affectivity. The indirect relationship of psychological contract breach to voluntary turnover as mediated by supervisor integrity was also weaker at high levels of negative affectivity. We discuss the implications of these findings for research and practice.

scholarly journals Sustainable Competitive Advantage through Entrepreneurship, Market-Oriented Culture, and Trust

2021 ◽  
Vol 13 (7) ◽  
pp. 3986
Author(s):  
Jun-Chul Ha ◽  
Jun-Woo Lee ◽  
Jee Young Seong
Keyword(s):  
Work Engagement ◽  
Risk Taking ◽  
Choice Theory ◽  
Business Environment ◽  
Positive Influence ◽  
Mediating Effect ◽  
Sustainable Competitive Advantage ◽  
The Relationship ◽  
Positive Effect ◽  
Significant Positive Influence

In a rapidly changing business environment, the entrepreneurship of top management is essential for the survival and sustainable development of the enterprise. Building on the view of the strategic choice theory, this study identifies the relationship between entrepreneurship, market-oriented culture, and work engagement. Data were collected from 493 employees regularly working in small and medium-sized firms in South Korea. The results of this study indicate: (1) entrepreneurship (consisting of innovation, proactiveness, and risk-taking) has a significant positive influence on market-oriented culture, (2) entrepreneurship positively affects work engagement, (3) market-oriented culture has a significant positive effect on work engagement, (4) the effects of innovation and proactiveness on work engagement are significant, controlling for market-oriented culture, showing the partial mediating effect of market-oriented culture on work engagement, and (5) CEO trust moderates the relationship between risk-taking and work engagement. Theoretical and practical implications are suggested.

Sign in / Sign up

Export Citation Format

Share Document