scholarly journals Impact of organizational justice perceptions and transformational leadership role on counter productive work behavior

2019 ◽  
Vol 6 (6) ◽  
pp. 239-243 ◽  
Author(s):  
Ida Ayu Mahesta Yogasari ◽  
I Gusti Ayu Nyoman Budiasih
Keyword(s):  
Transformational Leadership ◽  
Organizational Justice ◽  
Survey Methods ◽  
Interactional Justice ◽  
Counterproductive Work Behavior ◽  
Leadership Role ◽  
Work Behavior ◽  
Primary Data ◽  
Justice Perceptions ◽  
The Impact

This study examines the impact of organizational justice perceptions and transformational leadership role on counterproductive work behavior. The study illustrates that organizational justice (procedural and interactional justice) perception and transformational leadership produces a negative impact on counterproductive work behavior (organizational and interpersonal). The reduction utilizes social exchange theory. Survey methods and purposive sampling methods was conducted by collecting primary data from respondents working as an accounting team member in the Food and Beverage sector of the Badung Regency. The primary data were processed with a multiple linear regression model. Survey results reveal that procedural justice and interactional justice as well as transformational leadership significantly impact counterproductive work behavior (organizational and interpersonal).

The Mediating Role of Job Satisfaction in the Relationship between Organizational Justice and Counterproductive Work Behaviors: A Study in Indonesia

2020 ◽  
Vol 11 (1) ◽  
pp. 63-63
Author(s):  
Nurul Komari ◽  
Sulistiowati
Keyword(s):  
Job Satisfaction ◽  
Organizational Justice ◽  
Empirical Support ◽  
Interactional Justice ◽  
Counterproductive Work Behavior ◽  
Work Behavior ◽  
Primary Data ◽  
Mediating Role ◽  
The Relationship

This study examines the mediating role of job satisfaction on the effect of distributive, procedural and interactional justice on counterproductive work behavior. Design/methodology/approach – A total of 110 service company employees in Indonesia as respondents. This study uses primary data collected through a questionnaire. Respondents are given the answer choice using the Likert Scale which consists of 5 scores namely scores 1, 2, 3, 4 and 5. Data analysis using Partial Least Squares (PLS). Several respondents and management were purposely selected as key informants for in-depth interviews to explore the relationship mechanism between distributive, procedural and interactional justice, job satisfaction and counterproductive work behavior. The results of the study found that distributive, procedural and interactional justice had a positive and significant effect on job satisfaction, distributive justice had a positive and not significant effect on counterproductive work behavior, procedural justice had a negative and significant effect on counterproductive work behavior, interactional justice had a negative and not significant effect on counterproductive work behavior, job satisfaction has a negative and insignificant effect on counterproductive work behavior and job satisfaction does not significantly mediate the effect of distributive, procedural and interactional justice on counterproductive work behavior. This study provides empirical support for the influence of distributive, procedural, interactional justice on job satisfaction and counterproductive work behavior. This study also provides evidence of the effect of justice directly and through job satisfaction on counterproductive work behavior. Keywords: organizational justice, job satisfaction, counterproductive work behavior

scholarly journals Transformational leadership, organizational justice and organizational outcomes

2019 ◽  
Vol 40 (7) ◽  
pp. 749-763 ◽  
Author(s):  
Iyad Alamir ◽  
Rami M. Ayoubi ◽  
Hiba Massoud ◽  
Louna Al Hallak
Keyword(s):  
Transformational Leadership ◽  
Organizational Justice ◽  
Structural Equation ◽  
Interactional Justice ◽  
Organizational Outcomes ◽  
Content Type ◽  
Mediating Role ◽  
Intermediate Variables ◽  
The Impact ◽  
The Relationship

Purpose The purpose of this paper is to examine the impact of transformational leadership (TL) on organizational commitment (OC) with the mediating role of organizational justice (OJ) in the higher education (HE) sector in Syria. Design/methodology/approach The data were collected from 502 employees from six HE institutions. Two measures of organizational outcomes were selected for this study, namely, job satisfaction (JS) and OC. Using structural equation modelling (SEM), the authors tested four alternative models to indicate the relationship between leadership and organizational outcomes. Findings TL has both direct and indirect effects on OC through interactional justice (IJ). TL has an impact on JS through procedural justice (PJ) and IJ as intermediate variables, while transactional leadership (TrL) has an impact on JS through distributive justice (DJ). The three types of OJ have an impact on OC through JS. The authors found that the national culture may not influence the impact of the leader in the current globalization context, as the results were similar to the Western studies. Practical implications The findings of the study provide managers of the HE sector with insights into the formations of employees’ fairness perceptions, and with some guidelines for managing employees by documenting OJ to draw positive attitudinal and behavioral responses from employees. Originality/value While most previous research has focused on exploring the relationship between leadership and OJ or between OJ and JS in the business sector, the study, however, seeks in addition, to pinpoint the effect of OJ as a mediate variable between the leadership and JS and OC in HE.

scholarly journals Lack of organizational justice increase counterproductive work behavior: A study in Medan

2020 ◽  
Vol 15 (1) ◽  
pp. 1-6
Author(s):  
Mukhaira El Akmal ◽  
Widya Arisandy ◽  
Ade Maria Panggabean ◽  
Anggi Permana ◽  
Rayshenda D. C. Butar-butar
Keyword(s):  
Organizational Justice ◽  
Counterproductive Work Behavior ◽  
Work Behavior ◽  
Counterproductive Work Behaviors ◽  
Correlational Study ◽  
Work Behaviors ◽  
Attitudes And Behaviors ◽  
Counterproductive Behaviors ◽  
And Behaviors ◽  
The Impact

Employees' attitudes and behaviors are crucial in determining the success of an organization. However, employees sometimes behave in undesirable ways that hamper their organization to reach its goals. The present research examines the impact of organizational justice on employees' counterproductive work behaviors. The results of this correlational study showed that employees who had lower perceived organizational justice were inclined to engage in counterproductive work behaviors than those who possess higher perceived organizational justice. We discussed the importance of organizational justice as a means to reduce counterproductive behaviors. Sikap dan perilaku karyawan sangat penting dalam menentukan keberhasilan suatu organisasi. Namun, karyawan terkadang berperilaku yang tidak diinginkan, yang dapat menghambat organisasi untuk mencapai tujuan. Penelitian ini mengkaji dampak keadilan organisasi pada perilaku kontraproduktif karyawan. Hasil penelitian korelasional ini menunjukkan bahwa karyawan yang memiliki persepsi keadilan organisasional yang rendah cenderung berperilaku kontraproduktif dibandingkan dengan karyawan yang memiliki persepsi keadilan organisasional yang tinggi. Kami membahas pentingnya keadilan organisasi sebagai sarana untuk mengurangi perilaku kontraproduktif.

How do subordinates react to perceived narcissistic supervision? The roles of perceived interactional justice and need for belonging

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Dan Ni ◽  
Xin Liu ◽  
Xiaoming Zheng
Keyword(s):  
Organizational Justice ◽  
Work Engagement ◽  
Design Methodology ◽  
Interactional Justice ◽  
Counterproductive Work Behavior ◽  
Work Behavior ◽  
Content Type ◽  
Moderating Role ◽  
Practical Implications

PurposeThis paper aims to examine how and when perceived narcissistic supervision influences subordinates' work engagement and counterproductive work behavior (CWB) based on organizational justice theory.Design/methodology/approachTwo-wave data were collected from 320 employees in a Chinese manufacturing company.FindingsSubordinates' perceived interactional justice mediated the relationships between perceived narcissistic supervision and work engagement and CWB. Higher levels of subordinates' need for belonging strengthened the detrimental impacts of perceived narcissistic supervision on subordinates' outcomes.Practical implicationsOrganizations should reduce the occurrence of narcissistic supervision, enhance subordinates' perception of interactional justice and pay more attention to subordinates' need for belonging in personnel and team arrangement.Originality/valueAlthough research has documented the detrimental effects of perceived narcissistic supervision, little effort has been made to investigate how such effects occur and which factors might amplify such effects. This study identified the mechanism underlying the link between perceived narcissistic supervision and subordinates' outcomes and unpacked the moderating role of subordinates' need for belonging.

scholarly journals PENGARUH KEADILAN ORGANISASI TERHADAP KOMITMEN AFEKTIF MELALUI KEPUASAN KERJA PADA PERUSAHAAN PERBANKAN SWASTA DI DKI JAKARTA

2016 ◽  
Vol 8 (2) ◽  
pp. 1
Author(s):  
Darra Pradita Hidayat
Keyword(s):  
Job Satisfaction ◽  
Organizational Justice ◽  
Structural Equation ◽  
Affective Commitment ◽  
Interactional Justice ◽  
Equation Model ◽  
Primary Data ◽  
Determining Factors ◽  
The Impact ◽  
Positive Effect

<p>This research refers to a previous study conducted by Matthew S. Crow, Chang-Bae Lee Jae-Jin and Joo (2011) and completed by Andy Myhill &amp; Ben Bradford (2012). This research is about “The Impact of Organizational Justice to Affective Commitment mediated by Job Satisfaction on Banking Companies In Jakarta”. The background of this research is to analyze the Affective Commitment as determining factors dedication and loyalty in banking industry. The purpose of this research was to examine the impact of Organizational Justice to Affective Commitment mediated by Job Satisfaction. The design of this research using primary data obtained by distributing questionnaires to 130 employees of Private Bank in Jakarta. Data analysis method used in this research is Structural Equation Model (SEM). The results of this research concluded that there is a positive effect of Organizational Justice, Procedural Justice, Distributive Justice, Interactional Justice against Affective Commitment through Job Satisfaction.<br /><br /></p>

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 Effect of Job Engagement on Job Burnout and Job Performance: The Moderating Effect of Organizational Justice

2017 ◽  
Vol 12 (5) ◽  
pp. 177
Author(s):  
Nan Yin
Keyword(s):  
Job Performance ◽  
Organizational Justice ◽  
Organizational Citizenship Behavior ◽  
Counterproductive Work Behavior ◽  
Moderating Effect ◽  
Job Burnout ◽  
Work Behavior ◽  
Citizenship Behavior ◽  
Job Engagement ◽  
The Impact

This study took salemen as an example to explore the relationship between job engagement and job burnout, job engagement and job performance. When studying on the impact of job engagement, both of the two results should be taken into consideration, so the study took job burnout and job performance as the outcome variables of job engagement. The study randomly chose 48 companies of them through field visits, and the respondents were the employees who were engaging in the sales in the 48 computers and computer parts sales companies. When compiling the questionnaires, the paired questionnaire was adopted. 633 employee questionnaires were distributed to the employees and 150 supervisor questionnaires to the supervisors. Each sales department supervisor consists of several employees. Effective recovery of the questionnaire was 501 copies. The results show that job engagement positively affects task performance and organizational citizenship behavior in job performance, and negatively affects counterproductive work behavior; Job engagement negatively affects job burnout, and organizational justice has a significant negative moderating effect on job engagement and counterproductive work behavior.

Attitudes of the academics in sports sciences towards distance education

2020 ◽  
Vol 8 (4) ◽  
pp. 799-805
Author(s):  
Şükrü Bingöl ◽  
Keyword(s):  
Transformational Leadership ◽  
Regression Analysis ◽  
Organizational Justice ◽  
School Administrators ◽  
Relevant Literature ◽  
Interactional Justice ◽  
Teachers Perceptions ◽  
Idealized Influence ◽  
Research Findings ◽  
Sports Sciences

The aim of this study is to determine the relationship between school administrators’ transformational leadership behaviours and teachers’ perceptions of organizational justice. The sample of the study consists of 170 teachers working in high schools in Elazığ city center. In the study, the Transformational Leadership Scale was used to determine whether school administrators exhibit transformational leadership behaviours, and the Organizational Justice Scale was used to determine teachers' perceptions of organizational justice. Pearson moment two-correlation analysis and multiple regression analysis techniques were used in the analysis of the data. According to the research findings, it was observed that school administrators frequently exhibited transformational leadership behaviours and teachers' perceptions of organizational justice were at the level of “I agree”. In general, moderate, positive and significant relationships were found between transformational leadership and organizational justice. According to the results of the regression analysis, it was determined that the idealized influence dimension of transformational leadership positively and significantly predicted the formal procedures dimension of the organizational justice scale, and also idealized influence and individualized consideration dimensions of transformational leadership positively and significantly predicted the interactional justice dimension of the organizational justice scale. The research results were discussed in the relevant literature and recommendations were made.

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