ORGANIZATIONAL JUSTICE, MOTIVATION TO LEARN, AND TRAINING OUTCOMES

2006 ◽  
Vol 34 (5) ◽  
pp. 545-556 ◽  
Author(s):  
Wen-Chih Liao ◽  
Wei-Tao Tai
Keyword(s):  
Procedural Justice ◽  
Organizational Justice ◽  
Interactional Justice ◽  
Future Research ◽  
Motivation To Learn ◽  
Training Outcomes ◽  
Organizational Fairness ◽  
And Training ◽  
Justice Motivation

This study attempted to examine the impacts of trainees' perceived organizational fairness on their motivation to learn, reactions, and learning. Results with 370 subjects indicated that interactional justice mediates the relationships between distributive/procedural justice and motivation to learn. Subsequently, trainees' motivation to learn influences trainees' reactions and learning. Implications for future research and organizations are discussed.

scholarly journals Relationships between the dimensions of organizational justice and students' satisfaction in university contexts

2017 ◽  
Vol 13 (2) ◽  
pp. 282 ◽  
Author(s):  
Cristian Castillo ◽  
Vicenc Fernandez
Keyword(s):  
University Students ◽  
Procedural Justice ◽  
Organizational Justice ◽  
Methodological Approach ◽  
Interactional Justice ◽  
Future Research ◽  
Informational Justice ◽  
Spanish Universities ◽  
The Individual ◽  
Students Satisfaction

Purpose: Identify the relationships between the organizational justice dimensions and the students’ satisfaction.Design/methodology/approach: It has embraced a quantitative methodological approach, where we chose the individual questionnaire as a tool of data collection.Findings: We found a positive relationship between satisfaction of university students and the distributive justice, informational justice and personal justice. However, this relationship not exists with overall procedural justice. Also, we identified a relationship between the procedural justice and interactional justice (personal and informational justice) in university contexts.Research limitations/implications: The sample of this study is from a small number of Spanish universities, therefore, the conclusions must be generalized with caution. Practical implications: We established foundations between the perceived justice of university students and their satisfaction, stating early relationships for expansion in future research. With them, the lecturers and the chancellor could manage the course taking into account aspects that it could harm the satisfaction of their students. So, they could look for other alternatives.Originality/value: We introduced the organizational justice context in the university context and we related it with the satisfaction of university students. So, it stimulates discussion and reflection about the experience of the higher education students and give the foundations to understand how some lecturers and professors’ decisions and actions affect the students’ satisfaction.

Pengaruh Persepsi Keadilan terhadapKinerja Distributor PT X dengan Ketergantungan sebagai Variabel Moderating

2020 ◽  
Vol 22 (2) ◽  
pp. 268-285
Author(s):  
Icuk Hertanto ◽  
Ade Witoyo
Keyword(s):  
Distributive Justice ◽  
Procedural Justice ◽  
Organizational Justice ◽  
Total Population ◽  
Interactional Justice ◽  
Market Control ◽  
Eastern Indonesia ◽  
Positive Effect

Abstract: PT. X companies engaged in the national cement productionsector which are the market leaders in Indonesia which control the islandsof Java, Bali, Kalimantan and parts of Eastern Indonesia. The result of thisproduct tends to be a commodity product. So, to maintain market control isto maintain the level of availability of cement products. With suchchallenges, PT. X must maintain good relations with its distribution network.One important factor in maintaining good relations between suppliers andbuyers is the Perception of Organizational Justice that exists in both. Thepurpose of this study was to analyze the effect of perceptions oforganizational justice on the performance of the distributors of PT. X withdependence as moderating variable. This research is a quantitative studywith a total population of all distributors of PT. X. This study concludes thatorganizational justice has a positive effect on distributor performance, andthis influence is not moderated by dependency.Keywords: distributor performance, procedural justice, distributive justice,interactional justice, organizational justice, dependency.

How organization justice and perceived organizational support facilitate employees’ innovative behavior at work

2019 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Sajjad Nazir ◽  
Amina Shafi ◽  
Mian Muhammad Atif ◽  
Wang Qun ◽  
Syed Muhammad Abdullah
Keyword(s):  
Organizational Justice ◽  
Organizational Support ◽  
Affective Commitment ◽  
Perceived Organizational Support ◽  
Interactional Justice ◽  
Organization Culture ◽  
Equation Modeling ◽  
Future Research ◽  
Innovative Behavior ◽  
Content Type

Purpose The purpose of this paper is to analyze the relationships among organizational justice, innovative organization culture, perceived organizational support (POS), affective commitment and innovative behavior (IB). The mediating role of POS is tested within the relationship of justice dimensions, affective commitment and IB. Design/methodology/approach Data for this research were collected from 367 managerial and executive employees working in manufacturing and IT sector firms in Pakistan. Structural equation modeling was utilized to test hypothesized relationships. Findings Results indicate that organizational justice (distributive, procedural and interactional justice), innovative organization culture and POS are significantly related to affective commitment and employees’ IB. The findings also showed that organizational justice stimulates employees’ affective commitment and IB through mediating POS as well as directly. Research limitations/implications The main limitation of this study is its cross-sectional design and self-reported questionnaire data. This study is also limited to manufacturing and IT sector in Pakistan. Therefore, other sectors and geographical locations could be chosen for future research using a bigger sample size. Originality/value This study makes important theoretical contributions using social exchange theory. It also expands the research in the area of organizational justice dimensions, organizational culture and POS as antecedents of affective commitment and IB. This study is an exceptional investigation of justice, organization culture, POS, commitment and IB in the Pakistan cultural context.

Employees’ justice perceptions as a factor influencing successful outsourcing in the hospitality industry

2017 ◽  
Vol 29 (6) ◽  
pp. 1619-1637 ◽  
Author(s):  
Pablo Zoghbi-Manrique-de-Lara ◽  
Jyh-Ming Ting-Ding
Keyword(s):  
Procedural Justice ◽  
Organizational Justice ◽  
Hospitality Industry ◽  
Interactional Justice ◽  
Equation Modeling ◽  
Content Type ◽  
Individual Level ◽  
Justice Perceptions ◽  
Hotel Managers ◽  
The Way

Purpose This study aims to hypothesize that the more in-house staff perceive themselves as beneficiaries of the procedural justice (PJ) followed in the outsourcing, or perceive their outsourced peers as recipients of distributive (DJ) and interactional justice (IJ), the more they will show acceptance and positive evaluations of the outsourcing initiatives. Although prior research in the hospitality industry has extensively studied individual-level reactions to organizational justice, no study has been undertaken to examine how hotel staff support and value outsourcing initiatives based on the way they perceive management’s treatment of them and their peers. Design/methodology/approach Questionnaire data from 215 in-house employees working side-by-side with outsourced employees at 14 hotels in Gran Canaria (Spain) were analyzed by using structural equation modeling. Findings The results found that in-house employees who perceived themselves or their outsourced peers as recipients of organizational justice to a greater extent reported greater support for outsourcing by expressing higher levels of acceptance and better evaluations. The results also supported procedural justice (PJ) as playing a dominant role over distributive (DJ) and interactional justice (IJ). Research limitations/implications The findings suggest that by encouraging justice perceptions among in-house employees, mainly those related to properly discussing the outsourcing procedures with affected employees, hotel managers can promote successful outsourcing. Given that in-house employees reacted not only to the way they were treated by hotel management but also to the way their outsourced peers were treated, the findings also indicate that all (un)fair treatment in outsourcing, regardless of the recipient, should receive explicit attention by hotel managers. Originality/value This paper is one of the first to primarily focus on the individual level of analysis in examining and supporting organizational justice in hotel firms as a factor influencing outsourcing success.

scholarly journals Organizational Justice as an Antecedent of Job Performance

2013 ◽  
Vol 9 (3) ◽  
pp. 335 ◽  
Author(s):  
Aizzat Mohd. Nasurdin ◽  
Soon Lay Khuan
Keyword(s):  
Job Performance ◽  
Distributive Justice ◽  
Procedural Justice ◽  
Organizational Justice ◽  
Task Performance ◽  
Contextual Performance ◽  
Telecommunications Industry ◽  
Future Research ◽  
Performance Task ◽  
Customer Contact

The present research examines the influence of organizational justice (distributive justice and procedural justice) on predicting job performance (task performance and contextual performance). Survey data were drawn from a sample of 136 customer-contact employees within the telecommunications industry in Malaysia. Results of the regression analysis illustrate that distributive justice alone has a significant and positive relationship with task performance. On the other hand, only procedural justice is found to be significantly and positively related to contextual performance. Implications of the findings and directions for future research are highlighted.

Organizational justice as a predictor of organizational citizenship behaviour

2020 ◽  
Vol 13 ◽  
pp. 29-42
Author(s):  
Ahmed Salam
Keyword(s):  
Procedural Justice ◽  
Organizational Justice ◽  
General Hospital ◽  
Organizational Citizenship ◽  
Quantitative Method ◽  
Interactional Justice ◽  
The Body ◽  
Essential Factor ◽  
Organizational Citizenship Behaviours ◽  
The Impact

Organizational Justice essential factor could increase the organizational citizenship behaviours among employees in the workplace. This study aims to examine the impact of organizational justice on organizational citizenship behaviours among nurses. The study employed a quantitative method to examine the impact of organizational justice on organizational citizenship behaviours among nurses. The study conducted in Heet General Hospital and the questionnaire tool's used to collect the data. However, the questionnaires consist of three main elements of organizational justice (distributive, interactional and procedural justice) and the organizational citizenship behaviour items. The data is analyzed by Smart PLS. The result indicated that the distributive and interactional justice have a positive and significant impact on organizational citizenship behaviours among nurses. In contrast, procedural justice has no significant impact on organizational citizenship behaviours among nurses. Distributive justice predicted organizational citizenship behaviours more than interactional justice. The study contributed to enrich the body of literature, which is suffering the lack of study among nurses.

Linking Organizational Justice to Burnout: Are Men and Women Different?

2005 ◽  
Vol 96 (3) ◽  
pp. 805-816 ◽  
Author(s):  
Carolina Moliner ◽  
Vicente Martínez-Tur ◽  
José M. Peiró ◽  
José Ramos
Keyword(s):  
Sex Differences ◽  
Procedural Justice ◽  
Organizational Justice ◽  
Regression Models ◽  
Interactional Justice ◽  
Hierarchical Regression ◽  
Men And Women ◽  
Moderating Role

This study tested the links from organizational justice with burnout and the moderating role of sex in these relationships. A total of 279 contact employees (149 men and 130 women) were surveyed in 59 hotels. A questionnaire was used to measure distributive, procedural, and interactional justice as well as employees' burnout (exhaustion, cynicism, and efficacy). Hierarchical regression models, calculated to test the hypothesized effects, indicated the predominance of procedural justice over distributive and interpersonal with regard to the direct relationships between organizational justice and burnout. Analysis also showed that links from interactional justice with exhaustion and cynicism were greater for women than for men. In contrast, there were no significant sex differences on the efficacy dimension.

scholarly journals How Compassion and Justice Mediate the effect of Ethical Leadership on Interpersonal Citizenship Behavior (OCBI)

2021 ◽  
Vol 7 (2) ◽  
pp. 28
Author(s):  
Fakeha Anwer ◽  
Danish Ahmed Siddiqui
Keyword(s):  
Distributive Justice ◽  
Procedural Justice ◽  
Organizational Justice ◽  
Ethical Leadership ◽  
Interactional Justice ◽  
Empathic Concern ◽  
Mediating Effect ◽  
Citizenship Behavior ◽  
Equation Modeling ◽  
Common Humanity

While many analysts have directed few investigations on the influence of ethical leadership on the behavior of citizenship, in different contexts, however, not much is known about the moral components make it possible to produce follow-up findings as Organizational Citizenship Behavior(OCBs) for leaders, especially, Interpersonal OCBs (OCBI). For this, we suggested a hypothetical structure, thereby adapting Zoghbi-Manrique-de-Lara and Viera-Armas (2019) model to include Organizational Justice. Therefore, we intend to study the association of Ethical Leadership with OCBI empirically while in the view of various determining factors of Workplace Compassion (i.e. empathic concern, common humanity, mindfulness, and kindness), and Organizational Justice (i.e. procedural justice, distributive justice, and interactional justice) as mediating variables. Empirical validity was recognized; by directing a review utilizing a standardized close-ended questionnaire. Using Confirmatory Factor Analysis (CFA) and Structured Equation Modeling (SEM), information was collected from 350 employees and investigated. Both direct and indirect effect was tested; by using Structural Equation Modeling (SEM) via SmartPLS software. Thus, the results revealed that: except for Common Humanity, ethical leadership remained significantly and positively connected with all factors of Workplace Compassion (Empathic Concern, Mindfulness, and Kindness), as well as with all three-factor of Organizational Justice (Procedural Justice, Distributive Justice, and Interactional Justice. However, ethical leadership seems to hurt the Mindfulness factor. Also, among compassion determinants, only Empathic Concern seems to affect OCBI. Whereas only interactional justice has a significant positive association with OCBI; further, the findings revealed that there is an insignificant mediating effect of workplace compassion and organizational justice in the ethical leadership relationship with OCBI. Hence, the investigation has portrayed significant ramifications for the organizations.

scholarly journals The relationship between organizational justice with job satisfaction and organizational citizenship behavior

2019 ◽  
Vol 6 (2) ◽  
pp. 63-71
Author(s):  
Nurul Indahyati ◽  
Desak Ketut Sintaasih
Keyword(s):  
Job Satisfaction ◽  
Procedural Justice ◽  
Organizational Justice ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Structural Equation ◽  
Interactional Justice ◽  
Citizenship Behavior ◽  
Equation Modeling ◽  
Insignificant Effect

This study aims to explain the effect of organizational justice on job satisfaction and organizational citizenship behavior. The technique used to test the research hypothesis used Structural Equation Modeling (SEM) analysis techniques using SMARTPLS assistance, using IBM SPSS Statistics 22, and 65 respondents in this study, taken using Purposive Sampling techniques. The results of the study show that (1) distribution justice has a positive and significant effect on job satisfaction. (2) procedural justice has a positive and not significant effect on job satisfaction. (3) interactional justice has a positive and not significant effect on job satisfaction. (4) justice distribution has a positive and insignificant effect on organizational citizenship behavior. (5) procedural justice has a positive and insignificant effect on organizational citizenship behavior. (6) interactional justice has a positive and insignificant effect on organizational citizenship behavior. (7) job satisfaction has a positive and significant effect on organizational citizenship behavior.

scholarly journals Increasing Knowledge Transfer to Employees Through Organizational Justice with Affective Commitment as Mediator

2021 ◽  
Vol 12 (2) ◽  
pp. Layouting
Author(s):  
Fawzi Rizki Pradana ◽  
Heru Kurnianto Tjahjono ◽  
Nuryakin Nuryakin
Keyword(s):  
Knowledge Transfer ◽  
Distributive Justice ◽  
Procedural Justice ◽  
Organizational Justice ◽  
Affective Commitment ◽  
Model Development ◽  
Interactional Justice ◽  
Exploratory Research ◽  
Research Model ◽  
Study Results

Research aims: This study aims to determine the mediation of affective commitment on the effects of organizational justice, consisting of distributive justice, procedural justice, and interactional justice, on the knowledge transfer to employees at Diskominfo Kebumen Regency. The purpose of this research is also to find out the effect of distributive, procedural, and interactional justice on affective commitment, the effect of affective commitment on knowledge transfer, and the mediating role of affective commitment in the relationship between distributive, procedural, and interactional justice on knowledge transfer.Design/Methodology/Approach: This study used a quantitative approach with the path analysis method. Respondents in this study were employees at Diskominfo Kebumen. The sample used was 78 respondents who were taken by the total sampling technique.Research findings: This study found that distributive justice, procedural justice, and interactional justice significantly and directly affected affective commitment. The study results also showed a significant direct effect of affective commitment on knowledge transfer. Also, distributive justice, procedural justice, and interactional justice indirectly affected knowledge transfer through the mediation of affective commitment.Theoretical contribution: There are few previous studies on distributive, procedural, and interactional justice variables. The difference in this research lies in the research model development and the existing respondents’ characteristics.Practitioner/Policy implication: Based on this research, Diskominfo Kebumen, in the future, can pay attention to the variable aspects of this research in the decision-making process and the development of employee capabilities.Research limitation/Implication: The limitation in this study is that there are still few references related to variables, so mediation is needed. For example, no research addresses the direct relationship between knowledge transfer and organizational justice. Therefore, the scope for exploratory research is limited, and the research model and analysis methods must be adjusted.

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