Justice, Leader-Member Exchange, and Job Performance: Are Their Relationships Mediated by Organizational Culture?

2008 ◽  
Vol 103 (2) ◽  
pp. 516-526 ◽  
Author(s):  
Aharon Tziner ◽  
Tamar Shultz ◽  
Tom Fisher
Keyword(s):  
Organizational Culture ◽  
Job Performance ◽  
Organizational Justice ◽  
Public Service ◽  
Two Dimensions ◽  
Leader Member Exchange ◽  
Mediating Role ◽  
Member Exchange ◽  
Predicted Model ◽  
Attention To Detail

The hypothesis that organizational justice is linked to leader–member exchange, which in turn affects job performance, was examined. It was predicted that two dimensions of organizational culture, employee supportiveness and attention to detail, would affect both leader–member exchange and organizational justice. Results from a sample of 75 employees of a public service organization found solid support for the predicted model. Contrary to expectations, however, the two aspects of organizational culture were found to play a mediating role: they were affected by organizational justice and in turn affected leader–member exchange. The theoretical implications of the results are discussed.

Impact of organizational justice on job performance in libraries

2015 ◽  
Vol 36 (1/2) ◽  
pp. 70-85 ◽  
Author(s):  
Sidra Shan ◽  
Hafiz Muhammad Ishaq ◽  
Maqsood Ahmad Shaheen
Keyword(s):  
Job Performance ◽  
Organizational Justice ◽  
Information Science ◽  
Interactional Justice ◽  
Hierarchical Regression ◽  
Leader Member Exchange ◽  
University Libraries ◽  
Cross Sectional ◽  
Content Type ◽  
Member Exchange

Purpose – The purpose of this paper is to examine the mediating role of leader-member exchange in the relationship between organizational justice and job performance. The study primarily focused on the perception of university libraries personnel regarding organizational justice practices and the quality of their relationship with their supervisors and how such perceptions predict their job performance. Design/methodology/approach – This study tested a sample of 15 university libraries of Islamabad, Pakistan. Data were accumulated through questionnaire and analyzed on SPSS. Descriptive and correlation analysis showed the positive and significant relationship between all variables. Series of separate hierarchical regression analysis were used to test the hypothesis. Findings – The result revealed that all three kinds of organizational justices (distributive justice, procedural justice and interactional justice) predict the job performance but interactional justice along with leader-member exchange impacts more strongly on job performance. Research limitations/implications – The result of this study will assist the library leadership to foster a greater sense of employee worth and teamwork among staff members by implementing organizational justice practices. The study would also enhance the interest of Pakistani Library Information Science professionals and researchers toward behavioral aspects of library administration. Limitation: The results of this study may not be generalized to all universities and other industries of Pakistan as data is collected only from 15 universities of Pakistan. Second, interpretations of results are limited by the cross-sectional design of study and does not allow casual conclusion. Originality/value – According to researcher knowledge very few studies have been conducted on the management side of libraries in Pakistan. This paper is the first study in Pakistan Librarianship that examines the linkage between organizational justice, leader-member exchange and job performance.

scholarly journals Pengaruh Keadilan Organisasional Terhadap Kinerja Karyawan Dimediasi LMX (Leader-Member Exchange) Dilihat dari Aspek Gender

2021 ◽  
Vol 30 (2) ◽  
pp. 154-172
Author(s):  
Alifah Widya ◽  
Heru Kurnianto Tjahjono ◽  
Zainal Mustafa ◽  
Wisnu Prajogo
Keyword(s):  
Organizational Justice ◽  
Employee Performance ◽  
Medical Laboratory ◽  
Leader Member Exchange ◽  
Exchange Relationship ◽  
Mediating Role ◽  
Central Java ◽  
Member Exchange ◽  
The Relationship

The purpose of this article is to examine the mediating role of leader-member exchange in the relationship between organizational justice and employee performance in terms of gender. This article focuses on ATLM (Medical Laboratory Technologist) regarding organizational justice practices and the Leader-Member Exchange relationship and how these perceptions predict employee performance and how it affects employee gender. The sample used was 191 ATLM in type C hospitals in the D.I. Yogyakarta and Central Java. The results of this study will help ATLM to foster greater employee value and teamwork among employees by implementing organizational justice practices.

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