scholarly journals Organizational justice perception of Indonesia civil servants, does it matter?

2018 ◽  
Vol 21 (2) ◽  
pp. 333-360
Author(s):  
Hety Budiyanti ◽  
Shine Pintor Patiro ◽  
Nurman Nurman
Keyword(s):  
Job Satisfaction ◽  
Procedural Justice ◽  
Organizational Justice ◽  
Structural Equation ◽  
Positive Emotion ◽  
Structural Model ◽  
Interactional Justice ◽  
Civil Servants ◽  
Two Phase ◽  
Central Sulawesi

The purpose of this research is to examine the influence of organizational justice to positive emotion of civil servants in south and central Sulawesi Province which impact their job satisfaction. Organizational justice consists of distributive justice, procedural justice, and interactional justice. We propose that the perception of organizational justice by civil servants on these two provinces will influence the formation of positive emotion which will impact their job satisfaction. This study provides a guidance to civil servants at leadership level to design a form of justice which influence positive emotions that have an impact on the work satisfaction of their subordinates. The subject on this research are civil servants employees in South and Central Sulawesi Province area. Purposive sampling method is employ with 400 respondents as sample requirement and 350 questionnaires were returned which made the response rate of 87.5 percent. Data is analyze using Structural Equation Modelling (SEM) with two phase approaches, namely: calculation model and structural model. The results demonstrate that organizational justice has the ability to explain and predict positive emotion. Furhermore, positive emotion has the ability to explain and predict job satisfaction for civil servants employees in South and Central Sulawesi Province. Interactional and procedural justice are significantly influencing positive emotion with interactional justice has the largest influence in positive emotion. While distributional justice has no significant influence on positive emotion.

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 Impact of Organizational Justice (Distributive Justice, Procedural Justice, and Interactional Justice) on Job Satisfaction

2019 ◽  
Vol 8 (2S10) ◽  
pp. 647-652
Keyword(s):  
Job Satisfaction ◽  
Distributive Justice ◽  
Procedural Justice ◽  
Organizational Justice ◽  
Organizational Citizenship ◽  
Structural Equation ◽  
Positive Impact ◽  
Interactional Justice ◽  
Organizational Decision Making ◽  
Member Exchange

Perceptions of organizational justice constitute an important heuristic in organizational decision-making, as research relates it to job satisfaction, turnover, leadership, organizational citizenship, organizational commitment, trust, customer satisfaction, job performance, employee theft, role breadth, alienation, and leader-member exchange. The public sector in UAE is the focus of this paper. Applying the concept of organizational justice (distributive justice, procedural justice, interactional justice) to examine the effect of it on employees’ satisfaction. The data was collected from 452 officers from 7 sectors in the ministry of interior in UAE and analysed using structural equation modelling via SmartPLS 3.0. There were three main results: first, distributive justice has a positive impact on job satisfaction; second, procedural justice is significantly predicting job satisfaction; third, interactional justice has a significant impact on job satisfaction. The proposed model explained 33.7% of the variance in job satisfaction. Theoretical and practical implications are also provided

scholarly journals Organizational Justice and Job Satisfaction Among Nurses

2020 ◽  
Vol 4 (2) ◽  
pp. 61-69
Author(s):  
Alaa S. Jameel ◽  
Sameer S. Hamdi ◽  
Mohammed A. Karem ◽  
Abd R. Ahmad
Keyword(s):  
Job Satisfaction ◽  
Distributive Justice ◽  
Procedural Justice ◽  
Organizational Justice ◽  
Structural Equation ◽  
Interactional Justice ◽  
Public Hospitals ◽  
Equation Modeling ◽  
Study Cohort ◽  
The Impact

Organizations should enhance justice in the workplace to increase the satisfaction among employees. The purpose of this study was to examine the impact of organizational justice on job satisfaction among nurses. The study cohort was composed of nurses from 2 public hospitals. A stratified sampling technique was employed to ensure better representation of samples from the 2 hospitals. A total of 184 valid questionnaires from 2 public hospitals were analyzed by structural equation modeling. The results showed that the 3 dimensions of organizational justice, namely distributive justice, procedural justice, and interactional justice, have a positive and significant impact on the nurses' job satisfaction. Distributive justice showed a greater impact on job satisfaction than procedural justice and interactional justice. The supervisors and administrators should be provided with information on how improvement in organizational justice leads to job satisfaction and on-the-job facilitation of employee innovation. The results of this study provide a clear image for hospital administrations about the substantial role of justice in the workplace.

scholarly journals Organizational Commitments in Financial Service Audit With Antecedents of Organizational Justice and Job Satisfaction

2020 ◽  
Vol 11 (4) ◽  
pp. 86
Author(s):  
Petrus Ridaryanto
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Organizational Justice ◽  
Structural Equation ◽  
Interactional Justice ◽  
Equation Model ◽  
Quality Of Services ◽  
Accounting Firms ◽  
And Performance

Public trust in a profession is determined by the reliability, accuracy, timeliness, and quality of services or services that can be provided by the auditor profession. Although the auditor's work and performance procedures have tended to be supervised and determined strictly and formally by external institutions, studies have shown that the context of the internal environment has an effect on improving auditor performance. This study seeks to analyze the effect of organizational justice and job satisfaction in the auditor's environment on organizational commitment. It focuses more on behavioral accounting, specifically relating to the auditor's work environment, by taking the object of the treatment's influence in the organization's internal participation and involvement of auditors that is reflected by organizational commitment. By using the Structural Equation Model (SEM), the findings show that procedural justice and interactional justice are empirically proven to influence organizational commitment. On the other hand, distributive justice has no effect on organizational commitment, and job satisfaction has also been proven empirically to have no effect on organizational commitment. These results provide input for public accounting firms so as not to overlook the fairness factor in providing rewards to auditors. In the case of fairness the awarding of rewards / awards to the auditor is not only limited to the amount of reward, but also the process for determining the amount of the reward.

Role of the perceived justice of service recovery: A comparison of first-time and repeat visitors

2017 ◽  
Vol 19 (1) ◽  
pp. 98-111 ◽  
Author(s):  
Peng Chen ◽  
Yeong Gug Kim
Keyword(s):  
Procedural Justice ◽  
Structural Equation ◽  
Positive Emotion ◽  
Negative Emotion ◽  
Service Recovery ◽  
Interactional Justice ◽  
Equation Modeling ◽  
Perceived Justice ◽  
First Time

The objectives of this study are to determine the effects of perceived justice on customers’ emotional response, which influences customer behavior, and to identify any distinction between first-time and repeat visitors’ perspectives of service recovery. After 550 self-administered questionnaires were distributed, 477 usable questionnaires were obtained. The relationships among seven constructs (distributive justice, procedural justice, interactional justice, positive emotion, negative emotion, overall satisfaction, and word-of-mouth intention) were measured using structural equation modeling, and the moderating role of first-time and repeat visitors in the relationships among constructs was determined. Although there are no significant relationships between procedural justice or interactional justice and negative emotion, other paths were significant. In addition, the moderating function of first-time and repeat visitors had significant impact on the relationships of positive emotion and negative emotion with overall satisfaction.

scholarly journals Organizational Commitment, Organizational Justice and Work Satisfaction: A Comprehensive Model in a Romanian Organizational Setting

2018 ◽  
Vol 20 (2) ◽  
pp. 60-69 ◽  
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Organizational Justice ◽  
Structural Equation ◽  
Work Satisfaction ◽  
Interactional Justice ◽  
Equation Modeling ◽  
Outcome Variable ◽  
Organizational Setting ◽  
The Way

Our paper investigates the way in which the different dimensions of organizational justice and organizational commitment are mediated by work satisfaction. The rationale of the study is two folded. First, in our opinion there is a gap in scientific literature when it comes to studies that explore the way in which the dimensions of organizational justice and organizational commitment interact, most researches treating commitment as an aggregate concept. Second, even thou the interaction between organizational justice, job satisfaction and organizational commitment is well documented, studies that consider job satisfaction a mediator rather than an outcome variable are few even, if these few provide strong evidence regarding the value of job satisfaction as a mediator. Our research was done two Romanian manufacturing organization, in Harghita and Brașov Counties (N = 676) and the collected data was interpreted using exploratory factor analysis and structural equation modeling. The obtained model not only further enforces existing body of knowledge regarding the strong relation between organizational justice and commitment but also proposes a way in which the dimensions of these two concepts relate to each other, relation that is mediated by job satisfaction. Our proposed model shows that three of the four dimensions of organizational justice (procedural, distributive, interactional justice) are mediated by job satisfaction (distributive justice) and one is partially mediated (procedural).

scholarly journals ORGANIZACINIO TEISINGUMO VAIDMUO PRIIMANT SPRENDIMUS PAAUKŠTINTI

Psichologija ◽  
2008 ◽  
Vol 38 ◽  
pp. 46-82
Author(s):  
Jurgita Lazauskaitė-Zabielskė ◽  
Dalia Bagdžiūnienė
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Distributive Justice ◽  
Procedural Justice ◽  
Organizational Justice ◽  
Turnover Intentions ◽  
Interactional Justice ◽  
Practical Applications ◽  
Trust In Management

Nors organizacinis teisingumas turi svarbių padarinių organizacijoje, esama vos keleto tyrimų, nagrinėjančių organizacinio teisingumo vaidmenį priimant sprendimus dėl paaukštinimo. Todėl buvo atliktas tyrimas, kurio tikslas buvo nustatyti suvokto skirstymo, procedūros ir sąveikos teisingumo vaidmenį priimant sprendimus paaukštinti. Šiuo tyrimu siekiama išsiaiškinti, kaip suvoktas skirstymo, procedūros ir sąveikos teisingumas yra susijęs su sprendimo dėl pareigų paaukštinimo palankumu, pasitenkinimu darbu ir paaukštinimo galimybėmis, įsipareigojimu organizacijai, ketinimu išeiti, pasitikėjimu vadovu ir vadovybe. Tyrime dalyvavo 132 darbuotojai iš įvairių organizacijų. Tyrimo rezultatai atskleidžia, kad suvoktas skirstymo teisingumas yra teigiamai susijęs su sprendimo dėl pareigų paaukštinimo palankumu ir pasitenkinimu darbu. O suvoktas procedūros teisingumas yra teigiamai susijęs su įsipareigojimu organizacijai ir neigiamai susijęs su ketinimais išeiti. Be to, suvoktas skirstymo ir sąveikos teisingumas yra teigiamai susijęs su pasitenkinimu paaukštinimo galimybėmis. Galiausiai tais atvejais, kai sprendimą dėl pareigų paaukštinimo priima tiesioginis vadovas, suvoktas sąveikos teisingumas yra susijęs su pasitikėjimu vadovu. O kai sprendimą paaukštinti pareigas priima aukštesnio lygio (netiesioginis) vadovas, suvoktas sąveikos teisingumas yra susijęs su pasitikėjimu vadovybe. Maža to, nei suvoktas procedūros, nei suvoktas sąveikos teisingumas nėra susiję su sprendimo dėl pareigų paaukštinimo palankumu.Pagrindiniai žodžiai: skirstymo teisingumas, procedūros teisingumas, sąveikos teisingumas, pareigų paaukštinimas. The Role of Organizational Justice in Promotion Decisions Jurgita Lazauskaitė-Zabielskė, Dalia Bagdžiūnienė SummaryOrganizational justice perceptions are important for organizations, because they help to predict organizationally important outcomes. However, justice regarding promotions in particular is studied less than other types of organizational justice. Therefore the research was conducted to examine the role of organizational justice aspects, i. e. distributive, procedural and interactional justice, in promotion decisions. The purpose of this study was to determine how perceived distributive, procedural and interactional justice are related to favourability of promotion decision and various levels of outcomes. In particular, this study explored the relationship between perceived distributive, procedural and interactional justice and job satisfaction, satisfaction with promotion opportunities, organizational commitment, turnover intentions, trust in supervisor and trust in management. 132 employees from various organizations participated in the study. The results of the study revealed that favourability of promotion decision (i. e. promotion or non-promotion) is related to perceived distributive justice (Z = –5.867, p ≤ 0.001), but not related to perceived procedural and interactional justice. While perceived justice of decision is related to decision favourability, fair procedures and fair interpersonal treatment is valued irrespective of it. The study also showed that different aspects of organizational justice are related to different outcomes. Perceived distributive justice is related to job satisfaction (β = 0.602, p ≤ 0.01) and satisfaction with promotion opportunities (β = 0.721, p ≤ 0.01). The more decision regarding promotion is considered as fair the more employees are satisfied with their job and promotion opportunities. Perceived procedural justice is the best predictor of organizational outcomes such as organizational commitment (β = 0.676, p ≤ 0.01) and turnover intentions (β = 0.687, p ≤ 0.01). When employees perceive promotion procedures as fair they are more committed to organization and less likely to leave. Moreover, perceived interactional justice is positively related to satisfaction with promotion opportunities (β = 0.138, p ≤ 0.01). Finally, when promotion decisions are made by supervisor, perceived interactional justice is positively related to trust in supervisor (β = 0.716, p ≤ 0.01). On the other hand when promotion decisions are made by upper-level manager, perceived interactional justice is positively related to trust in management (β = 0.682, p ≤ 0.01). Limitations of the study and possibilities for future researches and practical applications are discussed. Keywords: distributive justice, procedural justice, interactional justice, promotion decisions.

scholarly journals PENGARUH KEADILAN ORGANISASIONAL TERHADAP KEPUASAN KERJA KARYAWAN BANK NAGARI CABANG UTAMA PADANG

2019 ◽  
Author(s):  
Tiara Annisa ◽  
Riri Mayliza
Keyword(s):  
Job Satisfaction ◽  
Distributive Justice ◽  
Procedural Justice ◽  
Hypothesis Testing ◽  
Organizational Justice ◽  
Empirical Evidence ◽  
Sampling Method ◽  
Interactional Justice ◽  
Analysis Method ◽  
Employee Job Satisfaction

This study aims to obtain empirical evidence of the influence of organizational justice as measured by procedural justice, distributive justice and interactional justice to employee job satisfaction. In this study, a sample of 123 employees of Bank Nagari Branch of Padang selected by using purposive sampling method. The analysis method used is multiple regression and t-statistic test. Based on the results of hypothesis testing that has been done found that procedural justice and distributive justice have a significant effect on job satisfaction of employees of Bank Nagari Main Branch Padang, while interactional justice has no significant effect on employees of Bank Nagari Main Branch Padang

The Impact of Organizational Justice on Employee Performance: A Survey in Turkey and Turkish Context

2016 ◽  
Vol 6 (1) ◽  
pp. 1 ◽  
Author(s):  
Faruk Kalay
Keyword(s):  
Public Schools ◽  
Distributive Justice ◽  
Procedural Justice ◽  
Organizational Justice ◽  
Task Performance ◽  
Structural Equation ◽  
Employee Performance ◽  
Interactional Justice ◽  
Equation Modeling ◽  
The Impact

The purpose of this study is to analyze the impacts of three aspects of organizational justice, namely, distributive justice, procedural justice and interactional justice, on the task performance of employees in the context of Turkey. The study was conducted based on data collected from 942 teachers working in public schools in three Turkish metropolitan cities. The hypotheses were tested using partial least squares structural equation modeling (PLS-SEM) techniques. The findings of the study indicated that among the three aspects of organizational justice, distributive justice has a positive and significant impact on task performance. However, it was determined that the other two aspects, procedural justice and interactional justice, have no significant impact on task performance.

scholarly journals THE IMPACT DISTRIBUTIVE JUSTICE, PROCEDURAL JUSTICE, INTERACTIONAL JUSTICE, EMPLOYEE ENGAGEMENT AND JOB SATISFACTION ON TURNOVER INTENTION

2020 ◽  
Vol 3 (2) ◽  
pp. 63-73
Author(s):  
Ani Suhartatik ◽  
◽  
C. Marliana Junaedi ◽  
Putri Meidina Novianti ◽  
◽  
...  
Keyword(s):  
Job Satisfaction ◽  
Procedural Justice ◽  
Employee Engagement ◽  
Turnover Intention ◽  
Structural Equation ◽  
Interactional Justice ◽  
Sampling Technique ◽  
Equation Modeling ◽  
Bank Employees ◽  
The Impact

The research is aimed at investigating the impact distibutive justice, procedural justice,interactional justice, employee engagement and job satisfaction on turnover intention.. Hence, it is a causal research. The data are drawn from a sample of 208 bank employees in Surabaya determined using a purposive sampling technique. The collected data are then analyzed using Structural Equation Modeling, LISREL version 8.70. The result of the hypothesis testing indicates that distibutive justice and procedural justice does not have any significant impact on employee engagement and job satisfaction, interactional justice have any significantly affect on employee engagement and job satisfaction, employee engagement significantly affect on turnover intention, and job satisfaction significantly affect on turnover intention

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