scholarly journals The Impact of Organizational Justice on the Workplace Quality in the Ministry of Foreign Affairs in Riyadh: أثر العدالة التنظيمية على جودة حياة العمل في وزارة الخارجية بالرياض

2020 ◽  
Vol 4 (4) ◽  
Author(s):  
Nahed Nasser Filemban, Suzan Mohammad Al-Qurashi
Keyword(s):  
Decision Making ◽  
Distributive Justice ◽  
Procedural Justice ◽  
Work Environment ◽  
Organizational Justice ◽  
Job Characteristics ◽  
Work Conditions ◽  
Foreign Affairs ◽  
Positive Effects ◽  
The Impact

The study aimed to identify the level of organizational justice and its dimensions (distributional, procedural, and transactions) from the perspective of the employees at the Ministry of Foreign Affairs in Riyadh and to identify the level of dimensions of the workplace quality (conditions of the work environment moral, job characteristics, salaries and rewards, workgroups, supervision and participation method, and decision making process) In the Ministry of Foreign Affairs from the employees' point of view. Also, it aimed to clarify the relationship between organizational justice within its dimensions (distributional, procedural, and transactions) and workplace quality within its dimensions (moral work conditions, job characteristics, salaries and rewards, the manager’s supervision’s method, and participation in decision-making). The researcher used the descriptive-analytical method; with a population consisted of (1733) employees of the Ministry of Foreign Affairs Office in Riyadh. The study used a questionnaire that was distributed to the sample of the study which consisted of (292) employees who were randomly selected. The study has showed some results, most important of: The level of employees' perception of organizational justice in the Ministry of Foreign Affairs in Riyadh is high, as the organizational justice is applied by (77.25%); the realization perception of procedural justice was at its highest (81%); however, the distributive justice was the least applied by (73.75%). The Ministry of Foreign Affairs in Riyadh has a high workplace quality by a quality level of (79.50%); where the work environment conditions were the highest at (82%) and the salaries and rewards were the lowest at (78.25%). The study also concluded that there was a statistically significant positive impact of the organizational justice dimensions (organizational justice, procedural justice, distributive justice) on the career's quality (after the morale conditions of the work environment, after the characteristics of the job, after salaries and remunerations, after working groups, after the supervision method, after participating in making decisions). In addition, there was a strong positive relationship between the dimensions of organizational justice and career quality and that the three dimensions of organizational justice explain (76.8%) of the changes and positive effects that occur in the career quality. We find that distributive justice is the most important and influential on the career quality, followed by the fairness of transactions and procedural justice. In light of the results, the researcher recommended that the administration has to ensure that all employees have the same rights and privileges through employing transparency in the rewards’ provision basing on legal and fair basis for all.

scholarly journals The Relationship of Distributive Justice and Procedural Justice on Organizational Commitment: An Empirical Testing

2017 ◽  
Vol 31 (1-2) ◽  
pp. 121-128
Author(s):  
Binod Ghimire
Keyword(s):  
Organizational Commitment ◽  
Distributive Justice ◽  
Procedural Justice ◽  
Organizational Justice ◽  
Human Resource Development ◽  
Work Factors ◽  
Relationship Of ◽  
Managerial Employees ◽  
The Impact ◽  
The Relationship

This paper investigates the relationship between organizational justice and organizational commitment among the employees of different organizations from Kathmandu Valley. This research study analyzes the impact of organizational justice as encompassed by two components, namely distributive justice and procedural justice on employee’s commitment. This study is descriptive and analytical. The sample consists of managerial and non-managerial employees who have volunteered to participate in the study. This study reveals a positive and significant relationship showing that the foundation of an employee’s commitment is within the application of both distributive and procedural justice, with procedural justice having stronger effect. The findings in this study would offer insight to the managers and business organization in Nepal to formulate strategies that involve in work factors such as distributive and procedural justice for the improvement of the human resource development.

scholarly journals Organization Justice and Organization Citizenship Behaviour: Employee Trust Acting as Mediator

2016 ◽  
Vol 3 (2) ◽  
pp. 78
Author(s):  
Rezwan Ullah ◽  
Syed Zubair Ahmad ◽  
Sahibzada Yaseen Ahmad
Keyword(s):  
Procedural Justice ◽  
Organizational Justice ◽  
Organizational Citizenship ◽  
Positive Relationship ◽  
Call Centre ◽  
Informational Justice ◽  
Employee Trust ◽  
Positive Effects ◽  
Justice Perceptions ◽  
The Impact

Justice in the organizations mostly focused on two perspectives, fairness of results and fairness of techniques is used to determine that outcomes and the perspectives were called as distributive justice and procedural justice respectively. The organizational justice covers everything on versatile concept from system of payment to treatment of your boss. Researchers of organizational behaviour recognized four types of organizational justice that is procedural, distributive, interactional and informational justice. Procedural justice perceptions considered to be one of the most crucial variables of organizational justice perceptions. The effect of different level of organizational justice on organizational citizenship behaviour is a widespread researched topic and explains the importance of organizational justice in an organization. The purpose of this quantitative study is to investigate the impact of employee trust on the relationship between organizational justice and organizational citizenship behaviour in the perspective of call centre industry in Pakistan. The sample size covered 160 employees of different call centres of Islamabad. A total of 38 questions were asked based on a 5 point Likert scale responses. For accurate data processing, SPSS Statistics software package is used for statistical analysis. Regression is used to test the hypothesis. The results show that there is a positive relationship between Organizational Justice and OCB (Accepted), there is a positive relationship between Procedural Justice and OCB (Rejected), there is a positive relationship between Distributional Justice and OCB (Accepted), there is a positive relationship between Interactional Justice and OCB (Accepted) and employee trust does not mediate the associations between Organizational Justice and OCB, which is a positive effects on OCB.

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 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.

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.

scholarly journals Hoe gezondheidsbeleid de toewijding van werknemers beïnvloedt

2009 ◽  
Vol 22 (4) ◽  
Author(s):  
Jan Fekke Ybema ◽  
Maartje Bakhuys Roozeboom
Keyword(s):  
Social Support ◽  
Health Policy ◽  
Longitudinal Study ◽  
Data Collection ◽  
Distributive Justice ◽  
Procedural Justice ◽  
Organizational Justice ◽  
Job Resources

How health policy influences the dedication of employees How health policy influences the dedication of employees J.F. Ybema & M. Bakhuys Roozeboom, Gedrag & Organisatie, volume 22, November 2009, nr. 4, pp. 354-370. A longitudinal study with three yearly waves of data collection among 1.013 employees was used to examine whether employers' health policy improved dedication of employees. Furthermore, it was examined whether health policy improved autonomy, social support (from supervisor, from colleagues), and organizational justice (procedural, distributive), and whether health policy affects dedication through these job resources. The results showed that health policy at T1 contributed to higher dedication at T3, corrected for dedication at T1. Moreover, health policy did not improve autonomy, but it led to more social support from supervisor and colleagues and to more procedural and distributive justice at T2, corrected for these job resources at T1. The effects of health policy on dedication were partly mediated by more social support from the supervisor and by higher procedural justice. This means that employers should invest in health policy to improve the job resources and dedication of employees.

scholarly journals THE IMPACT OF CONTROL PROCESSES ON MANAGERIAL DECISION MAKING

2012 ◽  
Vol 3 (1) ◽  
pp. 43-52
Author(s):  
Jan Kráčmar ◽  
Miroslav Uhliar
Keyword(s):  
Decision Making ◽  
Control Function ◽  
Decision Function ◽  
Managerial Control ◽  
Managerial Decision ◽  
Managerial Work ◽  
Managerial Decision Making ◽  
Positive Effects ◽  
Control Processes ◽  
The Impact

Control and managerial decision function activities have an important share in the managerial work. The paper The Impact of Control Processes on Managerial Decision Making describes the share of managerial control and decision function on the total managerial work. It also evaluates the influence of control activities on the decision making functions of different -level managers in questioned companies doing business in Slovak Republic. The results were obtained thanks to the surveying method. 392 participants took part in the research, which was made in two phases (in 2008 and 2010). The findings show the importance of managerial functions of control and decision making. They identify over 21% of control function- and almost 30% of decision making function share on total managerial work. There were discovered, many positive effects of control function on managerial decision making, while only few and insignificant negatives were identified. Key words: manager, control function, managerial decision making, evaluation, manager job content.

Exploring the Effects of Organizational Structure Variables on the Organizational Justice Perceptions of Correctional Staff

2021 ◽  
Vol 101 (5) ◽  
pp. 553-574
Author(s):  
Eric G. Lambert ◽  
Emily Berthelot ◽  
Weston Morrow ◽  
Lauren Block ◽  
Nancy Hogan
Keyword(s):  
Decision Making ◽  
Organizational Structure ◽  
Organizational Justice ◽  
Low Cost ◽  
Correctional Facility ◽  
Correctional Staff ◽  
Practical Solution ◽  
Justice Perceptions ◽  
Using Data ◽  
The Impact

Research examining the effect of organizational justice on the correctional environment is typically limited to its consequences on various outcomes. Absent from this body of literature is how perceptions of organizational justice are formed among correctional staff. Filling this void and using data from a Midwestern correctional facility, the current study examines the impact of instrumental communication, integration, formalization, and input into decision-making on the distributive and procedural justice perceptions of correctional staff. With the exception of integration, all organizational structure variables were significantly related to both forms of organizational justice. These findings offer correctional administrators a low cost and practical solution for enhancing organizational justice through organizational structure.

scholarly journals Pay Satisfaction of Software Professionals in India

2007 ◽  
Vol 32 (3) ◽  
pp. 9-22 ◽  
Author(s):  
Kanika T Bhal ◽  
Namrata Gulati
Keyword(s):  
Leadership Development ◽  
Distributive Justice ◽  
Procedural Justice ◽  
Intent To Leave ◽  
Intention To Leave ◽  
Pay Satisfaction ◽  
Psychological Processes ◽  
Social Psychological ◽  
Software Professionals ◽  
The Impact

This study explores pay satisfaction-related issues of software professionals in India, specifically assessing the impact of different dimensions of pay satisfaction on intent to leave. Since satisfaction with pay is an emotional/affective reaction and is likely to be influenced by personal and environmental factors, the study explores some social psychological processes like leader-member exchange, justice, and voice that are likely to impact pay satisfaction of these professionals. Using a sample of 306 software professionals drawn from various organizations, the study tests the various hypotheses. Three broad trends emerge from the data: First, process dimensions of pay satisfaction are better predictors of the professionals' intention to leave the organization. Second, distributive justice predicts both the amount and process dimensions of pay satisfaction whereas procedural justice predicts only the process dimensions. Finally, the hypothesis that LMX leads to voice which leads to procedural justice which in turn leads to satisfaction with the process dimensions of pay satisfaction found support from the data and the strength of relationships was stronger for structure and administration dimension as compared to raises dimension of pay satisfaction. The findings suggest that though pay levels are important, the HR Department needs to make additional efforts towards the processes through which pay and raises are determined as these processes might provide the crucial advantage for retaining software professionals in an environment where salary levels are competitive. Additionally, since both the pay-related processes and procedural justice are important, these processes need to be both effective and fair. Though fairness in appraisal and pay- related processes can be built through various HR systems like participation (voice), the results show that these processes will be effective only if they are implemented well by the immediate leader. The results have implications for leadership development and training on appraisal and pay-related processes. Unless the leaders are trained appropriately and made aware of the social psychological processes that go on in a team, the design of systems by the HR Department may not be effective. Since distributive justice is an important predictor of pay satisfaction, comparison with relevant others plays an important role in pay satisfaction. The HR Departments in these organizations needs to identify pay levels that compete in the market. Indians are shown to have a familial identity and value the opinions of their kith and kin; hence, acknowledging and incorporating the inputs of social comparison person (family and friend) might provide more useful insights into how these professionals perceive distributive justice.

The impact of workplace bullying on hotel employees’ well-being

2019 ◽  
Vol 31 (4) ◽  
pp. 1702-1719 ◽  
Author(s):  
Fu-Sung Hsu ◽  
Yuan-an Liu ◽  
Sheng-Hshiung Tsaur
Keyword(s):  
Organizational Justice ◽  
Workplace Bullying ◽  
Well Being ◽  
Content Type ◽  
Workplace Friendship ◽  
Positive Effects ◽  
Hotel Employees ◽  
Research Fields ◽  
The Impact ◽  
The Relationship

PurposeThe purpose of this study was to investigate the moderating effects of organizational justice and workplace friendship on the relationship between workplace bullying and hotel employees’ well-being.Design/methodology/approachThe research sample included 310 entry-level employees of international tourism hotels in Taiwan. This study adopted hierarchical regression for data analysis.FindingsThe study found that workplace bullying negatively impacted on hotel employees’ well-being. Organizational justice and workplace friendship had significantly positive effects on hotel employees’ well-being. Compared with workplace friendship, organizational justice had a significant moderating effect on the relationship between workplace bullying and hotel employees’ well-being.Originality/valueIn the research fields of hospitality, past studies failed to use organizational justice and workplace friendship to moderate the relationship between workplace bullying and hotel employees’ well-being. This study confirmed that organizational justice could effectively buffer the negative effect of workplace bullying on hotel employees’ well-being.

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