The Influence of Distributive Justice and Procedural Justice in Job Satisfaction Through Perceived Organizational Supports (Case Study in GOJEK Surabaya)

This research examines the organizationa justice include distributive justice compensation and pocedural justicecompensation to employess performance both directly and indirectly influenced by job satisfaction. The population inthis study were all nurse employees in RSU DR. H. RM. SOESELO in Slawi, Tegal District are totaling 142 people.Data were collected by survey method is to provide a list of questionnaires directly to the resp4.ondent. Data analysistechniques in this study using analysis of SEM (Structural Equation Modeling) program operated by AMOS 21. Theresults showed that distributive justce compensation significant positive effect on job satisfaction, procedural justicecompensation significant positive effect on job satisfaction, distributive justice compensation are not significsantly toemployees performance, procedural justice compensation are not significantly to employees performance, jobsatisfaction significant positive effect on employees performace, job satisfaction as a mediating influence ofdistributive justice compensation and procedural justice compensation to employees performance.

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The Effect of Procedural Justice, Distributive Justice, Job Satisfaction and Organizational Commitment to Organizational Citizenship Behavior in Pariaman, West Sumatera, Indonesia

UPI YPTK Journal of Business and Economics ◽

10.35134/jbe.v1i1.4 ◽

2021 ◽

Vol 1 (1) ◽

pp. 16-29

Author(s):

Diane Mary ◽

Hilda Mary ◽

Ronny Andri Wijaya

Keyword(s):

Job Satisfaction ◽

Organizational Commitment ◽

Distributive Justice ◽

Procedural Justice ◽

Organizational Citizenship ◽

Organizational Citizenship Behavior ◽

Formal Education ◽

Citizenship Behavior ◽

Role Behavior ◽

Political Perception

Procedural justice, distributive justice, job satisfaction and organizasional commitmen has proven influence the incidence of extra-role behavior in a public organization. This research presents the correlation of procedural justice, distributive justice, job satisfacion, and organization’s commitment to organizational citizenship behavior variables. The population in this research directly sampled with a total 71 peoples ranging from leaders to the staff level within the Region Secretary of Pariaman. The research method is quantitative with data collection through questionnaire. Furthermore, the data obtained were processed using SPSS version 17. From the analysis, we can conclude that there are positive and significant effects of procedural justice and organizational commitment on organizational citizenship behavior on Regional Secretariat of Pariaman. The results showed that the independent variables of the political perception of 59,7%, the balance of 40,3% determined by other variables that not studied. Suggestions that writers can conveys, in order to enhance distributive justice, procedural justice, job satisfaction and organizational commitment can be acquired through commitment, consistency, intense communication, discussion, work culture, performance and reward; and it also necessary to develop and increase self-employees through formal education, technical training, structural and functional, seminars, discussions, lectures, and procurement of books relating to the implementation of tasks in order to achieve its objectives effectively and efficiently.

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ORGANIZACINIO TEISINGUMO VAIDMUO PRIIMANT SPRENDIMUS PAAUKŠTINTI

Psichologija ◽

10.15388/psichol.2008.0.2604 ◽

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.

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POWER DISTANCE AS A MODERATOR OF THE RELATIONSHIP BETWEEN ORGANISATIONAL JUSTICE AND JOB SATISFACTION

International Journal of Management Studies ◽

10.32890/ijms.28.1.2021.9974 ◽

2021 ◽

Vol 28 ◽

Author(s):

Azman Ismail ◽

Noor Azmi Mohd Zainol ◽

Hilmi Azani Husain ◽

Nurshahira Ibrahim ◽

Yusof Ismail

Keyword(s):

Job Satisfaction ◽

Distributive Justice ◽

Low Power ◽

Procedural Justice ◽

High Power ◽

Power Distance ◽

Survey Method ◽

Organisational Justice ◽

High Power Distance ◽

The Relationship

Lacking awareness of appropriate type of power to apply might cause top management to implement equitable practices that fail to produce job satisfaction among subordinates. This study attempts to assess the relationship between organisational justice, power distance and job satisfaction among employees of Selangor Office of State secretary, Malaysia. It employed a survey method to gather data from the employees. The SmartPLS is used to evaluate the psychometric properties of the survey data and test the research hypotheses. The results of SmartPLS path model analysis revealed two important findings: First, the interaction between distributive justice and low power distance was significantly correlated with job satisfaction. Second, the interaction between procedural justice and high-power distance was significantly correlated with job satisfaction. This outcome confirms that the relationship between distributive justice and job satisfaction is moderated by low power distance, while the relationship between procedural justice and job satisfaction is moderated by high power distance. Further, significant recommendations from this study can help practitioners to understand diverse perspectives of power distance and draw up cross-cultural management plans to enable their human resource to contribute towards the attainment of the organisation’s vision and missions.

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Peran Mediasi Kepuasan Kerja pada Pengaruh Keadilan Distributif dan Keadilan Prosedural terhadap Komitmen Afektif Studi Pada Kantor Dinas Koperasi dan Usaha Mikro Kabupaten Pacitan

Jurnal Manajemen ◽

10.30656/jm.v11i2.3017 ◽

2021 ◽

Vol 11 (2) ◽

pp. 112-129

Author(s):

Bahtiar Nur Syahbana ◽

Epsilandri Septyarini

Keyword(s):

Job Satisfaction ◽

Distributive Justice ◽

Procedural Justice ◽

Affective Commitment ◽

Linear Regression Analysis ◽

Sampling Technique ◽

Multiple Linear Regression Analysis ◽

Normality Test ◽

Saturated Sample ◽

Questionnaire Method

This study aims to determine (1) the effect of distributive justice on job satisfaction and, (2) the effect of procedural justice on job satisfaction (3) the effect of job satisfaction on affective commitmnent (4) the effect of distributive justice on affective commitmnet (5) the effect of procedural justice on affective commitment. Research took sample by applying nonprobability sampling with saturated sample. The sample in this study were 40 employee of Dinas Koperasi dan Usaha Mikro Kabupaten Pacitan. The data collection method uses a questionnaire method that is distributed using the Purposive Sampling technique. In this research, data quality test, classical assumption test (normality test, multicollinearity test and heterokesdasticity test) are used, multiple linear regression analysis , sobel test, path analysis, and hypothesis testing. The research show that there is a positive significant relationship between distributive justice on job satisfaction, procedural justice on job satisfaction, procedural justice on affective commitment, job satisfaction on affective commitment, job satisfaction have a positive and significant effect on mediating between distributive justice and procedural justice on affective commitment. In the other result, this research found that there is no positive and significant effect between distributive justice on affective commitment. Keywords : distributive justice, procedural justice, job satisfaction, affective commitment

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

10.31219/osf.io/8mpkh ◽

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

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PENGARUH KEADILAN ORGANISASIONAL TERHADAP PERILAKU KERJA KONTRA PRODUKTIF DAN DAMPAKNYA PADA KEPUASAN KERJA PEGAWAI DINAS SOSIAL PROVINSI KALIMANTAN BARAT

Equator Journal of Management and Entrepreneurship (EJME) ◽

10.26418/ejme.v8i3.43636 ◽

2020 ◽

Vol 8 (3) ◽

Author(s):

Iryansyah Iryansyah

Keyword(s):

Job Satisfaction ◽

Distributive Justice ◽

Procedural Justice ◽

Hypothesis Testing ◽

Social Service ◽

Interactional Justice ◽

Counterproductive Work Behavior ◽

Work Behavior ◽

Analysis Model ◽

West Kalimantan

This research was conducted with the aim of testing and analyzing the effect of organizational justice on counterproductive work behavior and its impact on job satisfaction of West Kalimantan Provincial Social Service Employees. This type of research is a survey using a quantitative approach. The population in this study were all ASN at the Social Service of West Kalimantan Province, amounting to 85 people. The research data were processed and analyzed using the path analysis model (SPSS 18). Based on the hypothesis testing it was concluded that distributive justice and interactional justice had a negative and not significant effect on counterproductive work behavior, while procedural justice had a negative and significant effect on counterproductive work behavior. The results of hypothesis testing further indicate that distributive justice, procedural justice, and interactional justice have positive and significant effects on job satisfaction, while counterproductive work behavior has a negative and significant effect on job satisfaction.Keyword : Distributive justice, procedural justice,interactional justice, counterproductive work behavior and job satisfaction

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De invloed van rechtvaardigheid op werkuitkomsten: een longitudinaal perspectief

Gedrag & Organisatie ◽

10.5117/2007.020.004.008 ◽

2007 ◽

Vol 20 (4) ◽

Author(s):

Jan Fekke Ybema

Keyword(s):

Job Satisfaction ◽

Distributive Justice ◽

Procedural Justice ◽

Emotional Exhaustion ◽

Work Outcomes ◽

Perceived Justice ◽

Procedural Injustice ◽

Over Time ◽

Distributive Injustice

The effects of justice on work outcomes: a longitudinal perspective The effects of justice on work outcomes: a longitudinal perspective J.F. Ybema, Gedrag & Organisatie, volume 20, November 2007, nr. 4, pp. 409-426 A longitudinal three-wave study among 1597 employees examines how procedural and distributive justice are related to job satisfaction and burnout (emotional exhaustion). It was predicted that perceived justice and work outcomes mutually influence each other over time. In line with these predictions, distributive injustice enhanced burnout a year later, whereas burnout in turn enhanced future procedural injustice. Furthermore, procedural justice and job satisfaction mutually augmented each other: higher procedural justice enhanced job satisfaction a year later, and higher job satisfaction also enhanced future procedural justice. This research confirms the importance of justice in organizations as a means to enhance wellbeing of people at work.

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Values in Land: Fiscal Pressures, Land Disputes and Justice Claims in Rural and Peri-urban China

Urban Studies ◽

10.1177/0042098010390242 ◽

2011 ◽

Vol 48 (3) ◽

pp. 569-587 ◽

Cited By ~ 25

Author(s):

Susan Whiting

Keyword(s):

Distributive Justice ◽

Procedural Justice ◽

Dispute Resolution ◽

Local Governments ◽

Rural China ◽

Land Rights ◽

Urban China ◽

Land Disputes ◽

Fiscal Revenue

This paper explores justice claims and legal recourse in disputes over land rights—a major source of unrest—in rural China. Local governments’ search for fiscal revenue and the concomitant fiscalisation of land create the context for the recent wave of land disputes. The types of dispute and the contexts in which disputes arise shape the ways in which citizens seek recourse to threats to their property rights and shape the kinds of justice claim they make in the process. Citizens whose land rights are threatened by land takings orchestrated by local governments and outside developers are more likely to pursue both distributive and procedural justice claims in court than are citizens whose land rights are threatened by reallocation of land within the community. In the latter case, citizens are more likely to pursue distributive but not procedural justice claims through mediation. These patterns hold in both case study and survey evidence. Distributive justice is associated with the fairness of outcome of a dispute, while procedural justice is associated with fairness of the process of dispute resolution.

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