scholarly journals Testing the Impact of Organizational Justice on Affective Commitment to Change with Work Engagement as Mediator

2020 ◽  
Author(s):  
Yurnalis ◽  
Wustari Mangundjaya
Keyword(s):  
Organizational Justice ◽  
Work Engagement ◽  
Affective Commitment ◽  
Commitment To Change ◽  
The Impact

The role of organizational justice in the customer orientation–performance relationship

2020 ◽  
Vol 33 (2) ◽  
pp. 277-297
Author(s):  
Francisco Trincado-Munoz ◽  
Leslier Valenzuela-Fernández ◽  
Melany Hebles
Keyword(s):  
Organizational Justice ◽  
Work Engagement ◽  
Structural Equation ◽  
Customer Orientation ◽  
Perceived Fairness ◽  
Content Type ◽  
And Performance ◽  
The Impact ◽  
The Relationship

PurposeWhile companies have increasingly encouraged employees to adopt a customer orientation, less attention has been given to the impact that customer orientation has on employees' job outcomes and performance. Previous research has used job demands-resource theory (JD-R) and proposed several mechanisms through which customer orientation influences performance, yet the intervening variables in the process have shown inconsistent results. The purpose of this paper is to investigate the contextual role of organizational justice on the relationship between customer orientation and performance through work engagement. In this way, offering more understanding of the contingent effects that intervene in the customer orientation–performance relationship.Design/methodology/approachUsing a structural equation model (SEM) in a sample of 249 marketing, sales and management managers in Chilean companies, this paper tested different hypotheses concerning the role of work engagement, organizational justice and customer orientation in relation to perceived performance.FindingsThis study informs that organizational justice (procedural and distributive justice) moderates the relationship between customer orientation and performance through work engagement. Precisely, the findings reveal that at lower values of organizational justice, changes in customer orientation negatively influence work engagement and in turn performance.Originality/valueThe results contribute to strengthening customer orientation theory by integrating a contextual variable often omitted: organizational justice. By exploring the moderation effect of organizational justice on customer orientation, this paper reveals contingent effects of employees' perceived fairness on the organization in the relationship between customer orientation and performance through work engagement. The findings encourage managers to look after employees' perceived organizational justice when they implement customer-oriented approaches, in particular, of those employees who work in the frontline sales and service positions.

The influence of organizational justice on job performance

2017 ◽  
Vol 36 (4) ◽  
pp. 542-559 ◽  
Author(s):  
Abdelaziz Swalhi ◽  
Saloua Zgoulli ◽  
Mahrane Hofaidhllaoui
Keyword(s):  
Job Performance ◽  
Organizational Justice ◽  
Affective Commitment ◽  
Content Type ◽  
Mediating Role ◽  
Overall Justice ◽  
And Performance ◽  
The Impact ◽  
The Relationship

Purpose The purpose of this paper is to propose two models: the first examines the impact of different dimension of justice (distributive, procedural and interactional) on job performance taking into consideration the mediating role of affective commitment and the second model utilizes the notion of overall justice to predict job performance considering the mediating role of affective commitment. Design/methodology/approach This study was conducted with a sample group of 343 employees working within French small-and medium-sized enterprises (SMEs). Findings The results support the mediating role of affective commitment between organizational justice and job performance and demonstrate that overall justice has a greater effect on affective commitment than specific dimensions of justice. Originality/value The current study is the first to explore the relationship between JP and OJ, with the latter being measured in more than one focus, in the French SMEs. Therefore, this study contributes to bridge the gap in the understanding of the relationship between OJ and JP in the SMEs. In the French context of SMEs, the authors have stressed the relevance of the perception of organizational justice as a factor affecting the behavior and performance of employees which is then reflected in the success of these firms. In this paper the authors propose two models, with significant implications for researchers, managers, and HR departments. The first examines the impact of different dimension of justice (distributive, procedural and interactional) on job performance taking into consideration the mediating role of affective commitment. The second model utilizes the notion of overall justice to predict job performance considering the mediating role of affective commitment.

scholarly journals The Impact of Psychological Capital and Psychological Empowerment on Employee's Affective Commitment to Change

2018 ◽  
Vol 6 (1) ◽  
pp. 09-14
Author(s):  
Muthmainah Mufidah ◽  
Wustari L. Mangundjaya
Keyword(s):  
Financial Institutions ◽  
Affective Commitment ◽  
Psychological Capital ◽  
Psychological Empowerment ◽  
External Environment ◽  
Jel Classification ◽  
Organizational Changes ◽  
Commitment To Change ◽  
Managing Change ◽  
The Impact

Objective - Organizations nowadays have to change and adjust themselves with the changing external environment in order to survive in the globalization era. This change requires a high affective commitment to change from its employees. The purpose of this study is to examine the impact of psychological capital and psychological empowerment on employee's affective commitment to change. Methodology/Technique - Respondents were 242 employees of Indonesian financial institutions which have undergone organizational changes. Data collection tools were Commitment to Change Inventory, Psychological Empowerment, and Psychological Capital, and was analysed using regression analysis. Findings - Findings indicated that a positive and significant impact of psychological capital and psychological empowerment on affective commitment to change. This study also found that psychological capital has a more significant influence on affective commitment to change than psychological empowerment. Research limitations/implications - The implications of the study can be used for managing change better, such as developing confidence in people by developing both psychological empowerment and psychological capital. Originality/value - Results are essential for managing change better, such as developing confidence in people by promoting both psychological empowerment and psychological capital. Type of Paper - Empirical Keywords: Affective Commitment to Change; Psychological Capital; Psychological Empowerment; Organizational Change; Financial Institutions. JEL Classification: G23.

Workplace Spirituality and Job Performance in Higher Education

2021 ◽  
Vol 18 (2) ◽  
pp. 128-150
Author(s):  
Mohammed Aboramadan ◽  
Khalid Abed Dahleez
Keyword(s):  
Higher Education ◽  
Job Performance ◽  
Organizational Performance ◽  
Work Engagement ◽  
Affective Commitment ◽  
Organizational Trust ◽  
Workplace Spirituality ◽  
Equation Modeling ◽  
Mediation Effects ◽  
The Impact

Building on the social exchange theory, this paper proposes a model of the effects of workplace spirituality on job performance through the mediation effects of work engagement, affective commitment, and organizational trust. This quantitative-based research relies on structural equation modeling as an analysis technique. Data were collected from 207 faculty members working in the Palestinian higher education sector. Significant mediation effects of work engagement, affective commitment, and organizational trust were found in the relationship between workplace spirituality and job performance of academic staff. This research is original in two ways. First, very few studies examine the impact of workplace spirituality on job performance, a variable that has received less attention in the spirituality literature than organizational performance. Second, the study advances the literature on workplace spirituality by examining the concept in a non-Western academic context.

scholarly journals ORGANIZATIONAL JUSTICE AND AFFECTIVE COMMITMENT TO CHANGE IN EMPLOYEES OF MULTIFINANCIAL SERVICE COMPANY

2020 ◽  
Vol 19 (1) ◽  
pp. 51-60
Author(s):  
Safitri Primawidi ◽  
Wustari Mangundjaya
Keyword(s):  
Distributive Justice ◽  
Procedural Justice ◽  
Organizational Justice ◽  
Significant Role ◽  
Affective Commitment ◽  
Commitment To Change ◽  
Multiple Regressions ◽  
Four Dimensions ◽  
Service Company

The aim of the study is to investigate the role of organizational justice to affective commitment to change. The study was conducted based on data collected from 42 employees working in head office of multifinancial service company. It is made up of 16 males and 26 females’ employees. Affective commitment to change was measured using Herscovitch and Meyer’s Affective Commitment to Change Scale (6 items; α= .828). While organizational justice was measured using Colquitt’s Organizational Justice Scale (20 items; α=.905). The hypotheses were tested using multiple regressions. The result showed R2 of .821, meaning that 82% of affective commitment to change can be explained by organizational justice. Among four dimensions of organizational justice, procedural justice has the most influence and significant role on affective commitment to change (β= .445, p<.001), followed by distributive justice (β = .336, p<.001). The findings of the study demonstrated that organizational justice has positive significant impact on affective commitment to change, particularly distributive and procedural justice. Based on this study, in order to develop affective commitment to change in these multifinance company employees, to design intervention to increase organizational justice is neccessary.

scholarly journals Effects of Organizational Support and Organizational Justice on Police Officers’ Work Engagement

2021 ◽  
Vol 12 ◽  
Author(s):  
Andrzej Piotrowski ◽  
Samir Rawat ◽  
Ole Boe
Keyword(s):  
Organizational Justice ◽  
Work Engagement ◽  
Organizational Support ◽  
Police Officers ◽  
Supervisor Support ◽  
Future Research ◽  
Police Departments ◽  
The Impact ◽  
Positive Effect ◽  
Practical Implications

The impact of organizational support and organizational justice on work engagement was investigated in a group of police officers. A review of the literature revealed that studies reporting differences between the influence of supervisors and coworker justice and support on work engagement among police officers are grossly insufficient. This study hypothesized that organizational support and organizational justice would positively predict work engagement among police officers. It was also hypothesized that, among police officers, supervisor support is more strongly related to work engagement than coworker support and that supervisor justice is more strongly linked to work engagement than coworker justice. Participants were 170 police officers who worked in police departments in northern Poland. A regression analysis showed that supervisor support and supervisor justice had a positive effect on police officers’ work engagement, whereby organizational support coupled with organizational justice accounted for 26% of the variability of work engagement. Theoretical and practical implications are discussed, and directions for future research are suggested.

scholarly journals Work Engagement: The Impact of Psychological Capital and Organizational Justice and Its Influence on Turnover Intention

2019 ◽  
Vol 4 (1) ◽  
pp. 86-91
Author(s):  
Kiky D.H. Saraswati
Keyword(s):  
Organizational Justice ◽  
Work Engagement ◽  
Turnover Intention ◽  
Employee Turnover ◽  
Employee Retention ◽  
Psychological Capital ◽  
Jel Classification ◽  
Personal Resource ◽  
The Impact ◽  
Positive Effect

Objective - To remain competitive, organizations must be able to adapt to change and increase their performance. In order to increase performance, organizations must focus on how they manage their employees, including how to retain them. Previous studies have shown that work engagement (WE) has a positive effect on employee retention (Schaufeli & Bakker, 2004). The JD-R Model suggests that WE is influenced by enhancing personal and job resources (Schaufeli, 2017). This research aims to investigate the impact of both of those resources on WE. The personal resource measured in this study is psychological capital while the job resource measured is organizational justice. Furthermore, this research also aims to determine the extent to which WE can be used to predict employee turnover. Methodology/Technique - A quantitative method is implemented in this study by distributing a Utrecth Work Engagement Scale, Psychological Capital Questionnaire, Organizational Justice Questionnaire, and Turnover Intention Scale to 243 employees working in a manufacturing company in Jakarta, Indonesia. Findings - The results of this research conclude that psychological capital and organizational justice have a significant effect on WE (F= 15.231; p <0.05). Further analysis also concludes that WE has a significant impact on employee turnover (F= 10.888; p <0.05). Novelty - The findings of this study indicate that organizations should create and maintain employees WE in order to increase employee retention, while WE can be promoted by improving the psychological capital and providing fair treatment to all employees. Type of Paper: Empirical. Keywords: Organizational Justice; Psychological Capital; Turnover Intention; Work Engagement. JEL Classification: M10, M12, M19.

The impact of CSR best practices on job performance: the mediating roles of affective commitment and work engagement

2021 ◽  
Vol 8 (1) ◽  
pp. 129-148
Author(s):  
Rima Bizri ◽  
Marwan Wahbi ◽  
Hussein Al Jardali
Keyword(s):  
Best Practices ◽  
Job Performance ◽  
Work Engagement ◽  
Affective Commitment ◽  
Banking Sector ◽  
Cognitive Theory ◽  
Equation Modeling ◽  
Mediation Effects ◽  
Content Type ◽  
The Impact

PurposeOne of the main challenges of human resource management (HRM) functions is how to leverage an organization's corporate social responsibility (CSR) practices for the improvement of employees' job performance. The rationale is that employees identify with and learn from CSR best practices and try to replicate them in their own capacities on the job, thus elevating levels of performance. This study aims at investigating the impact of organizational CSR practices on employee job performance, in the presence of important job attitudes, namely, affective commitment and work engagement.Design/methodology/approachThe study employed structural equation modeling to analyze data that were collected through a survey of previously validated scales. The survey was distributed using the convenience sampling technique among respondents in the Lebanese banking sector, and 302 useable surveys were collected.FindingsThe structural model confirmed the significant influence of CSR best practices on job performance, in the presence of significant mediation effects of affective commitment and work engagement.Practical implicationsThe effects of organizational CSR could be underscored through a variety of HR initiatives that aim at promoting employees' identification with the organization and its CSR goals, thereby enhancing affective organizational commitment and work engagement. Levels of affective commitment and work engagement could be periodically assessed and enhanced through HR-led programs to facilitate and augment their mediatory effects on job performance.Originality/valueThis study fills a gap in the literature by shedding light on the impact of CSR practices on employees' affective commitment and work engagement within the framework of the social cognitive theory. It highlights the importance of employees' identification with their organization's CSR values and practices, leading to improved job performance, a dynamic that has not been studied in previous research. This study also serves as a point of reference to future studies that will be conducted after the Lebanese banking sector undergoes restructuring, following accusations of corruption and mismanagement.

HRM reforms and job-related well-being: the mediating effect of work intensification and affective commitment and the moderating effect of perceived organizational justice

2020 ◽  
Vol 28 (6) ◽  
pp. 45-47
Keyword(s):  
Organizational Justice ◽  
Affective Commitment ◽  
Well Being ◽  
Moderating Effect ◽  
Mediating Effect ◽  
Equation Modeling ◽  
Chinese Universities ◽  
Content Type ◽  
Work Intensification ◽  
The Impact

Purpose The purpose of this study is to examine how HRM influences the well-being of academics. Design/methodology/approach Data is gathered from the responses of 638 academics employed in 25 Chinese universities to a questionnaire survey. This data is analyzed using structure equation modeling. Findings The relationship between HRM and well-being is not a direct one and is mediated by affective commitment and work intensification. Organizational justice is shown to have a moderating effect when control-oriented systems are in place. Practical implications Therefore, managers in control-oriented systems should employ organizational justice to lessen negative effects on well-being and commitment- oriented HRM practices should be introduced to create a “win-win” situation. Originality/value This paper has an original approach in examining the impact of HRM on well-being in the context of Chinese universities.

scholarly journals Servant leadership and academics outcomes in higher education: the role of job satisfaction

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mohammed Aboramadan ◽  
Khalid Dahleez ◽  
Mohammed H. Hamad
Keyword(s):  
Higher Education ◽  
Job Satisfaction ◽  
Servant Leadership ◽  
Work Engagement ◽  
Affective Commitment ◽  
Positive Impact ◽  
Education Sector ◽  
Content Type ◽  
The Impact

Purpose The purpose of this paper is to investigate the impact of servant leadership on work engagement and affective commitment among academics in higher education. Moreover, the paper highlights the role of job satisfaction as an intervening mechanism among the examined variables. Design/methodology/approach Self-administered questionnaires were distributed to academics working in the Palestinian higher education sector. We used structural equation modelling to examine the hypotheses. Findings A positive relationship was found between servant leadership and affective commitment. The relationship between servant leadership and work engagement is fully mediated by job satisfaction, whereas partial mediation was found between servant leadership and affective commitment. Both work engagement and affective commitment have a positive impact on academics’ job performance. Practical implications The paper provides a fertile ground for higher education managers concerning the role of leadership in stimulating work engagement and organisational commitment among academics. Originality/value First, the paper is one of the few studies that empirically examines servant leadership in higher education using data coming from a non-Western context because most of the servant leadership research is conducted in the Western part of the world (Parris and Peachey, 2013). Second, we empirically provide evidence for the argument that servant leadership is needed in higher education. Third, the paper contributes to the limited body of research on work engagement and commitment in the higher education sector.

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