scholarly journals THE EFFECT OF TRANSFORMATIONAL LEADERSHIP AND ORGANIZATIONAL CULTURE ON EMPLOYEE PERFORMANCE PT TELKOM RIAU DARATAN (Survey of PT Telkom Riau Mainland offices)

2019 ◽  
Vol 7 (1) ◽  
pp. 79-89
Author(s):  
Haznil Zainal
Keyword(s):  
Distributive Justice ◽  
Organizational Justice ◽  
Organizational Effectiveness ◽  
Empirical Studies ◽  
Interactional Justice ◽  
Two Dimensions ◽  
Three Dimensions ◽  
Organizational Studies ◽  
Organizational Beliefs ◽  
The Impact

The importance of organizational behavior (OCB) to achieve organizational effectiveness has long been recognized by practice managers. Some recent research in this area highlights the importance of OCB for almost all organizational forms and notes that OCB can improve organizational effectiveness in many ways. Over the past decade, organizational justice and trust in organizations have been the concern of scientists and practitioners of organizational studies, particularly with regard to their impact on organizational effectiveness and employees' desire to cooperate and be productive in the organization. However, some researchers in organizational studies have differences in researching organizational justice and organizational beliefs. With regard to organizational justice, some empirical studies address only one or two dimensions of organizational justice, while other empirical studies address the overall (three) dimensions of organizational justice such as distributive justice, procedural jus- tice, and interactional justice. For some of these reasons, research relating to the three dimensions of organizational justice (distributive justice, procedural jus- tice, and interactional justice) and organizational trust is still needed. Research that discusses the impact of organizational justice on the organizational beliefs of non-Western countries especially in Indonesia is still rarely found in scientific publications. Given that there is a knowledge gap (scientific publication) in the study of organization and human resource management on the subject, this study tries to prove whether the organizational justice dimension consisting of distributive justice, procedural jusctice, and interactional justice influence the level of employee trust in the organization especially at the College of Economic Sciences in Pekanbaru City, Riau, Indonesia. Keywords: Distributive Justice, Procedural Justice, Interactional Justice, OCB, Organizationa Trust

scholarly journals A Study of Relatıonship between Perceived Organızational Justice and Individualism Collectivism Values Among Academic Staff

2014 ◽  
Vol 6 (5) ◽  
pp. 400-410
Author(s):  
Åžaban ESEN ◽  
Aslı ÇİLLİOĞLU KARADEMİR
Keyword(s):  
Distributive Justice ◽  
Procedural Justice ◽  
Organizational Justice ◽  
Academic Staff ◽  
Empirical Studies ◽  
Interactional Justice ◽  
Three Dimensions ◽  
Survey Method ◽  
Measurement Tool ◽  
Individualism And Collectivism

The purpose of this study is to investigate the relationship between the individuals’ perceptions of justice in the organizations they work in and the personality tendencies of individualism or collectivism they have. For that reason, firstly the concept of organizational justice and the values of collectivism and individualism were explained; their relationship was mentioned through theoretical and empirical studies in the literature. As measurement tool, survey method was used. The surveys were conducted on 133 academicians working at Bartin University which is one of the state universities in Turkey. As a result of doing reliability analysis and factor analysis, the last form of scale was given. The perceived organizational justice handled in the scale was composed of three dimensions which are distributive justice, procedural justice and interactional justice; and despite individualism and collectivism have four sub-dimensions (horizontal individualism, vertical individualism, horizontal collectivism and vertical collectivism) this was not taken into account in the study and they were discussed from only individualism and collectivism dimensions. In consequence of ANOVA analyses performed, it is found that there is a low relation between collectivism value and distributive justice as well as between individualism value and interactional justice. The findings of ANOVA analysis showed that in the demographic characteristics only the title variable groups showed significant differences between interactional justice and individualism. By multi-regression analysis, it is seen that as much as procedural justice increases the exhibited collectivism characteristic increases, in similar way as much as distributive justice increases the collectivism characteristic increases. There was no obvious significant correlation between individualism variable and justice dimensions.

scholarly journals Impact Of Organizational Justice On Employee Dissent In Higher Education Sector Of Pakistan: A Women’s Perspective

2020 ◽  
Vol 11 (2) ◽  
pp. 125-138
Author(s):  
Omar Ahmed Shaikh ◽  
Syed Shabib-ul- Hasan
Keyword(s):  
Higher Education ◽  
Distributive Justice ◽  
Organizational Justice ◽  
Interactional Justice ◽  
Future Research ◽  
Organizational Settings ◽  
Female Teachers ◽  
Female Employees ◽  
The Impact ◽  
The Relationship

This study examined the impact of organizational justice on employeedissent from the perspective of female employees. Participants were 210full time female teachers working in severalPakistan. Scope of this research shall encompass the justice and dissentperceptions of female teachers in these universities. This research uses aquantitative method by using survey, and proportionate stratified randomsampling technique was used to collect data. Multiple regression analysiswas used in order to explore the relationship between variables. Resultsindicated that perceptions of interactional and distributive justice are negatively associated with displaced dissen not related with displaced dissent. Interactional justice proved to be thestrongest predictor of displaced dissent followed by distributive justice.Perceptions of organizational justice were not related to latent or articulated dissent. Future research should also focus on explaining occurrence of dissent in various organizational settings such as service or production based organizations

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.

scholarly journals A Study on the Psychological Effect of Organizational Justice Perceptions on Job Satisfaction

2016 ◽  
Vol 3 (2) ◽  
Author(s):  
Ms. Simran Kaur
Keyword(s):  
Job Satisfaction ◽  
Distributive Justice ◽  
Organizational Justice ◽  
Psychological Capital ◽  
Pearson Correlation ◽  
Interactional Justice ◽  
Work Outcomes ◽  
Multiple Regressions ◽  
Justice Perceptions ◽  
The Impact

Employees’ psychological capital has significant influences on his/her behavior in professional and personal life. Employees’ perception about fairness in the organization tends to give rise to various favorable and unfavorable work outcomes. Job satisfaction is an example of such attitudinal variables which have is deeply affected by Organizational Justice Perceptions. Current literature of organizational Justice does not fully explain the mechanism governing the influence of organizational justice on job. This study tries to explain the relationship between organizational justice perceptions, job satisfaction, and Psychological Capital. The main objective of this study was to test the influence of organizational justice on job satisfaction, Psychological Capital. A survey-based methodology, with standardized scales was used. A sample of 218 employees from the Indian Public Sector Undertaking (PSU) was drawn The result obtained from Pearson correlation and stepwise multiple regressions suggest that Distributive Justice is found out to be the strongest predictor of organizational justice perceptions, job satisfaction, and Psychological Capital. It means that if people have favorable distributive justice perceptions, they are also likely to have positive organizational justice perceptions, job satisfaction, and Psychological Capital that has provided the favorable outcomes. Stepwise multiple regressions clearly indicate that various dimensions of Organizational Justice (Distributive, Procedural and Interactional Justice) can significantly predict the dimensions of Job Satisfaction (42.6%), and Psychological Capital (19.7%). The theoretical framework proposed in the paper on job satisfaction, and Psychological Capital; would help the researchers and management people to understand the impact of Perceptions about Organizational Justice in better efficiency of the organization.

scholarly journals Studying Relationship between Organizational Justice and Employees' Performance Case study: Damloran Pharmaceutical Company in Borojerd, Iran

2012 ◽  
Vol 2 (2) ◽  
pp. 271
Author(s):  
Javad Mehrabi ◽  
Mohammad Hossein Moshref Javadi ◽  
Ahmad Charmian ◽  
Nasim Darvish Zadeh ◽  
Mohammad Hasan Tanhaei
Keyword(s):  
Distributive Justice ◽  
Procedural Justice ◽  
Organizational Justice ◽  
Pharmaceutical Company ◽  
Interactional Justice ◽  
Three Dimensions ◽  
Statistical Population ◽  
Random Method

Objective of the study: The present survey studies relationship between organizational justice and employees' performance in one of the pharmaceutical companies of Borojerd  township in Iran.Tools and methods: Organizational justice has been analyzed in this survey with three dimensions of distributive justice, procedural justice, and interactional justice and employees' performance has been considered with two indexes of effectiveness and efficiency. Statistical population of the survey included one-hundred seventy nine (179) persons of Damloran–Razak Pharmaceutical Company in Borojerd Township. Number of the sample was calculated equal to one-hundred twenty three (123) employees and thirty three (33) managers. Sampling was conducted through classified random method. Data analysis was accomplished using correlation test, Kolmogoroff-Smirnoff and binomial test.Findings: according to the research results, there was not any positive and significant relationship between organizational justice and employees' performance.Conclusion: factors of distributive justice, procedural justice and interactional justice and generally organizational justice haven't been in a desirable status in the organization under study. This may have plausible results for the organization in the long-term. Therefore, all organizations generally and Damloran-Razak Pharmaceutical Company specially must do their best to reinforce the process of justice in distribution of consequences, procedures and social interactions. 

scholarly journals The relationship between subjectivity in managerial performance evaluation and the three dimensions of justice perception

2021 ◽  
Author(s):  
Thuy-Van Tran ◽  
Sinikka Lepistö ◽  
Janne Järvinen
Keyword(s):  
Performance Evaluation ◽  
Distributive Justice ◽  
Organizational Justice ◽  
Subjective Evaluation ◽  
Interactional Justice ◽  
Emerging Economy ◽  
Three Dimensions ◽  
Justice Perception ◽  
Justice Perceptions ◽  
The Relationship

AbstractThis paper examines the relationship between subjectivity in performance evaluation and the three dimensions of justice perceptions in an emerging economy; prior research on this topic has primarily focused solely on the advanced capitalist economies of Western nations. The paper also aims to expand on existing research by focusing on the role of interactional justice perceptions in relation to subjective evaluation (Byrne et al. in Hum Resour Manag J 22(2):129–147; Folger and Cropanzano, in Organizational justice and human resource management, Sage, Thousand Oaks, 1998). Results from a survey of 160 middle managers in Vietnam indicate that subjective evaluation is associated predominantly with negative effects. We found that, in an emerging economy like that of Vietnam, subjective evaluation reduces interactional justice perception, which in turn decreases the perception of procedural and distributive justice. The mediating effects suggest that the reason subjective evaluation influences employee procedural/distributive justice perceptions lies in the interactional justice perceived from supervisors. This research clarifies the effects of subjective evaluation on the dimensions of justice perception and contributes to the literature on performance evaluation and organizational justice in a non-Western context. It also highlights the importance of respect and communication for fairness perception in both theory and practice.

Environmental Scanning for Organisational Effectiveness: A Study of Select MSMEs of Jammu and Kashmir, India

2015 ◽  
Vol 4 (3) ◽  
Author(s):  
Vinay Chauhan ◽  
Sushma Kaushal
Keyword(s):  
Organizational Effectiveness ◽  
Business Environment ◽  
Two Dimensions ◽  
The State ◽  
The Other ◽  
Political Environment ◽  
Environmental Scanning ◽  
Jammu And Kashmir ◽  
Economic Dimension ◽  
The Impact

Environmental scanning yields greater anticipatory management that provides important inputs for aquitision and use of information for planning and designing organization strategies. Apart from this, effective environmental scanning activities are likely to deal with threats and grasp the opportunities to finally link with enhancing organizational effectiveness. In fact this relationship matrix has led the researchers to conduct an environmental scanning through an examination of the existing status the components of the macro-environment vis-a-vis their relationship with the organizational effectiveness. There are a number of approaches, which describe the macro-environment, of which PEST analysis is regarded as the most common approach for considering the external business environment. Thus, the present study applies PEST analysis to scan the existing business environment. Jammu and Kashmir due to its peculiar political, geographical, economic, and socio-cultural features, had led its cost mountain economy become a distinctive identity. Despite the fact that the state has rich endowments, international relations with its neighbours vis-a-vis its impact on political environment also pose developmental challenges for the business units operating in the state. This has provided valid rationale for conducting the present. The environmental scanning is done through the perception of the select entrepreneurs operating MSMEs in the state of J & K. An impact analysis of environmental factors (PEST) on the organizational effectiveness is also done in the study. The findings of the study show that the political environment of the state that is not favourable for entrepreneural development whereas the rest of the other drivers of PEST i.e. economic environment, socio-cultural environment, and technological environment show a favourable response of the entrepreneurs. In terms of cause and effect relationship, it is found that the first two drivers of the PEST i.e. political and economic dimension impacts OE positively whereas the other two dimensions namely socio-cultural and technological impacts OE negatively but it is pertinent to mention that the impact is very less and is insigninificant. The study also suggests some of strategic options for developing and creating an enabling environment for successful entrepreneurial development to achieve integrated development of the state.

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 Organizational Justice and Organizational Commitment: A Study on It Sector

2017 ◽  
Vol 4 (4) ◽  
Author(s):  
Mandakini Rathore ◽  
Dr. Chandrani Sen
Keyword(s):  
Organizational Commitment ◽  
Distributive Justice ◽  
Organizational Justice ◽  
Three Dimensions ◽  
The Relationship ◽  
Correlation Design

The purpose of the present paper was to analyse the relationship between perceived organizational justice and organizational commitment on IT sector (India). The research was conducted on 90 employees working in IT sector. A Correlation design was deployed to analyse the data. The three dimensions of organizational justice- procedural, distributive and interactional were positively correlated with organizational commitment wherein distributive justice contributed the most to commitment.

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