Structural relationships among Organizational Justice Perceptions, Organizational Trust, Job Satisfaction and Job Performance of Sports Center Employee

2017 ◽  
Vol 26 (6) ◽  
pp. 871-882
Author(s):  
Ji-Hyun Hwang
Keyword(s):  
Job Satisfaction ◽  
Job Performance ◽  
Organizational Justice ◽  
Organizational Trust ◽  
Structural Relationships ◽  
Justice Perceptions

The Role of Perceived Organizational Justice and Job Satisfaction in Municipality Employees' Cyberslacking Behaviors

2022 ◽  
pp. 366-383
Author(s):  
Emel Berkem Sığırcıkoğlu ◽  
Utku Güğerçin
Keyword(s):  
Job Satisfaction ◽  
Organizational Justice ◽  
Defense Mechanism ◽  
Working Hours ◽  
Counterproductive Work Behaviors ◽  
Work Behaviors ◽  
Work Related ◽  
Justice Perceptions ◽  
Neutralization Techniques ◽  
Use Of The Internet

Based on equity theory, if employees feel a sense of inequity, their organizational justice perceptions and job satisfaction are considered to be affected negatively. As a defense mechanism to undesired consequences, employees may use neutralization techniques, which pave the way for counterproductive work behaviors. Thus, when employees use “claim of relative acceptability,” which can be summarized as “in comparison to many others, my behavior is nothing at all,” in return to any injustice within the organization, the result may occur as a counter-productive work behavior. Cyberslacking, which is defined as the use of the internet for non-work-related purposes during working hours, is considered to be one of these counterproductive work behaviors. The aim of the study is to examine the effect of perceived organizational justice and job satisfaction levels of municipal employees on their cyberslacking behaviors. The results of analyses showed that perceived organizational justice and job satisfaction levels of employees are negatively associated with cyberslacking behaviors.

scholarly journals Organizational Justice and Organizational Pride to Achieve Job Satisfaction and Job Performance

2020 ◽  
Vol 55 (3) ◽  
Author(s):  
Rahmi Widyanti ◽  
Gusti Irhamni ◽  
Silvia Ratna ◽  
Basuki
Keyword(s):  
Job Satisfaction ◽  
Job Performance ◽  
Organizational Justice ◽  
Structural Equation Model ◽  
Structural Equation ◽  
Recent Literature ◽  
Private Universities ◽  
Equation Model ◽  
Model Method ◽  
The Relationship

Recent literature discusses two aspects that improve HR performance, namely organizational justice and organizational pride. Employees who are treated fairly and have pride in the company will exhibit increased job satisfaction and job performance in private universities in the Kalimantan and West Java Region, Indonesia. This study analyzes the relationship between organizational justice and organizational pride on job satisfaction and job performance among employees of private universities in Indonesia. This study uses a quantitative approach through administering a questionnaire to 200 respondents. The replies are then analyzed by Structural Equation Model method. The results show that organizational justice and organizational pride can positively and significantly influence job satisfaction and job performance.

scholarly journals The Influence of Organizational Justice and Positive Organizational Behavior: Systematic Review and Call for Future Research

2020 ◽  
pp. 67-84
Author(s):  
Syamsul Hadi ◽  
Heru Kurnianto Tjahjono ◽  
Zainal Mustafa El Qadri ◽  
Wisnu Prajogo
Keyword(s):  
Systematic Review ◽  
Job Performance ◽  
Organizational Behavior ◽  
Organizational Justice ◽  
Organizational Trust ◽  
Future Research ◽  
Pay Satisfaction ◽  
Positive Organizational Behavior ◽  
Interpersonal Justice ◽  
Informational Justice

This paper aims to focus on research configuration and to create a conceptual framework on the influence of salience oforganizational justice (OJ) dimension and salience of positive organizational behavior (POB) based on 5.530 articles from the Digital library. The method used in this study is a systematic review covering OJ and POB publications from the 2011up to 2019. This is the first paper to jointly analyze the influence of OJ and POB using systematic review method, which may enrich academic discussion. Findings: Distributive and procedural justice has the most weighted of evidence in influencing the salience of positive organizational behavior, followed by interpersonal and informational justice. While the highest sequences of salient outcome include organizational commitment, OCB, job satisfaction, organizational trust, job performance, and pay satisfaction. Interpersonal justice does not affect pay satisfaction, and informational justice only has salient outcome towards OCB, job performance, and pay satisfaction.

Organizational justice and work outcomes in the Kurdistan Region of Iraq

2018 ◽  
Vol 56 (4) ◽  
pp. 808-827 ◽  
Author(s):  
Hawkar Rashid Arab ◽  
Tarik Atan
Keyword(s):  
Job Satisfaction ◽  
Job Performance ◽  
Organizational Justice ◽  
Single Point ◽  
Relative Weight ◽  
Interactional Justice ◽  
Work Outcomes ◽  
Eastern Region ◽  
Kurdistan Region ◽  
Content Type

Purpose The purpose of this paper is to investigate the main and interaction effects of organizational justice components as they pertain to job performance and satisfaction in an Eastern region. Design/methodology/approach Data were gathered utilizing a sample of 402 employee-manager dyads working for various institutions of higher education in the Kurdistan Region of Iraq. Hierarchical regression analyses and relative weight analysis were used to test the research hypotheses. Findings The results indicated that perceived distributive, procedural, and interactional justice all contribute to employee job satisfaction and job performance, and that among the justice components, interactional justice was more strongly related to job satisfaction and job performance. The results also showed that interactional justice interacts with distributive justice to affect job performance. Research limitations/implications Although data were gathered from two sources, all data were collected at a single point in time, which may raise a concern about common method variance. Practical implications Managers who try to enhance employees’ perceptions of organizational justice are advised to constantly develop and evaluate the way they treat their employees, especially in terms of social aspects such as dignity, support, and respect. Originality/value This study is the first work in the Kurdistan Region or Iraq as a whole that investigates organizational justice as it pertains to work outcomes.

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