Pengaruh Persepsi Keadilan terhadapKinerja Distributor PT X dengan Ketergantungan sebagai Variabel Moderating

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.

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How Compassion and Justice Mediate the effect of Ethical Leadership on Interpersonal Citizenship Behavior (OCBI)

Global Journal of Educational Studies ◽

10.5296/gjes.v7i2.19171 ◽

2021 ◽

Vol 7 (2) ◽

pp. 28

Author(s):

Fakeha Anwer ◽

Danish Ahmed Siddiqui

Keyword(s):

Distributive Justice ◽

Procedural Justice ◽

Organizational Justice ◽

Ethical Leadership ◽

Interactional Justice ◽

Empathic Concern ◽

Mediating Effect ◽

Citizenship Behavior ◽

Equation Modeling ◽

Common Humanity

While many analysts have directed few investigations on the influence of ethical leadership on the behavior of citizenship, in different contexts, however, not much is known about the moral components make it possible to produce follow-up findings as Organizational Citizenship Behavior(OCBs) for leaders, especially, Interpersonal OCBs (OCBI). For this, we suggested a hypothetical structure, thereby adapting Zoghbi-Manrique-de-Lara and Viera-Armas (2019) model to include Organizational Justice. Therefore, we intend to study the association of Ethical Leadership with OCBI empirically while in the view of various determining factors of Workplace Compassion (i.e. empathic concern, common humanity, mindfulness, and kindness), and Organizational Justice (i.e. procedural justice, distributive justice, and interactional justice) as mediating variables. Empirical validity was recognized; by directing a review utilizing a standardized close-ended questionnaire. Using Confirmatory Factor Analysis (CFA) and Structured Equation Modeling (SEM), information was collected from 350 employees and investigated. Both direct and indirect effect was tested; by using Structural Equation Modeling (SEM) via SmartPLS software. Thus, the results revealed that: except for Common Humanity, ethical leadership remained significantly and positively connected with all factors of Workplace Compassion (Empathic Concern, Mindfulness, and Kindness), as well as with all three-factor of Organizational Justice (Procedural Justice, Distributive Justice, and Interactional Justice. However, ethical leadership seems to hurt the Mindfulness factor. Also, among compassion determinants, only Empathic Concern seems to affect OCBI. Whereas only interactional justice has a significant positive association with OCBI; further, the findings revealed that there is an insignificant mediating effect of workplace compassion and organizational justice in the ethical leadership relationship with OCBI. Hence, the investigation has portrayed significant ramifications for the organizations.

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Increasing Knowledge Transfer to Employees Through Organizational Justice with Affective Commitment as Mediator

Jurnal Manajemen Bisnis ◽

10.18196/mb.v12i2.11397 ◽

2021 ◽

Vol 12 (2) ◽

pp. Layouting

Author(s):

Fawzi Rizki Pradana ◽

Heru Kurnianto Tjahjono ◽

Nuryakin Nuryakin

Keyword(s):

Knowledge Transfer ◽

Distributive Justice ◽

Procedural Justice ◽

Organizational Justice ◽

Affective Commitment ◽

Model Development ◽

Interactional Justice ◽

Exploratory Research ◽

Research Model ◽

Study Results

Research aims: This study aims to determine the mediation of affective commitment on the effects of organizational justice, consisting of distributive justice, procedural justice, and interactional justice, on the knowledge transfer to employees at Diskominfo Kebumen Regency. The purpose of this research is also to find out the effect of distributive, procedural, and interactional justice on affective commitment, the effect of affective commitment on knowledge transfer, and the mediating role of affective commitment in the relationship between distributive, procedural, and interactional justice on knowledge transfer.Design/Methodology/Approach: This study used a quantitative approach with the path analysis method. Respondents in this study were employees at Diskominfo Kebumen. The sample used was 78 respondents who were taken by the total sampling technique.Research findings: This study found that distributive justice, procedural justice, and interactional justice significantly and directly affected affective commitment. The study results also showed a significant direct effect of affective commitment on knowledge transfer. Also, distributive justice, procedural justice, and interactional justice indirectly affected knowledge transfer through the mediation of affective commitment.Theoretical contribution: There are few previous studies on distributive, procedural, and interactional justice variables. The difference in this research lies in the research model development and the existing respondents’ characteristics.Practitioner/Policy implication: Based on this research, Diskominfo Kebumen, in the future, can pay attention to the variable aspects of this research in the decision-making process and the development of employee capabilities.Research limitation/Implication: The limitation in this study is that there are still few references related to variables, so mediation is needed. For example, no research addresses the direct relationship between knowledge transfer and organizational justice. Therefore, the scope for exploratory research is limited, and the research model and analysis methods must be adjusted.

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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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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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Effect of Organizational Justice on Turnover Intention: Mediating Role of Employee Motivation

Journal of Business & Tourism ◽

10.34260/jbt.v1i2.20 ◽

2021 ◽

Vol 1 (2) ◽

pp. 105-121

Author(s):

MUHAMMAD YOUNAS ◽

IMRAN SAEED ◽

GHAYYUR QADIR ◽

SAIF ULLAH KHAN

Keyword(s):

Distributive Justice ◽

Procedural Justice ◽

Organizational Justice ◽

Turnover Intention ◽

Extrinsic Motivation ◽

Turnover Intentions ◽

Interactional Justice ◽

Employee Motivation ◽

Mediating Role ◽

Knowledge Intensive

Turnover is a substantial problem all over the world, in all the industries. The problem is further impairing to the performance of knowledge intensive industries such as pharmaceuticals. This study examined the effect of Organizational justice facets i.e. Procedural Justice, Distributive Justice and Interactional Justice on Turnover Intention. Based on a sample of 141employees from 19 Private sector pharmaceutical companies located in Peshawar. The results reveal that Procedural Justice and Distributive Justice have significant and constructive effect on Turnover Intention while of Interactional Justice had no statistically significant effect. The analysis also shows that Intrinsic and Extrinsic Motivation as mediating variables significant effect on relationship between Organizational and Turnover Intentions.

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The Impact of Organizational Justice on Employee Performance: A Survey in Turkey and Turkish Context

International Journal of Human Resource Studies ◽

10.5296/ijhrs.v6i1.8854 ◽

2016 ◽

Vol 6 (1) ◽

pp. 1 ◽

Cited By ~ 3

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.

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Effects of Inter-organizational Justice on Dimensions of Organizational Citizenship Behaviours: A Study on Kuwait Ministries’ Employees

Management and Labour Studies ◽

10.1177/0258042x20939026 ◽

2020 ◽

Vol 45 (4) ◽

pp. 444-470

Author(s):

Mohammad Zayed ◽

Junaimah Jauhar ◽

Zurina Mohaidin ◽

Mohsen Ali Murshid

Keyword(s):

Distributive Justice ◽

Procedural Justice ◽

Organizational Justice ◽

Organizational Citizenship ◽

Indirect Effect ◽

Interactional Justice ◽

Civic Virtue ◽

Partial Least Square ◽

Least Square ◽

Five Dimensions

The aim of this article is to model the relationships between three different dimensions of inter-organizational justice (procedural, interactional and distributive) and their influence on five dimensions of organizational citizenship behaviour (OCB) (altruism, sportsmanship, conscientiousness, courtesy and civic virtue) in public sector organizations. The partial least square (PLS) path method was used to explore the nature of the relationships. The survey was self-administered to 573 employees working in nine different government ministries in Kuwait, with a response rate of 373. The results indicate that employees’ perceptions of interactional justice positively influence their perceptions of procedural justice, distributive justice, altruism, civic virtue, conscientiousness, courtesy and sportsmanship. In addition, the results showed the perceived interactional justice of employees has an indirect effect on all dimensions of OCBs through their distributive justice perceptions. The results also revealed that interactional justice has only an indirect effect on altruism, sportsmanship, and courtesy through procedural fairness. Directors of public organizations should pay particular attention to offering a higher level of interactive justice that can strongly improve employee perception of distributive and procedural justice. This, in turn, may show high degrees of civic virtue, sportsmanship, altruism, courtesy, and conscience behavior among employees.

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The Multidimensional Constructs of Organizational Justice and Organizational Commitment: Empirical Evidence From Public and Private Organizations in Indonesia

AFEBI Management and Business Review ◽

10.47312/ambr.v2i02.105 ◽

2018 ◽

Vol 2 (02) ◽

pp. 69

Author(s):

Fahrudin JS Pareke

Keyword(s):

Factor Analysis ◽

Organizational Commitment ◽

Distributive Justice ◽

Procedural Justice ◽

Organizational Justice ◽

Empirical Evidence ◽

Strong Support ◽

Interactional Justice ◽

Continuance Commitment ◽

Informational Justice

The multidimensional construct of organizational justice and organizational commitment has attracted longstanding attention and debate among managers, researchers and academicians. To achieve significant progress, studies in this area should be directed to investigate the two sides simultaneously, construct validity and substantive validity. So that the progress achieved can be balanced between the conceptualization and definition of the construct itself as well as the relationship and its effect on other constructs. Therefore, current study intents to test the validity dan reliability of four-factors of organizational justice (FFOJ) construct, and to test its effect on organizational commitment dimensions. The research respondents were 264 private employees and civil servants who studying in 3 graduate programs at University of Bengkulu, choosen using stratified random sampling. Two-hundred-and-fifty-seven respondents participated in the study. Data analysis used Factor Analysis, reliability test, and Hierarchical Regression Analysis (HRA). The conclusions of this study provide strong support for the FFOJ conceptualization. Of the 20 items questionnaire included in factor analysis, 19 items loaded in 4 dimensions, which is distributive justice (4 items), procedural justice (6 items), interactional justice (4 items), and informational justice (5 items). The reliability of all dimension are good, with Cronbach 'Alpha (α) score greater than 0.7. Almost all dimensions of FFOJ affect the dimensions of organizational commitment, except the interactional justice that has no effect on the affective commitment. Further investigation is highly recommended so that organizational justice measurement becomes more workable in explaining the phenomena of justice in the daily life of the organization. The empirical evidence also further emphasized the important role of organizational justice in order to foster, enhance, and maintain organizational commitment. Attempts to acquire employees with high organizational commitment will face serious obstacles when the employees still perceive there is no fairness in their organization.Keywords: afective commitment, continuance commitment, distributive justice, interactional justice, informational justice; procedural justice, normative commitment

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Perceptions and predictors of organizational justice among healthcare professionals in academic hospitals in South-eastern Nigeria

10.21203/rs.2.23591/v2 ◽

2020 ◽

Author(s):

Nwanneka Chidinma Ghasi ◽

Daniel Chukwuemeka Ogbuabor ◽

Vincent Aghaegbunam Onodugo

Keyword(s):

Distributive Justice ◽

Procedural Justice ◽

Marital Status ◽

Organizational Justice ◽

Health Professionals ◽

Healthcare Professionals ◽

Statistical Significance ◽

Interactional Justice ◽

Hospital Ownership ◽

Academic Hospitals

Abstract Background Research on organizational justice in hospitals in African countries are limited despite being important for workforce performance and hospital operational efficiency. This paper investigated perceptions and predictors of organizational justice among health professionals in academic hospitals in South-east Nigeria. Methods The study was conducted in two teaching hospitals in Enugu State, South-east Nigeria using mixed-methods design. Randomly sampled 360 health professionals (doctors = 105, nurses = 200 and allied health professionals, AHPs = 55) completed an organizational justice scale. Additionally, semi-structured, in-depth interview with purposively selected 18 health professionals were conducted. Univariate and bivariate statistics and multivariable linear regression were used to analyze quantitative data. Statistical significance was set at alpha 0.05 level. Qualitative data were analyzed thematically using NVivo 11 software. Results The findings revealed moderate to high perception of different dimensions of organizational justice. Doctors showed the highest perception, whereas AHPs had the least perception. Among doctors, age and education predicted distributive justice (adjusted R2 = 22%); hospital ownership and education predicted procedural justice (adjusted R2 = 17%); and hospital ownership predicted interactional justice (adjusted R2 = 42%). Among nurses, age, gender and marital status predicted distributive justice (adjusted R2 = 41%); hospital ownership, age and gender predicted procedural justice (adjusted R2 = 28%); and hospital ownership, age, marital status and tenure predicted interactional justice (R2 = 35%). Among AHPs, marital status predicted distributive justice (adjusted R2 = 5%), while hospital ownership and tenure predicted interactional justice (adjusted R2 =15%). Qualitative findings indicate that nurses and AHPs perceive as unfair, differences in pay, access to hospital resources, training, work schedule, participation in decision-making and enforcement of policies between doctors and other health professionals due to medical dominance. Overall, supervisors have a culture of limited information sharing with, and disrespectful treatment of, their junior colleagues. Conclusion Perceptions of organizational justice range from moderate to high and predictors vary among different healthcare professionals. Addressing specific socio-demographic factors that significantly influenced perceptions of organizational justice among different categories of health professionals and departure from physician-centered culture would improve perceptions of organizational justice among health professionals in Nigeria and similar settings.

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Impact of Organizational Justice (Distributive Justice, Procedural Justice, and Interactional Justice) on Job Satisfaction

International Journal of Recent Technology and Engineering - 2 ◽

10.35940/ijrte.b1115.0982s1019 ◽

2019 ◽

Vol 8 (2S10) ◽

pp. 647-652

Keyword(s):

Job Satisfaction ◽

Distributive Justice ◽

Procedural Justice ◽

Organizational Justice ◽

Organizational Citizenship ◽

Structural Equation ◽

Positive Impact ◽

Interactional Justice ◽

Organizational Decision Making ◽

Member Exchange

Perceptions of organizational justice constitute an important heuristic in organizational decision-making, as research relates it to job satisfaction, turnover, leadership, organizational citizenship, organizational commitment, trust, customer satisfaction, job performance, employee theft, role breadth, alienation, and leader-member exchange. The public sector in UAE is the focus of this paper. Applying the concept of organizational justice (distributive justice, procedural justice, interactional justice) to examine the effect of it on employees’ satisfaction. The data was collected from 452 officers from 7 sectors in the ministry of interior in UAE and analysed using structural equation modelling via SmartPLS 3.0. There were three main results: first, distributive justice has a positive impact on job satisfaction; second, procedural justice is significantly predicting job satisfaction; third, interactional justice has a significant impact on job satisfaction. The proposed model explained 33.7% of the variance in job satisfaction. Theoretical and practical implications are also provided

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