scholarly journals Relationships between the dimensions of organizational justice and students' satisfaction in university contexts

2017 ◽  
Vol 13 (2) ◽  
pp. 282 ◽  
Author(s):  
Cristian Castillo ◽  
Vicenc Fernandez
Keyword(s):  
University Students ◽  
Procedural Justice ◽  
Organizational Justice ◽  
Methodological Approach ◽  
Interactional Justice ◽  
Future Research ◽  
Informational Justice ◽  
Spanish Universities ◽  
The Individual ◽  
Students Satisfaction

Purpose: Identify the relationships between the organizational justice dimensions and the students’ satisfaction.Design/methodology/approach: It has embraced a quantitative methodological approach, where we chose the individual questionnaire as a tool of data collection.Findings: We found a positive relationship between satisfaction of university students and the distributive justice, informational justice and personal justice. However, this relationship not exists with overall procedural justice. Also, we identified a relationship between the procedural justice and interactional justice (personal and informational justice) in university contexts.Research limitations/implications: The sample of this study is from a small number of Spanish universities, therefore, the conclusions must be generalized with caution. Practical implications: We established foundations between the perceived justice of university students and their satisfaction, stating early relationships for expansion in future research. With them, the lecturers and the chancellor could manage the course taking into account aspects that it could harm the satisfaction of their students. So, they could look for other alternatives.Originality/value: We introduced the organizational justice context in the university context and we related it with the satisfaction of university students. So, it stimulates discussion and reflection about the experience of the higher education students and give the foundations to understand how some lecturers and professors’ decisions and actions affect the students’ satisfaction.

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

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

<p><em>The multidimensional </em><em>construct </em><em>of organizational justice and organizational commitment has attracted longstanding attention and debate among </em><em>managers</em><em>, researchers and academic</em><em>ian</em><em>s. To achieve significant progress, studies in this area should be directed to investigate the two sides simultaneously, construct validity and substantive validity. </em><em>So that</em><em> 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, </em><em>current</em><em> study </em><em>intents to test the validity dan reliability </em><em>of </em><em>four-</em><em>factors </em><em>of </em><em>organizational justice </em><em>(FFOJ) construct, and to test</em><em> </em><em>its</em><em> effect on organizational commitment dimensions.</em><em> </em><em>The research respondents were </em><em>264 private employees and civil servants who studying in 3 graduate programs at University of Bengkulu</em><em>, choosen using stratified random sampling</em><em>. </em><em>Two-hundred-and-fifty-seven </em><em>respondents participated in the study. Data analysis </em><em>used</em><em> Factor Analysis, reliability test, and Hierarchical Regression Analysis (HRA).</em><em> </em><em>The conclusions of this study provide strong support for the </em><em>FFOJ</em><em> conceptualization. Of the 20 items </em><em>questionnaire</em><em> included in factor analysis, 19 items </em><em>loaded in </em><em>4 dimensions</em><em>, which is </em><em>distributive justice (4 items), procedural justice (6 items), interactional justice (4 items), and informational justice (5 items). The reliability </em><em>of all dimension are good</em><em>, with Cronbach 'Alpha (α) score greater than 0.7. Almost all dimensions of </em><em>FFOJ</em><em> affect the dimensions of organizational commitment, except the interactional justice that has no effect on the affective commitment.</em><em> Further investigation is</em><em> 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 emphasize</em><em>d</em><em> 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 </em><em>the</em><em> employees still perceive </em><em>there is no </em><em>fair</em><em>ness</em><em> in the</em><em>ir</em><em> organization.</em><em></em></p><p><strong><em>Keywords: </em></strong><em>afective commitment</em><em>, </em><em>continuance commitment</em><em>, </em><em>distributive justice</em><em>, </em><em>interactional justice</em><em>, </em><em>informational justice; procedural justice</em><em>, </em><em>normative commitment</em></p>

ORGANIZATIONAL JUSTICE, MOTIVATION TO LEARN, AND TRAINING OUTCOMES

2006 ◽  
Vol 34 (5) ◽  
pp. 545-556 ◽  
Author(s):  
Wen-Chih Liao ◽  
Wei-Tao Tai
Keyword(s):  
Procedural Justice ◽  
Organizational Justice ◽  
Interactional Justice ◽  
Future Research ◽  
Motivation To Learn ◽  
Training Outcomes ◽  
Organizational Fairness ◽  
And Training ◽  
Justice Motivation

This study attempted to examine the impacts of trainees' perceived organizational fairness on their motivation to learn, reactions, and learning. Results with 370 subjects indicated that interactional justice mediates the relationships between distributive/procedural justice and motivation to learn. Subsequently, trainees' motivation to learn influences trainees' reactions and learning. Implications for future research and organizations are discussed.

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

2017 ◽  
Vol 2 (2) ◽  
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

<p><em>The multidimensional </em><em>construct </em><em>of organizational justice and organizational commitment has attracted longstanding attention and debate among </em><em>managers</em><em>, researchers and academic</em><em>ian</em><em>s. To achieve significant progress, studies in this area should be directed to investigate the two sides simultaneously, construct validity and substantive validity. </em><em>So that</em><em> 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, </em><em>current</em><em> study </em><em>intents to test the validity dan reliability </em><em>of </em><em>four-</em><em>factors </em><em>of </em><em>organizational justice </em><em>(FFOJ) construct, and to test</em><em> </em><em>its</em><em> effect on organizational commitment dimensions.</em><em> </em><em>The research respondents were </em><em>264 private employees and civil servants who studying in 3 graduate programs at University of Bengkulu</em><em>, choosen using stratified random sampling</em><em>. </em><em>Two-hundred-and-fifty-seven </em><em>respondents participated in the study. Data analysis </em><em>used</em><em> Factor Analysis, reliability test, and Hierarchical Regression Analysis (HRA).</em><em> </em><em>The conclusions of this study provide strong support for the </em><em>FFOJ</em><em> conceptualization. Of the 20 items </em><em>questionnaire</em><em> included in factor analysis, 19 items </em><em>loaded in </em><em>4 dimensions</em><em>, which is </em><em>distributive justice (4 items), procedural justice (6 items), interactional justice (4 items), and informational justice (5 items). The reliability </em><em>of all dimension are good</em><em>, with Cronbach 'Alpha (α) score greater than 0.7. Almost all dimensions of </em><em>FFOJ</em><em> affect the dimensions of organizational commitment, except the interactional justice that has no effect on the affective commitment.</em><em> Further investigation is</em><em> 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 emphasize</em><em>d</em><em> 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 </em><em>the</em><em> employees still perceive </em><em>there is no </em><em>fair</em><em>ness</em><em> in the</em><em>ir</em><em> organization.</em><em></em></p><p><strong><em>Keywords: </em></strong><em>afective commitment</em><em>, </em><em>continuance commitment</em><em>, </em><em>distributive justice</em><em>, </em><em>interactional justice</em><em>, </em><em>informational justice; procedural justice</em><em>, </em><em>normative commitment</em></p>

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 Can authentic leadership influence the employees’ organizational justice perceptions? – a study in the hotel context

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Deepu Kurian ◽  
Fredrick M. Nafukho
Keyword(s):  
Social Justice ◽  
Organizational Justice ◽  
Authentic Leadership ◽  
Interactional Justice ◽  
Content Type ◽  
Informational Justice ◽  
Hotel Employees ◽  
Justice Perceptions ◽  
Research Questions ◽  
The Relationship

PurposeThe primary purpose of this study was to determine the relationship between a positive style of leadership, specifically authentic leadership, and organizational justice perceptions of employees' in the hotel industry. The following research questions guided the study: What relationship existed between hotel employees' perception toward authentic leadership and organizational justice? What relationship existed between hotel employees' perception toward authentic leadership and distributive justice, procedural justice, interactional justice and informational justice dimensions? What relationship existed among hotel employees' perception toward organizational justice, authentic leadership and their demographic background?.Design/methodology/approachThe study approached the research questions from a quantitative, non-experimental research perspective utilizing a cross-sectional survey and descriptive correlational design, which describes the relationship or association between two or more variables in the study which are authentic leadership and organizational justice.FindingsThe results indicate that authentic leadership has a strong relationship with hotel employees' organizational justice perceptions, and authentic leadership predicted the employees' perceptions of organizational justice. Authentic leadership is a relative new leadership approach rooted in positive psychology emphasizing on the ethical and moral aspects of leadership, and the results of the study found that when employees perceive their leaders to follow the authentic leadership paradigm, they also perceive high levels of organizational justice. Authentic leadership has stronger relationships with informational and interpersonal dimensions of justice which implies that authentic leaders are strategic in their interactions with their employees. The results also imply that when employees perceive justice in terms of procedures and outcomes, they believe that organizations determine those more than their supervisors.Research limitations/implicationsThe differences in the strengths of relationship between authentic leadership and structural forms of justice (distributive and procedural), and authentic leadership and interactional forms of justice (informational and interpersonal), have implications for both justice and leadership theories. The results suggest that authentic leader behaviors create a fair climate – an interpersonally and informationally fair climate which promotes all forms of justice perceptions in individual followers. However, it needs to be further researched whether leaders with high interpersonal skills and information-sharing abilities showing consideration and respect to employees may result in higher levels of organizational justice perceptions. Thus, further research is needed to determine the relationship of authentic leadership and each of the organizational justice (distributive, procedural, informational and interpersonal) dimensions, which may provide more insights as to whether leader behavior contains element of justice itself.Practical implicationsThe findings showcase the need for organizations in the hotel and hospitality industry to establish programs that focus on leadership practices which improve employees' perceptions of organizational justice and, in turn, lead to positive organizational outcomes including reducing the considerable costs of employee turnover. It is also important that employees are aware of the policies and procedures and have a perception that they can connect and communicate to their supervisors and managers.Social implicationsThis study falls into the larger conversation of social justice and how an organization's leadership can be a strong associate for social justice movements by supporting equity within the organization.Originality/valueThe study integrates leadership and justice theories in a hotel context. The results of this study may motivate hospitality/ hotel leaders to include authentic leadership development as an actionable strategy to bolster fairness and mitigate some of the negative features of the industry.

How organization justice and perceived organizational support facilitate employees’ innovative behavior at work

2019 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Sajjad Nazir ◽  
Amina Shafi ◽  
Mian Muhammad Atif ◽  
Wang Qun ◽  
Syed Muhammad Abdullah
Keyword(s):  
Organizational Justice ◽  
Organizational Support ◽  
Affective Commitment ◽  
Perceived Organizational Support ◽  
Interactional Justice ◽  
Organization Culture ◽  
Equation Modeling ◽  
Future Research ◽  
Innovative Behavior ◽  
Content Type

Purpose The purpose of this paper is to analyze the relationships among organizational justice, innovative organization culture, perceived organizational support (POS), affective commitment and innovative behavior (IB). The mediating role of POS is tested within the relationship of justice dimensions, affective commitment and IB. Design/methodology/approach Data for this research were collected from 367 managerial and executive employees working in manufacturing and IT sector firms in Pakistan. Structural equation modeling was utilized to test hypothesized relationships. Findings Results indicate that organizational justice (distributive, procedural and interactional justice), innovative organization culture and POS are significantly related to affective commitment and employees’ IB. The findings also showed that organizational justice stimulates employees’ affective commitment and IB through mediating POS as well as directly. Research limitations/implications The main limitation of this study is its cross-sectional design and self-reported questionnaire data. This study is also limited to manufacturing and IT sector in Pakistan. Therefore, other sectors and geographical locations could be chosen for future research using a bigger sample size. Originality/value This study makes important theoretical contributions using social exchange theory. It also expands the research in the area of organizational justice dimensions, organizational culture and POS as antecedents of affective commitment and IB. This study is an exceptional investigation of justice, organization culture, POS, commitment and IB in the Pakistan cultural context.

Linking the Big Five personality constructs to organizational justice

2009 ◽  
Vol 37 (2) ◽  
pp. 209-222 ◽  
Author(s):  
Junqi Shi ◽  
Han Lin ◽  
Lei Wang ◽  
Mo Wang
Keyword(s):  
Procedural Justice ◽  
Personality Traits ◽  
Organizational Justice ◽  
Big Five ◽  
Factor Model ◽  
Five Factor Model ◽  
Big Five Personality ◽  
Field Sample ◽  
Informational Justice ◽  
Practical Implications

Although extensive research has been conducted to investigate various factors related to organizational justice, few studies have examined the link between personality traits and organizational justice. Using a field sample, we explored the relationships between the five-factor model of personality and organizational justice. Results indicated that agreeableness and neuroticism were important correlates of organizational justice. Specifically, agreeableness was found to be positively related to all four organizational justice components proposed by Colquitt (2001). Neuroticism was found to be negatively related to procedural justice and informational justice. Theoretical and practical implications of the results are discussed.

Employees’ justice perceptions as a factor influencing successful outsourcing in the hospitality industry

2017 ◽  
Vol 29 (6) ◽  
pp. 1619-1637 ◽  
Author(s):  
Pablo Zoghbi-Manrique-de-Lara ◽  
Jyh-Ming Ting-Ding
Keyword(s):  
Procedural Justice ◽  
Organizational Justice ◽  
Hospitality Industry ◽  
Interactional Justice ◽  
Equation Modeling ◽  
Content Type ◽  
Individual Level ◽  
Justice Perceptions ◽  
Hotel Managers ◽  
The Way

Purpose This study aims to hypothesize that the more in-house staff perceive themselves as beneficiaries of the procedural justice (PJ) followed in the outsourcing, or perceive their outsourced peers as recipients of distributive (DJ) and interactional justice (IJ), the more they will show acceptance and positive evaluations of the outsourcing initiatives. Although prior research in the hospitality industry has extensively studied individual-level reactions to organizational justice, no study has been undertaken to examine how hotel staff support and value outsourcing initiatives based on the way they perceive management’s treatment of them and their peers. Design/methodology/approach Questionnaire data from 215 in-house employees working side-by-side with outsourced employees at 14 hotels in Gran Canaria (Spain) were analyzed by using structural equation modeling. Findings The results found that in-house employees who perceived themselves or their outsourced peers as recipients of organizational justice to a greater extent reported greater support for outsourcing by expressing higher levels of acceptance and better evaluations. The results also supported procedural justice (PJ) as playing a dominant role over distributive (DJ) and interactional justice (IJ). Research limitations/implications The findings suggest that by encouraging justice perceptions among in-house employees, mainly those related to properly discussing the outsourcing procedures with affected employees, hotel managers can promote successful outsourcing. Given that in-house employees reacted not only to the way they were treated by hotel management but also to the way their outsourced peers were treated, the findings also indicate that all (un)fair treatment in outsourcing, regardless of the recipient, should receive explicit attention by hotel managers. Originality/value This paper is one of the first to primarily focus on the individual level of analysis in examining and supporting organizational justice in hotel firms as a factor influencing outsourcing success.

scholarly journals Organizational Justice as an Antecedent of Job Performance

2013 ◽  
Vol 9 (3) ◽  
pp. 335 ◽  
Author(s):  
Aizzat Mohd. Nasurdin ◽  
Soon Lay Khuan
Keyword(s):  
Job Performance ◽  
Distributive Justice ◽  
Procedural Justice ◽  
Organizational Justice ◽  
Task Performance ◽  
Contextual Performance ◽  
Telecommunications Industry ◽  
Future Research ◽  
Performance Task ◽  
Customer Contact

The present research examines the influence of organizational justice (distributive justice and procedural justice) on predicting job performance (task performance and contextual performance). Survey data were drawn from a sample of 136 customer-contact employees within the telecommunications industry in Malaysia. Results of the regression analysis illustrate that distributive justice alone has a significant and positive relationship with task performance. On the other hand, only procedural justice is found to be significantly and positively related to contextual performance. Implications of the findings and directions for future research are highlighted.

Organizational justice as a predictor of organizational citizenship behaviour

2020 ◽  
Vol 13 ◽  
pp. 29-42
Author(s):  
Ahmed Salam
Keyword(s):  
Procedural Justice ◽  
Organizational Justice ◽  
General Hospital ◽  
Organizational Citizenship ◽  
Quantitative Method ◽  
Interactional Justice ◽  
The Body ◽  
Essential Factor ◽  
Organizational Citizenship Behaviours ◽  
The Impact

Organizational Justice essential factor could increase the organizational citizenship behaviours among employees in the workplace. This study aims to examine the impact of organizational justice on organizational citizenship behaviours among nurses. The study employed a quantitative method to examine the impact of organizational justice on organizational citizenship behaviours among nurses. The study conducted in Heet General Hospital and the questionnaire tool's used to collect the data. However, the questionnaires consist of three main elements of organizational justice (distributive, interactional and procedural justice) and the organizational citizenship behaviour items. The data is analyzed by Smart PLS. The result indicated that the distributive and interactional justice have a positive and significant impact on organizational citizenship behaviours among nurses. In contrast, procedural justice has no significant impact on organizational citizenship behaviours among nurses. Distributive justice predicted organizational citizenship behaviours more than interactional justice. The study contributed to enrich the body of literature, which is suffering the lack of study among nurses.

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