scholarly journals BEHAVIORAL AND ATTITUDINAL RESPONSES TO ORGANIZATIONAL JUSTICE MEDIATED BY JOB SATISFACTION WITH LOCUS OF CONTROL AS A MODERATOR: A STUDY OF TELECOM SECTOR OF PAKISTAN

2014 ◽  
Vol 02 (01) ◽  
pp. 23-34
Author(s):  
Sundis Azim ◽  
◽  
Muhammad Zeeshan Mirza
Keyword(s):  
Job Satisfaction ◽  
Procedural Justice ◽  
Organizational Justice ◽  
Job Loss ◽  
Industry Data ◽  
Mediation Effects ◽  
Competitive Industry ◽  
Attitudinal Response ◽  
Controlling Measures ◽  
Telecom Sector

The purpose of this study is to explore organizational justice outcomes in telecom sector of Pakistan. The tested model proposes a path through job satisfaction to improve organizational commitment among firms in the competitive industry. Data was collected from 120 telecom employees in three companies. Results from regression analysis show job satisfaction to explain attitudinal response to procedural justice. Mediation effects were not supported for absenteeism. Strict controlling measures in the private sector and fear of job loss do not enable employees in the sector to respond by being absent, despite being dissatisfied. No moderation was seen for procedural justice effects on job satisfaction. Overall implications for telecom sector managers are also discussed.

The relationship between organizational justice and job satisfaction

2016 ◽  
Vol 7 (2) ◽  
pp. 115-128 ◽  
Author(s):  
Yunhong Hao ◽  
Jie Hao ◽  
Xiaochen Wang
Keyword(s):  
Job Satisfaction ◽  
Procedural Justice ◽  
Organizational Justice ◽  
Western Society ◽  
Full Time ◽  
Private Companies ◽  
Content Type ◽  
Justice Perception ◽  
Part Time ◽  
The Relationship

Purpose Focusing on the corporations in China and aiming to figure out the significant connection between organizational justice perception and job satisfaction from Chinese setting, this study aimed to examine the effects of organizational justice upon job satisfaction of the full-time and part-time employees in the state owned enterprise (SOEs) and primate Chinese companies. Design/methodology/approach The study adopted the questionnaire to investigate more than 300 employees, and the empirical data of this paper is based on statistical analysis, such as confirmatory factor analysis, correlational and regression analysis. Findings The paper arrives at the conclusion that in SOEs, the employees’ perception about procedural justice was higher than distributive justice. While in private enterprises, the procedural justice and interactive justice were tested to have similar coefficients. The relationship between organizational justice and job satisfaction differed between full-time employees and part-time employees. Practical implications This study opens a new window for understanding how organizational justice influences employees’ job satisfaction in Chinese context, taking a further step to explore the different impacts of organizational justice on job satisfaction among different types of employees. Originality/value This paper collected data from both SOE and private companies in China, increasing the external validity of the findings. Meanwhile, the authors observed consistent findings with the studies in Western Society, which increase the generalization of our findings as well. The findings highlight the value of integrating literatures on organizational justice and job satisfaction.

scholarly journals The relationship between organizational justice with job satisfaction and organizational citizenship behavior

2019 ◽  
Vol 6 (2) ◽  
pp. 63-71
Author(s):  
Nurul Indahyati ◽  
Desak Ketut Sintaasih
Keyword(s):  
Job Satisfaction ◽  
Procedural Justice ◽  
Organizational Justice ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Structural Equation ◽  
Interactional Justice ◽  
Citizenship Behavior ◽  
Equation Modeling ◽  
Insignificant Effect

This study aims to explain the effect of organizational justice on job satisfaction and organizational citizenship behavior. The technique used to test the research hypothesis used Structural Equation Modeling (SEM) analysis techniques using SMARTPLS assistance, using IBM SPSS Statistics 22, and 65 respondents in this study, taken using Purposive Sampling techniques. The results of the study show that (1) distribution justice has a positive and significant effect on job satisfaction. (2) procedural justice has a positive and not significant effect on job satisfaction. (3) interactional justice has a positive and not significant effect on job satisfaction. (4) justice distribution has a positive and insignificant effect on organizational citizenship behavior. (5) procedural justice has a positive and insignificant effect on organizational citizenship behavior. (6) interactional justice has a positive and insignificant effect on organizational citizenship behavior. (7) job satisfaction has a positive and significant effect on organizational citizenship behavior.

scholarly journals Organizational justice perception of Indonesia civil servants, does it matter?

2018 ◽  
Vol 21 (2) ◽  
pp. 333-360
Author(s):  
Hety Budiyanti ◽  
Shine Pintor Patiro ◽  
Nurman Nurman
Keyword(s):  
Job Satisfaction ◽  
Procedural Justice ◽  
Organizational Justice ◽  
Structural Equation ◽  
Positive Emotion ◽  
Structural Model ◽  
Interactional Justice ◽  
Civil Servants ◽  
Two Phase ◽  
Central Sulawesi

The purpose of this research is to examine the influence of organizational justice to positive emotion of civil servants in south and central Sulawesi Province which impact their job satisfaction. Organizational justice consists of distributive justice, procedural justice, and interactional justice. We propose that the perception of organizational justice by civil servants on these two provinces will influence the formation of positive emotion which will impact their job satisfaction. This study provides a guidance to civil servants at leadership level to design a form of justice which influence positive emotions that have an impact on the work satisfaction of their subordinates. The subject on this research are civil servants employees in South and Central Sulawesi Province area. Purposive sampling method is employ with 400 respondents as sample requirement and 350 questionnaires were returned which made the response rate of 87.5 percent. Data is analyze using Structural Equation Modelling (SEM) with two phase approaches, namely: calculation model and structural model. The results demonstrate that organizational justice has the ability to explain and predict positive emotion. Furhermore, positive emotion has the ability to explain and predict job satisfaction for civil servants employees in South and Central Sulawesi Province. Interactional and procedural justice are significantly influencing positive emotion with interactional justice has the largest influence in positive emotion. While distributional justice has no significant influence on positive emotion.

scholarly journals ORGANIZACINIO TEISINGUMO VAIDMUO PRIIMANT SPRENDIMUS PAAUKŠTINTI

Psichologija ◽  
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.

scholarly journals PENGARUH KEADILAN ORGANISASIONAL TERHADAP KEPUASAN KERJA KARYAWAN BANK NAGARI CABANG UTAMA PADANG

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

scholarly journals Organizational retaliation, justice perception and satisfaction with work

2017 ◽  
Vol 16 (1) ◽  
Author(s):  
Vivianne Pereira Salas Roldan Vivianne ◽  
José Alisson Gomes da Costa Alisson ◽  
Augusto Cézar de Aquino Cabral Cabral ◽  
Tereza Cristina Batista de Lima Tereza ◽  
Silvia Maria Dias Pedro Rebouças Silvia
Keyword(s):  
Job Satisfaction ◽  
Cluster Analysis ◽  
Regression Analysis ◽  
Linear Regression ◽  
Procedural Justice ◽  
Organizational Justice ◽  
Satisfaction Scale ◽  
Justice Perception ◽  
Stepwise Method ◽  
The Relationship

The overall objective of the research was to investigate the relationship between perceptions of organizational retaliation, organizational justice and job satisfaction of employees of the Pharmacies Network in Ceará. The research was quantitative, covering a sample of 138 respondents. The multiple linear regression using stepwise method, and analysis of non-hierarchical clustering was applied. The research instrument used was composed of the following validated scales: Perception scale of distributive and procedural justice of Gomide Junior and Matias Siqueira (2008); Satisfaction Scale at Work (EST) of Matias Siqueira (2008); and Perception scale and judgment of organizational retaliation, of Mendonça et al. (2004). Among the results, the cluster analysis revealed a portion of employee’s undecided as to be or not satisfied with the organization (60.9%), against another part of satisfied employees (39.1%). Applying the multiple regression analysis, it was found that for the first group, procedural justice and satisfaction with the promotions have most influence on the perception of organizational retaliation. For the second group, the significant predictors of retaliation are the distributive justice and satisfaction with colleagues. O objetivo geral da pesquisa foi investigar a relação entre as percepções de retaliação organizacional, justiça organizacional, e satisfação com o trabalho dos colaboradores de uma Rede de Farmácias, situada em Fortaleza, Ceará. A abordagem de pesquisa foi quantitativa, abrangendo uma amostra de 138 respondentes. Foi aplicada a regressão múltipla linear com uso do método de stepwise, e a análise de clusters não hierárquica. O instrumento de pesquisa aplicado foi constituído pelas seguintes escalas validadas: Escala de Percepção de Justiça Distributiva e de Procedimentos, de Gomide Júnior e Matias Siqueira (2008); Escala de Satisfação no Trabalho (EST), de Matias Siqueira (2008); e a Escala de Percepção e Julgamento da retaliação organizacional, de Mendonça et al. (2004). Dentre os achados da pesquisa, a análise de clusters revelou uma parcela de colaboradores indecisos quanto a estar ou não satisfeitos com a organização (60,9%), contra uma parcela de colaboradores satisfeitos (39,1%). Aplicando-se a análise de regressão múltipla, verificou-se que para o primeiro grupo, a justiça de procedimentos e a satisfação com as promoções exercem maior influência sobre a percepção de retaliação organizacional. Para o segundo grupo, os preditores significativos da retaliação foram a justiça distributiva e a satisfação com os colegas.El objetivo general de la investigación fue investigar la relación entre las percepciones de represalia organizacional, justicia organizacional, y satisfacción con el trabajo de los colaboradores de una Red de Farmacias, situada en Fortaleza, Ceará. El enfoque de investigación fue cuantitativo, con una muestra de 138 encuestados. Se aplicó la regresión múltiple lineal con el uso del método de stepwise, y el análisis de clusters no jerárquicos. El instrumento de investigación aplicado fue constituido por las siguientes escalas validadas: Escala de Percepción de Justicia Distributiva y de Procedimientos, de Gomide Júnior y Matias Siqueira (2008); Escala de Satisfacción en el Trabajo (EST), de Matías Siqueira (2008); y la Escala de Percepción y Juicio de la represalia organizacional, de Mendonça et al. (2004). Entre los hallazgos de la investigación, el análisis de clusters reveló una parcela de colaboradores indecisos en cuanto a estar o no satisfechos con la organización (60,9%), contra una parcela de colaboradores satisfechos (39,1%). Se aplicó el análisis de regresión múltiple y se verificó que, para el primer grupo, la justicia de procedimientos y la satisfacción con las promociones ejercen mayor influencia sobre la percepción de la represalia organizacional. Para el segundo grupo, los predictores significativos de la represalia fueron la justicia distributiva y la satisfacción con los colegas.

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

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

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.

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