How Organizational Unfairness Impedes Service Employees Needs Fulfillment? The Case of Islamic Banking Industry in Pakistan

Purpose: The purpose of this study was to explore how organizational unfairness impedes fulfilment of various needs of non-managerial employees at Islamic banks. Methodology: The data were gathered through semi-structured interviews from sixteen non-managerial employees of different fully Islamic bank branches located in Rawalpindi and Islamabad, Pakistan. Findings: The study findings indicate that issues in the distributive, procedural and interactional justice elements of Islamic banks impedes fulfilment of basic, social, security, self-esteem, and self-actualization needs of non-managerial service employees of Islamic banks and adversely affects their wellbeing. Significance: This research contributes to the literature on organizational fairness by unpacking the ways in which issues in the organizational justice elements impeded non-managerial service employees’ life needs fulfilment. This study investigates the above-mentioned issue from the Islamic banks non-managerial employees’ perspective, which was not empirically investigated earlier. Limitations: The qualitative research findings might lack external validity or generalizability. In the future, a study could investigate this topic through survey research. Second, this research merely investigated how organizational unfairness impedes employees’ life needs. In future, a study could explore the strategies employed by the employees encountering organizational unfairness for resolving the issues relating to stress and other socio-economic aspects. Practical and Social Implications: This study findings provided an avenue to offer a number of practical implications to enhance fairness for non-managerial service employees in Islamic banks.

THE MEDIATING RELATIONSHIP BETWEEN AUTHENTIC LEADERSHIP, ORGANIZATIONAL JUSTICE & ENGAGEMENT

Within today’s fast changing and competitive environment, each business aims to be distinguished, more innovative and agile. To do so, all members of an organization need to be engaged, from the janitor all the way to the top. However, encouraging employees to become engaged is never easy. Many scholars thus conclude that organizational fairness is a significant factor in workers’ satisfaction. Effective management and leadership styles are often needed to improve employee involvement and company's performance. This research examines the conditions which might lead to better engagement of all employees. In particular, we focus on the two antecedents of engagement: authentic leadership and organizational justice. Two models are thus tested to better understand the mediating relationship between the three variables in question. After an extensive discussion of the obtained statistical results, practical implications of the study along with future recommendations are suggested.

Association of Organizational Behavior with Work Engagement and Work-Home Conflicts of Physician in China

This study aimed to examine how organizational behavior is associated with work engagement (WE) and work-home conflicts (WHCs) of physicians. The data were from a national cross-sectional survey of 3255 Chinese physicians. We examined organizational fairness, leadership attention, and team interaction for organizational behavior. The results indicate that greater organizational fairness is associated with higher WE and lower WHCs. High task fairness was associated with greater pride, and more enjoyment in work, lower sense of guilt towards their family, and less complaints from family members. Physicians reporting higher levels of leaders’ attention to their opinions reported experiencing more enjoyment of their work, and less effects on their care for family. A greater number of dinners with colleagues per month was associated with higher WE and lower WHCs, whilst a greater number of clinical case meetings per month was associated with higher WE and higher WHCs. The results suggest that the behavior of organizations could be an important intervention to improve the wellbeing of physicians.

Effect of Spirituality, Demographics, and Culture on Career Satisfaction, Organizational Fairness Climate, and Affective Commitment in Pakistani Organization: The Mediatory Role of Ethical Leadership

The lens through which followers experience the ethical dimension of leadership itself it is argued is likely distorted by a followers’ level in the hierarchy. In this regard, ethical leadership may be better conceptualized as an intermediary through which follower status contributes to these desirable outcomes. This research expands the literature about the causes, consequences, and the unique role of ethical leadership in the workplace. In particular, we examine the mediated model of ethical leadership in the effect of individualism, spirituality, as well as demographics on organizational outcomes like 1. Organization’s fairness climate (CF), 2. Affective commitment (AC), and 3. Career satisfaction (CS). Drawing on the work of Pucic (2015), we argue that demographics like Job, experience, Age, Education, Position, and Working Hour of employees affect their perception of ethical leadership (EL) in the organization, and this perception, in turn, affect the three above mentioned outcomes. In the same way, spirituality and individualistic (IND) cultures also influence these outcomes through EL. Spirituality was further sub-classified into Spiritual Believe (SB), Coping (SC), Experience (SE), and Practices (SP). Empirical validity was established by conducting a survey using a close-ended questionnaire. Data was collected from 500 employees and analyzed using confirmatory factor analysis and structured equation modeling. The results suggested that Ethical leadership, individualistic culture, and years of experience have a positive and significant effect on all three outcomes i.e. AC, CF, CS. Moreover, Education and Spiritual Believe seem to have a positive impact on AC. Similarly, Spiritual Experience also has a positive effect on CF. Surprisingly, position and Spiritual Practices seem to have a negative and significant impact on career satisfaction. Moreover, Education, individualism, and position also seem to be positively impacting ethical leadership. Hence, EL positively mediates the effect of education, individualism, and position on AC, CF, and CS respectively. Implications for theory and practice are discussed.