Perceived Organizational Injustice, Job Satisfaction, Organizational Commitment, and Turnover Intention: A Study of MNCs in Malaysia

The paper intends to examine the relationship between perceived organizational injustice, organizational commitment, and turnover intention. Besides, the paper investigates the mediating role of job satisfaction on the relationship between organizational injustice, organizational commitment, and turnover intention. The presence of gender as a moderating role is also tested. Testing hypotheses on 203 MNCs employees, the paper finds that distributive and interactional injustice are associated with organizational commitment, job satisfaction, and higher turnover intention. Procedural injustice has a direct negative influence on job satisfaction. Job satisfaction has a mediating effect on the relationship between organizational injustice, organizational commitment, and turnover intention. Gender is found to have a moderating effect on the relationship between organizational injustice and turnover intention. This study's findings serve as guidelines to help managers better understand organizational behaviors, specifically on how to minimize employee turnover, improve job satisfaction and organizational commitment, and make better decisions in managing the perception of distributive and interactional injustice when dealing with their employees.

The Role of Work Alienation in the Relationship Between Perceived Organizational Injustice and Counterproductive Work Behaviors

Previous studies supported the relationship between perceived organizational injustice and counterproductive behaviors at work, and in the current research the emphasis is on the explanatory mechanism of alienation. This study aims to investigate whether work alienation could be a potential mediator in the relationship between the two constructs. In an attempt to research an explanatory mechanism that is less addressed in the literature, a non-experimental cross-sectional study was conducted, based on a sample of 145 participants from different industries. The statistical analysis’ results indicated that perceived organizational injustice is a significant predictor of counterproductive behavior. Furthermore, workplace alienation has completely mediated the relationship between perceived organizational injustice and employees’ counterproductive behaviors. These findings reiterate the role and importance of employees' perceptions of organizational justice in the emergence and possible reduction of counterproductive behaviors that are detrimental to both the organization and individuals. The data obtained also supported a possible explanatory mechanism of their relationship.

Customer-Oriented Constructive Deviance as a Reaction to Organizational Injustice Toward Customers

To date, research on the deontic model and third-party reactions to injustice has focused primarily on individuals’ tendency to punish the transgressor. In this study, we seek to extend the extant research by arguing that punishment may not be the only deontic reaction and that third-party observers of injustice should engage in activities that help the victim. More specifically, we explore employee’s customer-oriented constructive deviance as a reaction to organizational injustice toward customers. We also investigate how this deviance influences customer satisfaction. In addition, we explore service climate, driven by servant leadership as a moderator on the relationship between employees’ perceptions of organizational unfairness and customer-oriented constructive deviance. The study collected three-level survey data from 95 hotel managers, 396 employees, and 1,848 customers. We find that servant leadership increases service climate, which in turn strengthens the relationship between organizational injustice toward customers and customer-oriented constructive deviance. The findings also reveal that customer-oriented constructive deviance increases perceived service quality, leading to customer satisfaction. Our study significantly contributes to the emerging theory concerning customer-oriented constructive deviance by explaining the antecedents, consequences, and moderators. The study also helps managers deal with customer-oriented constructive deviance in the workplace.

Perceived organizational injustice and counterproductive work behaviours: mediated by organizational identification, moderated by discretionary human resource practices

PurposeThis research unpacks the relationship between employees' perceptions of organizational injustice and their counterproductive work behaviour, by detailing a mediating role of organizational identification and a moderating role of discretionary human resource (HR) practices.Design/methodology/approachThe hypotheses were tested with a sample of employees in Pakistan, collected over three, time-lagged waves.FindingsAn important reason that beliefs about unfair organizational treatment lead to enhanced counterproductive work behaviour is that employees identify less strongly with their employing organization. This mediating role of organizational identification is less salient, however, to the extent that employees can draw from high-quality, discretionary HR practices that promote their professional development and growth.Practical implicationsFor management practitioners, this study pinpoints a key mechanism – the extent to which employees personally identify with their employer – by which beliefs about organizational favouritism can escalate into purposeful efforts to inflict harm on the organization and its members. It also reveals how this risk can be subdued by discretionary practices that actively support employees' careers.Originality/valueThis study adds to previous research by detailing why and when employees' frustrations about favouritism-based organizational decision making may backfire and elicit deviant responses that likely compromise their own organizational standing.

Perceived Organizational Injustice and Corrupt Tendencies in Public Sector Employees: Mediating Role of Life Satisfaction

Studies have shown that corruption may adversely affect the functionality of the law and institutions; and may frustrate socio-economic development. Most developing countries focus the fight against corruption on the deterrence perspective, which emphasizes the promptness and severity of punishment as a way of preventing and discouraging corrupt behaviors. Punishment may not adequately deter corruption, especially when employees are less satisfied with life or feel unjustly treated and may, therefore, engage in corruption as a justice-restoring act. This study, therefore, adopted a justice-focused approach to investigate the extent to which perception of organizational injustice and life satisfaction correlated with corrupt tendencies in public sector employees. The participants were 285 public sector employees (188 males; 97 females), whose ages averaged 39.09 years (SD = 8.40) with a range of 20 to 58 years. They were selected across large sections of two public sector organizations in Nigeria. Results of the 3-step hierarchical regression showed that perception of organizational injustice was significantly related with increased level of corrupt tendencies. As the participants’ level of life satisfaction increased, their tendencies of engaging in corruption reduced. Results of the mediation tests showed that, despite an increased perception of organizational injustice, life satisfaction was significantly related with low tendencies of engaging in corruption among employees. In order to reduce corrupt tendencies, organizations should efficiently handle perceived wrongdoing among employees and institute programmes that promote employees’ happiness and well-being.