THE DARK TRIAD AND PERCEPTIONS OF ORGANISATIONAL JUSTICE AMONG TEACHING STAFF IN PRIVATE HIGHER EDUCATION

<p>The main purpose of this study was to examine the relationship between The Dark Triad components (Machiavellianism, Narcissism, and Psychopathy), and perceptions of the different organisational justice dimensions (distributive, procedural, and interactional) among teaching staff in private higher education. The sample included 277 participants (106 male, 171 female) aged 23 to 65. Self-report data were collected online using the Short Dark Triad, and The Organisational Justice Perceptions Questionnaire. Results have shown significant gender differences in the perception of organisational justice. Psychopathy was negatively related to the perception of distributive, procedural, and interactional justice only in men. Narcissism uniquely positively predicted distributive, procedural, and interactional justice in women. Machiavellianism showed no significant effects on perceptions of organisational justice dimensions in both men and women, which suggests that Machiavellianism operates similarly across gender regarding organisational justice. The positive effect of narcissism on the perception of procedural and interactional justice was more pronounced when associated with low Machiavellianism, which indicates that Machiavellianism indirectly negatively affects the perception of organisational justice. The results highlight the importance of including dark traits in explaining the perception of organisational justice.</p><p> </p><p><strong> Article visualizations:</strong></p><p><img src="/-counters-/edu_01/0950/a.php" alt="Hit counter" /></p>

How the interplay between organisational ‘culture’ and ‘climate’ shapes police officers’ perceptions of community policing

This article draws on interview data and the concepts of organisational ‘culture’ and ‘climate’ to critically assess police officers’ perceptions of community policing in one English constabulary. In so doing, it considers the cultural, organisational and wider contextual determinants of officers’ alignment to this style of police work. With an emphasis on developing community partnerships and engaging in problem-solving, rather than enforcement of the criminal law, community policing has been seen a primary way of rendering officers more ‘responsive’ to the needs of citizens, improving police–community relations and driving down crime rates. An important reform movement in police organisations around the world, the success of community policing nonetheless depends on officers’ willingness and ability to deliver it. Accordingly, the generation of evidence about the ‘drivers’ of officers’ attitudes to inform strategies to promote the delivery of the approach is essential. Findings suggest that officers value community policing as an organisational strategy but that the approach maintains a low status and is undervalued compared with other specialisms within the organisation. This is born of an organisational culture that foregrounds law enforcement as the primary function of police work and an organisational climate that reinforces it. This has implications for community officers in terms of their perceptions of and attitudes towards the approach, self-esteem and sense of value and worth, perceptions of organisational justice, discretionary effort and role commitment. Recommendations for police managers are set out.

Organizational Justice and Workplace Bullying: Lessons Learned from Externally Referred Complaints and Investigations

Workplace bullying is a serious psychosocial risk which, when poorly managed, results in detrimental outcomes for individuals, organizations, and society. Some of the most common strategies for addressing bullying within the workplace centre on attempts to document and contextualise the bullying situation—that is, the internal complaint and investigation process. Scholarly inquiries of these investigative mechanisms, however, are limited, and most have neglected the influence of organisational justice as an underpinning mechanism in explaining complainant dissatisfaction. Using evidence from 280 real-life cases of workplace bullying lodged with a peak work, health, and safety agency, we identify how organizational justice manifests in externally referred cases of workplace bullying. Specifically, we match complainant evaluations of the internal complaint and investigation handling process to domains of organisational justice, thereby ascertaining potential threats to efforts to effectively manage and prevent bullying in the workplace. Four types of justice—distributive, procedural, interpersonal, and informational—were identified within the cases. Specifically, in cases of workplace bullying where distributive justice is not upheld (usually by virtue of unsubstantiated claims), the way in which information is gathered and decisions are made (procedural), the way in which the parties are treated (interpersonal), and the timeliness and validity of explanations provided (informational) are all cited by complainants as key factors in their decision to escalate the complaint to an external investigative body. These results signal the need for timely, clear, and compassionate investigative processes that validate complainants’ experiences and serve as a tool for rebuilding trust and repairing damaged relationships in the workplace.

Understanding Gender Equality Policy and Practice Gaps Through the Lens of Organisational Justice: Development of an Employee Alignment Model

Policies and actions to address gender inequalities are widespread across a range of institutional and organisational contexts. Concerns have been raised about the efficacy and impacts of such measures in the absence of sustained evaluation of these activities. It has been proposed that important contextual factors may propel or inhibit measures to promote gender equality, including a critical mass of women, role models, diverse leaders and inclusive organisational cultures. This paper explores relationships between organisational justice and equality interventions to better understand gaps between equality policies and practices using a comparative case study approach in a male-dominated sector. A combination of questionnaire and interview data analysis with employees in three case organisations in the construction sector are used to outline links between perceptions of gender equality initiatives and organisational justice, and the mechanisms used to reinforce in-group dominance. The findings culminate in the development of an Employee Alignment Model and a discussion of how this relates to the organisational climate for gender equality work. The findings suggest that the development of interactional organisational justice is an important precursor for successful gender equality interventions in organisations. These findings have implications for those looking to minimize unintentional harm of policies or interventions to improve gender equality.

Cultural perceptions of ethical leadership and its effect on intention to leave in the independent hotel industry

Purpose Studies have shown that due to the high direct and indirect costs of staff turnover, there is a need for managers to use approaches that engender a feeling that the organisation is fair to its employees and consequently reduce the intention to leave. However, to understand how to apply the research findings and theories from different parts of the world, we need to understand how employees’ perceptions of such factors as ethical leadership and organisational justice are affected by the national culture. Therefore, this study aims to compare the impact of ethical leadership on the intention to leave through justice, loyalty and satisfaction among employees of independent hotels from two Global Leadership and Organizational Behaviour Effectiveness (GLOBE) cultural clusters. Design/methodology/approach A total of 1,561 questionnaires were received from independent hotel employees, which were analysed using structural equation modelling. Data were collected in the USA, the UK, Italy and Spain whose national cultures fall into two different GLOBE regional clusters. Findings The results show similarities and differences between countries and within and between clusters. No relationship was found between procedural justice and intention to leave in any of the four countries. Ethical leadership had no significant impact on job satisfaction and organisational justice in the UK, which contrasts with results in the other three countries. The study findings also show that distributive justice has a significant relationship with the intention to leave in the USA and the UK (Anglo cluster), whereas no specific relationship was found between these two variables in Italy and Spain (Latin European cluster). Originality/value This study contributes to the literature of ethical leadership and its application to the hotel industry in two culturally different GLOBE clusters. This study shows how the relationships between organisational variables are affected by national culture and emphasises the importance for hotel managers of being aware of the specific characteristics of the culture of the country in which they are operating.

Examining an Organisational Justice Model of Perceived Discrimination in the New Zealand Workforce

<p>The current study proposes a model to examine the impact of organisational justice on perceived discrimination and work attitudes/behaviour. The model also examines the influence of ethnicity and support for diversity on these relationships. Two studies were conducted using separate samples which collected data from 1,554 employees in 2010 and 2012. Study 1 used an overall measure of perceived racial discrimination whilst study 2 used a 4-part general measure of discrimination. Regression analysis from both studies showed that interpersonal justice is active in predicting perceptions of discrimination, and these perceptions are associated with negative outcomes for work attitudes and behaviour. Support for diversity largely mitigated the negative effects of discrimination on work behaviour. A lack of predicted results for work attitudes may indicate that processes resulting from discrimination differ according to work attitudes and behaviour. Conclusions and avenues for future research are discussed</p>

Examining an Organisational Justice Model of Perceived Discrimination in the New Zealand Workforce

<p>The current study proposes a model to examine the impact of organisational justice on perceived discrimination and work attitudes/behaviour. The model also examines the influence of ethnicity and support for diversity on these relationships. Two studies were conducted using separate samples which collected data from 1,554 employees in 2010 and 2012. Study 1 used an overall measure of perceived racial discrimination whilst study 2 used a 4-part general measure of discrimination. Regression analysis from both studies showed that interpersonal justice is active in predicting perceptions of discrimination, and these perceptions are associated with negative outcomes for work attitudes and behaviour. Support for diversity largely mitigated the negative effects of discrimination on work behaviour. A lack of predicted results for work attitudes may indicate that processes resulting from discrimination differ according to work attitudes and behaviour. Conclusions and avenues for future research are discussed</p>

The management of disciplinary cases in the South African public service post-2009 to the 2018 era

Background: Poor management of disciplinary cases in the South African public service departments is on the rise. The management of disciplinary cases, amongst other things, has drawn considerable criticism from within the public sector, various media outlets, interest groups and even opposition movements. The government has adopted progressive discipline prescripts to inculcate and promote a culture of professional ethics and accountability. In the workplace, objectivity, consistency and fairness are an important part of healthy employer–employee ties.Aim: The study sought to obtain an in-depth understanding of disciplinary cases and describe the challenges senior managers face when managing disciplinary cases in the public service departments.Setting: Both the national and provincial public service departments of South Africa.Methods: The study adopted qualitative modernistic research approach. Semi-structured electronic questionnaire was used to collect views from 751 senior managers.Results: Public service employees are deprived of organisational justice because of weaknesses associated with the discipline management. This is because management of disciplinary cases and sanctions in most national and provincial departments in the public service is perilous and incongruent with the discipline management prescripts.Conclusion: Based on the findings, the current practices do not deter future violations of discipline management prescripts; inconsistent, unfairness and injustice application of sanctions and management of cases and future misconduct in the workplace. Therefore, the authors recommend the use of team-based and progressive discipline to ensure that staff contribute effectively, efficiently and ethically to the goals of the government. The present study contributes to the existing body of knowledge on human resource management and organisational behaviour and provides a platform that broadens an understanding of the amplifying toxic management of disciplinary cases in the South African public service context.

Reflexive Behaviour: How Publication Pressure Affects Research Quality in Astronomy

Reflexive metrics is a branch of science studies that explores how the demand for accountability and performance measurement in science has shaped the research culture in recent decades. Hypercompetition and publication pressure are part of this neoliberal culture. How do scientists respond to these pressures? Studies on research integrity and organisational culture suggest that people who feel treated unfairly by their institution are more likely to engage in deviant behaviour, such as scientific misconduct. By building up on reflexive metrics, combined with studies on the influence of organisational culture on research integrity, this study reflects on the research behaviour of astronomers with the following questions: (1) To what extent is research (mis-)behaviour reflexive, i.e., dependent on perceptions of publication pressure and distributive and organisational justice? (2) What impact does scientific misconduct have on research quality? In order to perform this reflection, we conducted a comprehensive survey of academic and non-academic astronomers worldwide and received 3509 responses. We found that publication pressure explains 10% of the variance in occurrence of misconduct and between 7% and 13% of the variance of the perception of distributive and organisational justice as well as overcommitment to work. Our results on the perceived impact of scientific misconduct on research quality show that the epistemic harm of questionable research practices should not be underestimated. This suggests there is a need for a policy change. In particular, lesser attention to metrics (such as publication rate) in the allocation of grants, telescope time and institutional rewards would foster better scientific conduct and, hence, research quality.