International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
This document summarizes a research study that investigated organizational commitment and job performance among academic and administrative personnel at a university. The study used Allen and Meyer's Three-Component Model to measure three types of organizational commitment: affective, normative, and continuance. It found that both academic and administrative personnel have strong affective and normative commitment to the university. Administrative personnel had stronger continuance commitment than academic personnel. The study also found that academic personnel had stronger affective and normative commitment, while administrative personnel had stronger continuance commitment. Both groups performed well in their jobs.
This document summarizes a research study that examined the influence of organizational culture, work environment, and work motivation on employee discipline at PT Jasa Marga (Persero) TBK in Medan, North Sumatra, Indonesia. The study found that organizational culture, work environment, and motivation all had a positive and significant influence on employee discipline. A survey of 67 employees found that these three factors together explained 61.8% of the variability in employee discipline, while other unmeasured factors explained the remaining 38.2%. The study concludes that maintaining a positive organizational culture, work environment, and motivation levels can help improve employee discipline at the company.
Organizational Commitment: A Comparative Study of Public and Private Sector B...inventionjournals
In spite of an increasing number of studies on organizational commitment, no unifying work focused on the measurement of organizational commitment of managers of banking sector. Organizational commitment is a feeling of one's dedication towards the employing organization, his/her willingness to work hard for that organization, and the intention to remain with that organization. There are various factors that affect the employees' commitment towards the organization. This study was carried out to establish the association of banking sector (public/private) and managerial levels with the organizational commitment among bank employees. Data was collected from 633 managers of banking sector using questionnaire method. Organizational commitment scale developed by Allen and Mayer (1990), was used as a tool for data collection. Regression analysis, t-test and one way ANOVA were used as statistical tools for data analysis. The results from the t-test of the study revealed that the public sector bank managers were more committed towards the organization than the private sector bank managers. The affective, continuance and normative commitment are high in public sector bank managers than private sector bank managers. Also, the ANOVA-test revealed that the top levels managers had the highest organizational commitment than the middle and the lower level managers. The affective, continuance and normative commitment of top level bank managers are higher than the middle and lower level managers. The t-test analysis results also, revealed that organizational commitment, affective commitment, continuance commitment of middle level bank managers is higher and significant than that of lower level bank managers. The difference of normative commitment between middle level and lower level managers is not statistically significant.
The Relationship between Transformational Style and Organization Commitment w...inventionjournals
This research was done to know the relationship between transformational style of leadership and organisation commitment with Organizational Citizenship Behavior on officers. The subject of this research was 30 officers of Aparatur Sipil Negara (State Civil Services) and 30 officers of the non permanent employees (PTTPK) at Dinas PU Bina Marga of East Java. The instruments used were the scale of transformational style of leadership, the scale of organisation commitment, and the scale of Organizational Citizenship Behavior. The result of the research shows there is a significant correlation simultaneously between transformational style of leadership and organisation commitment with Organizational Citizenship Behavior on all officers viewed from the result of coefficient analysis shows value of F = 4,961 with p=0,010 (p<0,05).><0,05)>< 0,05) this means there is a significant correlation of organization commitment with Organizational Citizenship Behavior on all officers
This study examined the relationship between employee commitment and organizational citizenship behavior in Nepalese companies. A survey was administered to 340 employees across five companies. The results showed that affective commitment and normative commitment were positively related to both factors of organizational citizenship behavior - altruism and compliance. Continuance commitment was not significantly related to altruism or compliance. The findings imply that affectively and normatively committed employees are more likely to exhibit organizational citizenship behaviors that benefit coworkers and the organization, while continuance commitment does not influence such extra-role behaviors. Overall, the study found employee commitment, especially affective and normative commitment, can promote organizational citizenship behavior in Nepalese workplaces.
To what extent does employees’ perception of organizational justice influence...Alexander Decker
This document summarizes a research study that investigated the relationship between employees' perceptions of organizational justice (distributive justice, procedural justice, and interactional justice) and their organizational citizenship behavior (OCB). The study was conducted with 152 employees in Ghana and found that:
1) Employees' overall perceptions of organizational justice significantly influenced and accounted for 6.5% of the variance in their OCB.
2) Procedural justice and interactional justice both positively related to OCB at a significant level, accounting for 3.7% and 2.1% of variance respectively.
3) Distributive justice did not significantly relate to OCB and only accounted for 1.4% of the variance
The Influence of Leadership Style and Organizational Climate on Work Relation...theijes
The purpose of this study was to determine and analyze the influence of Leadership Style and Organizational Climate on Work Relationship. Collecting data used quetionaire. Sampling method used proportionate cluster random sampling. The sample was partially of Private University in Southeast Sulawesi and the sampled respondents were middle-level managers (Dean and Vice Dean), manager of the lowest level (LPPM, LPMI, Department, Study Program, BAAK, Library and Laboratory), and organizing committee (faculty and staff), as well as students. The numbers of samples in this study were 350 respondents. Method of data analysis used Partial Least Square (PLS). The results showed that of Leadership Style has positive and significant influence on Employment Relationship. Organizational Climate has positive and significant influence on Work Relationship. Leadership Style has positive and significant influence on Organizational Climate.
The Effect of Transformational Leadership, Organizational Commitment and Empo...inventionjournals
The aim of this conducted study is to analyze the effect of transformational leadership, organizational commitment, empowerment of organizational citizenship behavior and managerial performance at PT. Cobra Direct Sale Indonesia. Analyzing the effect of organizational citizenship behavior on managerial performance at PT. Cobra Direct Sale Indonesia and analyze the influence of transformational leadership, organizational commitment, empowerment of managerial performance through organizational citizenship behavior at PT. Cobra Direct Sale Indonesia. The population in this research is manager of PT. Cobra Direct Sale Indonesia spread over 24 provinces which consist of 150 people. Sampling method used in this study using census. The analysis method used is descriptive analysis and Structural Equation Modeling (SEM). The result of research shows that transformational leadership, organizational commitment and empowerment give influence to organizational citizenship behavior and managerial performance of PT. Cobra Direct Sale Indonesia. Organizational citizenship behavior gives influence to managerial performance of PT. Cobra Direct Sale Indonesia. Transformational leadership, organizational commitment, empowerment gives effect to managerial performance through organizational citizenship behavior of PT. Cobra Direct Sale Indonesia
This document summarizes a research study that investigated organizational commitment and job performance among academic and administrative personnel at a university. The study used Allen and Meyer's Three-Component Model to measure three types of organizational commitment: affective, normative, and continuance. It found that both academic and administrative personnel have strong affective and normative commitment to the university. Administrative personnel had stronger continuance commitment than academic personnel. The study also found that academic personnel had stronger affective and normative commitment, while administrative personnel had stronger continuance commitment. Both groups performed well in their jobs.
This document summarizes a research study that examined the influence of organizational culture, work environment, and work motivation on employee discipline at PT Jasa Marga (Persero) TBK in Medan, North Sumatra, Indonesia. The study found that organizational culture, work environment, and motivation all had a positive and significant influence on employee discipline. A survey of 67 employees found that these three factors together explained 61.8% of the variability in employee discipline, while other unmeasured factors explained the remaining 38.2%. The study concludes that maintaining a positive organizational culture, work environment, and motivation levels can help improve employee discipline at the company.
Organizational Commitment: A Comparative Study of Public and Private Sector B...inventionjournals
In spite of an increasing number of studies on organizational commitment, no unifying work focused on the measurement of organizational commitment of managers of banking sector. Organizational commitment is a feeling of one's dedication towards the employing organization, his/her willingness to work hard for that organization, and the intention to remain with that organization. There are various factors that affect the employees' commitment towards the organization. This study was carried out to establish the association of banking sector (public/private) and managerial levels with the organizational commitment among bank employees. Data was collected from 633 managers of banking sector using questionnaire method. Organizational commitment scale developed by Allen and Mayer (1990), was used as a tool for data collection. Regression analysis, t-test and one way ANOVA were used as statistical tools for data analysis. The results from the t-test of the study revealed that the public sector bank managers were more committed towards the organization than the private sector bank managers. The affective, continuance and normative commitment are high in public sector bank managers than private sector bank managers. Also, the ANOVA-test revealed that the top levels managers had the highest organizational commitment than the middle and the lower level managers. The affective, continuance and normative commitment of top level bank managers are higher than the middle and lower level managers. The t-test analysis results also, revealed that organizational commitment, affective commitment, continuance commitment of middle level bank managers is higher and significant than that of lower level bank managers. The difference of normative commitment between middle level and lower level managers is not statistically significant.
The Relationship between Transformational Style and Organization Commitment w...inventionjournals
This research was done to know the relationship between transformational style of leadership and organisation commitment with Organizational Citizenship Behavior on officers. The subject of this research was 30 officers of Aparatur Sipil Negara (State Civil Services) and 30 officers of the non permanent employees (PTTPK) at Dinas PU Bina Marga of East Java. The instruments used were the scale of transformational style of leadership, the scale of organisation commitment, and the scale of Organizational Citizenship Behavior. The result of the research shows there is a significant correlation simultaneously between transformational style of leadership and organisation commitment with Organizational Citizenship Behavior on all officers viewed from the result of coefficient analysis shows value of F = 4,961 with p=0,010 (p<0,05).><0,05)>< 0,05) this means there is a significant correlation of organization commitment with Organizational Citizenship Behavior on all officers
This study examined the relationship between employee commitment and organizational citizenship behavior in Nepalese companies. A survey was administered to 340 employees across five companies. The results showed that affective commitment and normative commitment were positively related to both factors of organizational citizenship behavior - altruism and compliance. Continuance commitment was not significantly related to altruism or compliance. The findings imply that affectively and normatively committed employees are more likely to exhibit organizational citizenship behaviors that benefit coworkers and the organization, while continuance commitment does not influence such extra-role behaviors. Overall, the study found employee commitment, especially affective and normative commitment, can promote organizational citizenship behavior in Nepalese workplaces.
To what extent does employees’ perception of organizational justice influence...Alexander Decker
This document summarizes a research study that investigated the relationship between employees' perceptions of organizational justice (distributive justice, procedural justice, and interactional justice) and their organizational citizenship behavior (OCB). The study was conducted with 152 employees in Ghana and found that:
1) Employees' overall perceptions of organizational justice significantly influenced and accounted for 6.5% of the variance in their OCB.
2) Procedural justice and interactional justice both positively related to OCB at a significant level, accounting for 3.7% and 2.1% of variance respectively.
3) Distributive justice did not significantly relate to OCB and only accounted for 1.4% of the variance
The Influence of Leadership Style and Organizational Climate on Work Relation...theijes
The purpose of this study was to determine and analyze the influence of Leadership Style and Organizational Climate on Work Relationship. Collecting data used quetionaire. Sampling method used proportionate cluster random sampling. The sample was partially of Private University in Southeast Sulawesi and the sampled respondents were middle-level managers (Dean and Vice Dean), manager of the lowest level (LPPM, LPMI, Department, Study Program, BAAK, Library and Laboratory), and organizing committee (faculty and staff), as well as students. The numbers of samples in this study were 350 respondents. Method of data analysis used Partial Least Square (PLS). The results showed that of Leadership Style has positive and significant influence on Employment Relationship. Organizational Climate has positive and significant influence on Work Relationship. Leadership Style has positive and significant influence on Organizational Climate.
The Effect of Transformational Leadership, Organizational Commitment and Empo...inventionjournals
The aim of this conducted study is to analyze the effect of transformational leadership, organizational commitment, empowerment of organizational citizenship behavior and managerial performance at PT. Cobra Direct Sale Indonesia. Analyzing the effect of organizational citizenship behavior on managerial performance at PT. Cobra Direct Sale Indonesia and analyze the influence of transformational leadership, organizational commitment, empowerment of managerial performance through organizational citizenship behavior at PT. Cobra Direct Sale Indonesia. The population in this research is manager of PT. Cobra Direct Sale Indonesia spread over 24 provinces which consist of 150 people. Sampling method used in this study using census. The analysis method used is descriptive analysis and Structural Equation Modeling (SEM). The result of research shows that transformational leadership, organizational commitment and empowerment give influence to organizational citizenship behavior and managerial performance of PT. Cobra Direct Sale Indonesia. Organizational citizenship behavior gives influence to managerial performance of PT. Cobra Direct Sale Indonesia. Transformational leadership, organizational commitment, empowerment gives effect to managerial performance through organizational citizenship behavior of PT. Cobra Direct Sale Indonesia
11.the relationship of leader member exchange and organizational citizenship ...Alexander Decker
This document summarizes a research study that examined the relationship between leader-member exchange (LMX), organizational citizenship behavior (OCB), and the moderating role of subordinate LMX. The study found that superior LMX has a significant positive impact on subordinate OCB, while subordinate LMX did not have a significant impact. Subordinate self-esteem was found to mediate the relationship between subordinate LMX and OCB, but not the relationship between superior LMX and OCB. The study introduces the role of subordinate LMX awareness of organizational vision, mission, and strategies as a new moderating variable to be examined.
Managerial perceptions on corporate social responsibility in select companies...inventy
Research Inventy : International Journal of Engineering and Science is published by the group of young academic and industrial researchers with 12 Issues per year. It is an online as well as print version open access journal that provides rapid publication (monthly) of articles in all areas of the subject such as: civil, mechanical, chemical, electronic and computer engineering as well as production and information technology. The Journal welcomes the submission of manuscripts that meet the general criteria of significance and scientific excellence. Papers will be published by rapid process within 20 days after acceptance and peer review process takes only 7 days. All articles published in Research Inventy will be peer-reviewed.
Organisational climate and corporate performanceAlexander Decker
This document summarizes a study that examined the relationship between organizational climate and corporate
performance in the Nigerian oil industry. The study utilized questionnaires and interviews with 382 employees from
seven major oil companies in Nigeria. The findings revealed a positive and significant relationship between
organizational climate dimensions of recognition for achievement, organizational support, and cohesion with corporate
performance. Specifically, these three dimensions of organizational climate were found to have a positive influence on
corporate performance. The implications of these findings for management practice are also discussed.
A study on impact of job characteristics on key attitudesAlexander Decker
This document discusses a study on the impact of job characteristics on the attitudes of faculty members at professional educational institutes. The study examined how factors like promotional opportunities, task variety, pay satisfaction, and professional development related to faculty commitment levels and job satisfaction. A survey of 251 faculty members found that promotional opportunities, task variety, pay, and participation in decision making were positively associated with higher job satisfaction and affective commitment, while participation related to increased normative commitment. The document provides context on factors that influence organizational commitment and job satisfaction, and their relationship to job characteristics.
Role of Organizational Commitment & Transformational Leadership in Enhancing ...inventionjournals
Past and present studies discuss the importance of transformational leadership and organizational commitment in an organization. This study further aimed at adding into the existing body of literature and explores the relationship between organizational commitment, transformational leadership and its role in enhancing employee in role performance and organizational citizenship behavior in banking sector of Pakistan. Study explores a significant positive relationship between variables. A sample of 240 employees working in public sector was drawn using multistage cluster sampling. 180 respondents took final part and response rate was 75%. Data was collected primarily with help of questionnaire and further analyzed with help of several techniques e.g. descriptive statistics to describe & summarize the data. Correlation and regression analysis was run to prove the hypothesis of the study.
This study examined the relationship between HRM practices and organizational commitment among software professionals in India. The results showed that HRM practices such as an employee-friendly work environment, career development opportunities, development-oriented performance appraisals, and comprehensive training had a significant positive relationship with organizational commitment. These four HRM practices explained 41.3% of the variation in organizational commitment. The study emphasizes the role of HRM practices in enhancing organizational commitment among software professionals.
International Journal of Business and Management Invention (IJBMI)inventionjournals
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online
Organizational Conflicts Management In Selected Organizaions In Lagos State, ...iosrjce
IOSR Journal of Business and Management (IOSR-JBM) is a double blind peer reviewed International Journal that provides rapid publication (within a month) of articles in all areas of business and managemant and its applications. The journal welcomes publications of high quality papers on theoretical developments and practical applications inbusiness and management. Original research papers, state-of-the-art reviews, and high quality technical notes are invited for publications.
This document provides an overview of organizational behavior. It defines organizational behavior as the study of human behavior in organizational settings and its interface with organizations. It discusses the importance of organizational behavior in understanding employees and organizations, motivating employees, improving labor relations, predicting and controlling human behavior, and effectively utilizing human resources. It also outlines factors that affect organizational behavior like people, structure, technology, and environment. It describes the objectives and levels of analysis of organizational behavior and provides examples of models of organizational behavior like autocratic, custodial, and collegial models.
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online
This study investigates the relationship between organizational culture and attitudes toward organizational change in Malaysian companies. Based on prior research, the study developed a questionnaire to assess four types of organizational culture (communal, fragmented, networked, mercenary) and three components of attitudes toward change (affective, cognitive, behavioral). The questionnaire was administered to 258 Malaysian manufacturing companies. The results showed a relationship between organizational culture and attitudes toward change, with some cultures more accepting of change than others. The implications are that understanding this relationship can help managers implement changes more effectively.
relationship between transactional and transformational leadership, job secur...Panca Titis
This document summarizes a research study that examined the relationships between transformational leadership, transactional leadership, job security, affective commitment, and employee performance. Specifically, it hypothesized that transformational leadership, transactional leadership, and job security influence employee performance through the mediator of affective commitment. The study was conducted with 257 employees at an Indonesian ready-to-drink company experiencing decreased performance. Data analysis found the hypothesized relationships between the variables to be a good fit for the data.
The Effect of Organizational Commitment and Organization Identity Strength to...IOSR Journals
Fire Department Employee Performance Jakarta Indonesia was marked by people had not been
maximized yet since in the fire cases always come late. Society always expected the performance of the fire
department in carrying out their duties on time. The purpose of this research was to measure and describe the
extent to which performance of the Jakarta Fire Department when it was affected by the variable of
organizational commitment and strength of organizational identity and organizational citizenship behaviour.
The method used in this research was quantitative. Data analysis techniques used was SEM (Structural
Equation Modelling) with the help of AMOS program. The data were collected by using a research instrument
that was distributed to the sample of 355 employees. The results showed that organizational commitment was
significantly influence organizational citizenship behaviour, but having no significant effect on employee
performance. While organizational citizenship behaviour had a significant effect on employee performance.
Organizational citizenship behaviour was mediating the relationship between commitments to employee
performance. On the other hand, it did not significantly influence organizational identity on organizational
citizenship behaviour, and also no significant effect on the employee performance. The implication of research
was organizational citizenship behaviour of Fire Department employee to be important in improving employee
performance.
Pengaruh Profesionalisme, Gaya Kepemimpinan, Komitmen Organisasi dan Locus Of Control Terhadap Kinerja Auditor (studi pada Kantor Akuntan Publik DKI Jakarta)
This chapter introduces organizational behavior and discusses its key components. It addresses OB at the individual, group and organizational levels of analysis. The chapter also outlines four main challenges for OB: a changing social/cultural environment; an evolving global environment; advancing information technology; and shifting work/employment relationships. It provides examples and figures to illustrate core aspects of OB.
This document summarizes a research article from the International Journal of Advanced Research in Management. The article discusses organizational commitment, which refers to an employee's psychological attachment to an organization. It reviews different models of organizational commitment, including viewing it as a unidimensional versus multidimensional construct. It specifically examines Meyer and Allen's three-component model of commitment, which includes affective, continuance, and normative commitment. The article also discusses factors that can impact an employee's level of organizational commitment, such as role stress, empowerment, job insecurity, and leadership distribution. It concludes by reviewing different forces that can drive organizational commitment, such as investments, reciprocity, lack of alternatives, and identification with an organization
This document summarizes a study that examined the validity and reliability of an organizational commitment scale. The study measured aspects that can form organizational commitment, which includes affective commitment, continuance commitment, and normative commitment. Survey data from 60 employees at a company in Yogyakarta was analyzed. The results found that all aspects and indicators were valid and reliable in reflecting organizational commitment. Normative commitment had the strongest impact while continuance commitment had the weakest. The measurement model was deemed acceptable.
This document discusses leadership styles, perceived organizational politics, and job satisfaction. It proposes that transformational leadership reduces perceptions of politics and increases job satisfaction, while transactional leadership increases perceptions of politics and decreases job satisfaction. The study aims to examine the mediating role of politics on the relationships between leadership styles and job satisfaction among employees in Pakistan. Understanding these links can help manage changing organizations and reduce the negative effects of politics.
This document discusses organizational justice and its impact on employee performance and reducing conflicts. It begins with an abstract noting that organizational justice plays a significant role in human resources decisions around hiring, promotions, etc. and how this impacts employee motivation and productivity.
The introduction discusses how employees are important assets for organizations and how organizational justice relates to fairness in decisions like hiring, promotions, and compensation. It notes that distributive and procedural justice help motivate employees.
The literature review discusses how strategic human resource management and organizational justice can reduce conflicts between employees by establishing fair policies on rewards and compensation. It also discusses how employee job performance and outcomes relate to their motivation levels and treatment within the organization.
This document summarizes a research study conducted at Politeknik LP3I Bandung examining the influence of organization structure, work environment, and motivation on employee performance. The study used a quantitative approach, surveying 55 employees. The results found that organization structure, work environment, and motivation all positively influence employee performance. An appropriate organization structure and positive work environment are important for improving employee welfare and motivation, which enhances performance and allows the organization to achieve its goals.
This document summarizes a study that analyzed the mediating role of job satisfaction in the relationship between distributive justice, ethical leadership, and organizational commitment among nurses at PKU Muhammadiyah Hospital in Yogyakarta, Indonesia. The study found that: 1) distributive justice and ethical leadership positively influenced job satisfaction; 2) job satisfaction positively influenced organizational commitment; 3) distributive justice positively influenced organizational commitment directly and indirectly through job satisfaction; and 4) ethical leadership positively influenced organizational commitment directly but not indirectly through job satisfaction. The study concluded that job satisfaction partially mediates the relationship between distributive justice and organizational commitment.
11.the relationship of leader member exchange and organizational citizenship ...Alexander Decker
This document summarizes a research study that examined the relationship between leader-member exchange (LMX), organizational citizenship behavior (OCB), and the moderating role of subordinate LMX. The study found that superior LMX has a significant positive impact on subordinate OCB, while subordinate LMX did not have a significant impact. Subordinate self-esteem was found to mediate the relationship between subordinate LMX and OCB, but not the relationship between superior LMX and OCB. The study introduces the role of subordinate LMX awareness of organizational vision, mission, and strategies as a new moderating variable to be examined.
Managerial perceptions on corporate social responsibility in select companies...inventy
Research Inventy : International Journal of Engineering and Science is published by the group of young academic and industrial researchers with 12 Issues per year. It is an online as well as print version open access journal that provides rapid publication (monthly) of articles in all areas of the subject such as: civil, mechanical, chemical, electronic and computer engineering as well as production and information technology. The Journal welcomes the submission of manuscripts that meet the general criteria of significance and scientific excellence. Papers will be published by rapid process within 20 days after acceptance and peer review process takes only 7 days. All articles published in Research Inventy will be peer-reviewed.
Organisational climate and corporate performanceAlexander Decker
This document summarizes a study that examined the relationship between organizational climate and corporate
performance in the Nigerian oil industry. The study utilized questionnaires and interviews with 382 employees from
seven major oil companies in Nigeria. The findings revealed a positive and significant relationship between
organizational climate dimensions of recognition for achievement, organizational support, and cohesion with corporate
performance. Specifically, these three dimensions of organizational climate were found to have a positive influence on
corporate performance. The implications of these findings for management practice are also discussed.
A study on impact of job characteristics on key attitudesAlexander Decker
This document discusses a study on the impact of job characteristics on the attitudes of faculty members at professional educational institutes. The study examined how factors like promotional opportunities, task variety, pay satisfaction, and professional development related to faculty commitment levels and job satisfaction. A survey of 251 faculty members found that promotional opportunities, task variety, pay, and participation in decision making were positively associated with higher job satisfaction and affective commitment, while participation related to increased normative commitment. The document provides context on factors that influence organizational commitment and job satisfaction, and their relationship to job characteristics.
Role of Organizational Commitment & Transformational Leadership in Enhancing ...inventionjournals
Past and present studies discuss the importance of transformational leadership and organizational commitment in an organization. This study further aimed at adding into the existing body of literature and explores the relationship between organizational commitment, transformational leadership and its role in enhancing employee in role performance and organizational citizenship behavior in banking sector of Pakistan. Study explores a significant positive relationship between variables. A sample of 240 employees working in public sector was drawn using multistage cluster sampling. 180 respondents took final part and response rate was 75%. Data was collected primarily with help of questionnaire and further analyzed with help of several techniques e.g. descriptive statistics to describe & summarize the data. Correlation and regression analysis was run to prove the hypothesis of the study.
This study examined the relationship between HRM practices and organizational commitment among software professionals in India. The results showed that HRM practices such as an employee-friendly work environment, career development opportunities, development-oriented performance appraisals, and comprehensive training had a significant positive relationship with organizational commitment. These four HRM practices explained 41.3% of the variation in organizational commitment. The study emphasizes the role of HRM practices in enhancing organizational commitment among software professionals.
International Journal of Business and Management Invention (IJBMI)inventionjournals
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online
Organizational Conflicts Management In Selected Organizaions In Lagos State, ...iosrjce
IOSR Journal of Business and Management (IOSR-JBM) is a double blind peer reviewed International Journal that provides rapid publication (within a month) of articles in all areas of business and managemant and its applications. The journal welcomes publications of high quality papers on theoretical developments and practical applications inbusiness and management. Original research papers, state-of-the-art reviews, and high quality technical notes are invited for publications.
This document provides an overview of organizational behavior. It defines organizational behavior as the study of human behavior in organizational settings and its interface with organizations. It discusses the importance of organizational behavior in understanding employees and organizations, motivating employees, improving labor relations, predicting and controlling human behavior, and effectively utilizing human resources. It also outlines factors that affect organizational behavior like people, structure, technology, and environment. It describes the objectives and levels of analysis of organizational behavior and provides examples of models of organizational behavior like autocratic, custodial, and collegial models.
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online
This study investigates the relationship between organizational culture and attitudes toward organizational change in Malaysian companies. Based on prior research, the study developed a questionnaire to assess four types of organizational culture (communal, fragmented, networked, mercenary) and three components of attitudes toward change (affective, cognitive, behavioral). The questionnaire was administered to 258 Malaysian manufacturing companies. The results showed a relationship between organizational culture and attitudes toward change, with some cultures more accepting of change than others. The implications are that understanding this relationship can help managers implement changes more effectively.
relationship between transactional and transformational leadership, job secur...Panca Titis
This document summarizes a research study that examined the relationships between transformational leadership, transactional leadership, job security, affective commitment, and employee performance. Specifically, it hypothesized that transformational leadership, transactional leadership, and job security influence employee performance through the mediator of affective commitment. The study was conducted with 257 employees at an Indonesian ready-to-drink company experiencing decreased performance. Data analysis found the hypothesized relationships between the variables to be a good fit for the data.
The Effect of Organizational Commitment and Organization Identity Strength to...IOSR Journals
Fire Department Employee Performance Jakarta Indonesia was marked by people had not been
maximized yet since in the fire cases always come late. Society always expected the performance of the fire
department in carrying out their duties on time. The purpose of this research was to measure and describe the
extent to which performance of the Jakarta Fire Department when it was affected by the variable of
organizational commitment and strength of organizational identity and organizational citizenship behaviour.
The method used in this research was quantitative. Data analysis techniques used was SEM (Structural
Equation Modelling) with the help of AMOS program. The data were collected by using a research instrument
that was distributed to the sample of 355 employees. The results showed that organizational commitment was
significantly influence organizational citizenship behaviour, but having no significant effect on employee
performance. While organizational citizenship behaviour had a significant effect on employee performance.
Organizational citizenship behaviour was mediating the relationship between commitments to employee
performance. On the other hand, it did not significantly influence organizational identity on organizational
citizenship behaviour, and also no significant effect on the employee performance. The implication of research
was organizational citizenship behaviour of Fire Department employee to be important in improving employee
performance.
Pengaruh Profesionalisme, Gaya Kepemimpinan, Komitmen Organisasi dan Locus Of Control Terhadap Kinerja Auditor (studi pada Kantor Akuntan Publik DKI Jakarta)
This chapter introduces organizational behavior and discusses its key components. It addresses OB at the individual, group and organizational levels of analysis. The chapter also outlines four main challenges for OB: a changing social/cultural environment; an evolving global environment; advancing information technology; and shifting work/employment relationships. It provides examples and figures to illustrate core aspects of OB.
This document summarizes a research article from the International Journal of Advanced Research in Management. The article discusses organizational commitment, which refers to an employee's psychological attachment to an organization. It reviews different models of organizational commitment, including viewing it as a unidimensional versus multidimensional construct. It specifically examines Meyer and Allen's three-component model of commitment, which includes affective, continuance, and normative commitment. The article also discusses factors that can impact an employee's level of organizational commitment, such as role stress, empowerment, job insecurity, and leadership distribution. It concludes by reviewing different forces that can drive organizational commitment, such as investments, reciprocity, lack of alternatives, and identification with an organization
This document summarizes a study that examined the validity and reliability of an organizational commitment scale. The study measured aspects that can form organizational commitment, which includes affective commitment, continuance commitment, and normative commitment. Survey data from 60 employees at a company in Yogyakarta was analyzed. The results found that all aspects and indicators were valid and reliable in reflecting organizational commitment. Normative commitment had the strongest impact while continuance commitment had the weakest. The measurement model was deemed acceptable.
This document discusses leadership styles, perceived organizational politics, and job satisfaction. It proposes that transformational leadership reduces perceptions of politics and increases job satisfaction, while transactional leadership increases perceptions of politics and decreases job satisfaction. The study aims to examine the mediating role of politics on the relationships between leadership styles and job satisfaction among employees in Pakistan. Understanding these links can help manage changing organizations and reduce the negative effects of politics.
This document discusses organizational justice and its impact on employee performance and reducing conflicts. It begins with an abstract noting that organizational justice plays a significant role in human resources decisions around hiring, promotions, etc. and how this impacts employee motivation and productivity.
The introduction discusses how employees are important assets for organizations and how organizational justice relates to fairness in decisions like hiring, promotions, and compensation. It notes that distributive and procedural justice help motivate employees.
The literature review discusses how strategic human resource management and organizational justice can reduce conflicts between employees by establishing fair policies on rewards and compensation. It also discusses how employee job performance and outcomes relate to their motivation levels and treatment within the organization.
This document summarizes a research study conducted at Politeknik LP3I Bandung examining the influence of organization structure, work environment, and motivation on employee performance. The study used a quantitative approach, surveying 55 employees. The results found that organization structure, work environment, and motivation all positively influence employee performance. An appropriate organization structure and positive work environment are important for improving employee welfare and motivation, which enhances performance and allows the organization to achieve its goals.
This document summarizes a study that analyzed the mediating role of job satisfaction in the relationship between distributive justice, ethical leadership, and organizational commitment among nurses at PKU Muhammadiyah Hospital in Yogyakarta, Indonesia. The study found that: 1) distributive justice and ethical leadership positively influenced job satisfaction; 2) job satisfaction positively influenced organizational commitment; 3) distributive justice positively influenced organizational commitment directly and indirectly through job satisfaction; and 4) ethical leadership positively influenced organizational commitment directly but not indirectly through job satisfaction. The study concluded that job satisfaction partially mediates the relationship between distributive justice and organizational commitment.
Writekraft Research and Publications LLP was initially formed, informally, in 2006 by a group of scholars to help fellow students. Gradually, with several dissertations, thesis and assignments receiving acclaim and a good grade, Writekraft was officially founded in 2011 Since its establishment, Writekraft Research & Publications LLP is Guiding and Mentoring PhD Scholars.
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performance is the result of work controlled by individual employees and can contribute to the success of the
organization in achieving its goals. This study aims to analyze the effect of LMX and work engagement on
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observations. The data analysis technique used is path analysis and single test. The results of the analysis show
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WHERE IS THE RUNNING HEAD 1
WHERE IS THE RUNNING HEAD 5
Where is the title and why did you put in an abstract?
Just FOLLOW DIRECTIONS
Abstract
The above is not even centered
Leadership in organizations plays an important role in ensuring the company's objectives are attained with the monitoring of daily organizational operations. Leadership structures the decision-making process within an organization, which explains the intended purpose of the operations within the organization. Leadership varies depending on the nature of the organization's operations in chasing its goals; hence, decisions require scrutiny and understanding of the concerns within the organization. This paper gives concepts on leadership and explains different theories in meeting the expected goal of the organizations.
Comparison and contrasting Contrasting of leadership Leadership theoriesTheories
Different leadership theories follow values that the management concludes to be effective in extracting intended results hence differences in the leadership theories we discuss in this paper. There are different leadership theories, including situational leadership theory, which educates leaders on dealing with matters. In contrast, behavioral theory indicates learning skills toward becoming a good leader. The strengths of handling situations include saving on the costs of maintaining and deciding on methods to undertake in expecting positive results (Zaccaro et al., 2018). The response to situations is administered after the occurrence and the need for leadership qualities. Many leaders prefer situational leadership since a short time is taken to make decisions on situations at hand, which makes the responses effective as solutions. The strategy involves high expertise since its expectations of the decisions would be certain and accurate leadership. Behavioral leadership involves developing habits from practice in certain leadership skills through gaining experience in a certain field.
The leadership theory shapes leaders' characters and makes them familiar with issues they would have experienced during the learning process. Behaviors developed would influence decisions made in the organization since risks and strategies in fulfilling the plans would be evaluated adequately. The character of individuals grows with exposure to many issues in the organization and industry, hence the ability to make informed decisions in leading the organization. Adopting foreign skills improves the organization's quality in market sales since the leadership standards would be similar to those in foreign markets (Offermann & Coats, 2018). Trait leadership portrays similar qualities to behavioral leadership because of the common objective of leaders mastering the skill of leadership through learning. However, the theories differ in behavior adoption, where behaviors are perceived to be innate .
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Impact of Lmx on Organizational Justice and Organizational Justice on Organizational Citizenship Behavior
1. International Journal of Business and Management Invention
ISSN (Online): 2319 – 8028, ISSN (Print): 2319 – 801X
www.ijbmi.org || Volume 3 Issue 10 || October. 2014 || PP.21-29
www.ijbmi.org 21 | Page
Impact of Lmx on Organizational Justice and Organizational
Justice on Organizational Citizenship Behavior
(1)
Saba Khalid, (2)
Farwa Muqadas, (3)
Yasir Aftab Farooqi, (4)
Ayesha Nazish
(1) (3) (4)
Department of Management Sciences, University of Gujrat
(2)
National College of Business Administration & Economics
ABSTRACT: The purpose of this study is to investigate the impact of Organizational justice on organizational
citizenship behavior and Leader-Member Exchange. This research is conducted in Pakistani context. Data was
gathered through questionnaire from the employees working in Forward Sports Company, Sialkot Pakistan.
Hypothesis were developed and tested on 187 sample size, which is calculated by Taro Yamni formula. Results
showed that OJ has positive and significant relation with LMX and OCB. This research is helpful for managers
and researchers to make strategies to improve the LMX relation between leader and follower and increase the
employee OCB level.
KEYWORDS: Organizational Justice, Organizational Citizenship Behavior, Leader-Member Exchange
(LMX)
I. INTRODUCTION
Due to globalization and fast technological progress competition increased in business economy,
organization wants to sustain their competitive edge in market through leadership qualities, to lead the
employees or followers to achieve organizational goals. Increased competition forced the organization to revise
their management of resources to take competitive advantage in market. Employee’s performances are directly
related to the organization performance (Cascio 2003).
Leaders act as bridge or create interaction between leaders and followers in the organization. The major
development in leader-follower relationship is that Leader-Member exchange model which is known as LMX.
Leaders develop the relation with each subordinate differently on the basis of their work, relationship or
performance at work. Through LMX relation managers must enhance the performance of their subordinates.
Subordinate behaviors like Organizational citizenship behavior, organizational justice, and empowerment are
affected by the quality of relation between supervisor and subordinates (Raymond T. Sparrowe, Robert C.Liden,
1997).LMX is one of the strong antecedents of OCB (Organ et al., 2006). If the quality of relation among
supervisor and subordinates become poor then problem of poor performance or to achieve best performance
goal cannot be achieved. Leader-member exchange has positive effect on OCB if leader equally treat the
followers then their attitude towards organization success increases (Jian An Zhong &Wing Lam & Ziguang
Chen, 2011).In the work group leaders differentiate between the employees (Dansereau, Graen & Haga 1975).
Justice is an important factor which affect the employee citizenship behavior therefore fairness in every aspect
of organization is necessary which in turn affect the performance of organization (IQBAL, 2013). Perception of
unfairness leads to dissatisfaction in reward system in employee minds, which ultimately affect the employee
performance at job which put less effort in job goals (Mowday, 1987). Organizational justice is a flexible
perception which cover many things in organization system of payment and rewards. In order to remain the
worker satisfied, devoted or loyal to the organization there must be fairness in system of organization (Sania
Usmani , Dr. Siraj Jamal, 2013). Organization justice has three dimensions like distributive, procedural, and
interpersonal, these three dimensions have positive relation or impact on OCB.
OCB related to many organizational outcomes which affect the employee behavior. Citizenship
behavior is defined as employee controlled behavior that could or could not rewarded by the organization but it
add to organization by improving the on the whole quality of setting where work take place(Organ 1988). When
the employee observation of fair behavior by supervisors turn into more positive then OCB of employee
increases (Wiliams, piter and Zainuba 2002).OCB contribute more effort in overall organization effectiveness
(Motowildo and Van 1994). For long term organizational success and in order to retain the competitive
workforce manager should adopt the OCB practices in organization. When the quality of relationship enhances
then OCB behavior also increases (Wayne, Shore, Bommer and Tetrick 2002).
2. Impact of Lmx on Organizational Justice and Organizational…
www.ijbmi.org 22 | Page
The purpose of this paper is to investigate the relation of Organization justice with OCB and LMX in
the Pakistan context. This research may help the decision makers or leaders in support industry in Pakistan to
better understand the relationship between LMX, OCB and organizational justice which in turn improve the
performance of employee and enhance the productivity.
1.1. Problem Statement
Organizational justice link too many job related outcomes like OCB of employee, satisfaction, commitment
and etc. How organizational justice relates to employee behavior or attitude? Some supervisors are unconscious
about their supervisory roles or dynamic nature of relation with their subordinates which may affect the OCB
and Organizational justice. Factor of competitiveness not achieve if the employee feel unfairness in system of
organization or not committed to organization success. Can these three variables to improve the quality of
relation among supervisors and subordinates?
1.2. Objectives
To examine the impact of organizational justice on LMX
To examine the impact of organizational justice on OCB
1.3. Significance
This study helps in understanding the relation of organizational justice with LMX and OCB. This study
also improves the relation between leader and followers. The results of the study may help the managers how to
motivate the workers, retain the valuable workers, how to improve the quality of relation with workers and how
to lead followers in a good way to achieve organization success. The results of the study add in already exist
knowledge of LMX and its impact on employee attitude and behavior. This may possibly shape a basis for
future scholar research. The results of the study may b useful for the managers to improve the relation between
leaders and followers.
II. LITERATURE REVIEW
2.1. Organizational justice
Organizational justice concept was introduced by Greenberg 1987. Organizational justice is the study
of employee’s perception about fairness in decision’s and behaviors in the place of work and how these
decisions influence the employee own behavior.”Organizational justice is concerned with the fair management
of workers”(Randeree, 2008).Issues involved in fairness are about equality in promotion opportunities, fair pay,
fairness in employee selection procedures(Golnaz Tabibnia, Ajay B. Satpute, and Matthew D. Lieberman,
2008).There are three dimensions of organizational justice:
Distributive justice is the perception of fairness about the outcomes and rewards received by employee from
organization (Al-Zu’bi, 2010). Rewards distributed to employees according to their needs and contribution, on
the basis of equality and fairness in distribution of rewards determine by the comparison with others (Alsalem
and Alhaiani, 2007).
Procedural justice is the employee perception of fairness about the formal process which is used to determine
the rewards. Employees believe that rewards or benefits selection process is fair no biasness which increases the
employee commitment and level of satisfaction.
Interactional justices is an essential characteristic for organization success, it means that employee recognize
that they are treated by their supervisors fairly (Rabia Aslam ,Shama Sadaqat, 2011) quality of decision maker
and supervisor treatment is reflected as interactional justice (Bies&Moag, 1986).
2.2. Organizational citizenship behaviors
Organizational citizenship behavior is an intentional o discretionary individual organizational members
behaviors that, in the collective, is expected to promote overall organizational efficacy (Jiing-Lih Farh ,Chen-Bo
Zhong , Dennis W. Organ, 2004). OCB also term as contextual performance and OCB of employees would
function to improve the overall organizational performance (Borman and Motowidlo 1993). OCB linked with
the overall organization effectiveness. These type of employee performances or attitudes important for
organization effectiveness and also have important consequences for employee, it accelerate the organization
working.
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2.3. Leader-Member Exchange (LMX)
In the field of organizational justice Jerald Greenberg is an author who first time introduced the term of
“leader-member exchange” this theory developed by Green and his colleagues. Leader-member exchange is the
two way (dyadic relationship) relationship between the supervisor and the follower to improve the organization
effectiveness. Leader-member exchange theory refers that subordinates not treated by the same style by the
leaders, leaders developed different type of connection and exchange with their each subordinate (George B.
Graen , Mary Uhl-Bien, 1995).When leaders treat differently than two groups of followers create in-group or
out-group. In-group members are more trusted by leaders and develop a high quality exchange relationship with
leaders rather than out-group members (/2008/04/21/leader-member-exchange-lmx-theory/). In-group members
enjoy the job benefits or rewards, more attention from leaders; they are highly satisfied or motivated as compare
to out-group members (Lunenburg, 2010).
2.4. Relationship between Organizational Justice, Organizational citizenship behavior and Leader-
member Exchange (LMX)
Some studies prove that Leader-Member exchange have influence on organizational citizenship
behaviors. High quality Leader-member exchange has significant positive relation or influence on employees
Organizational citizenship behaviors and managers of business improve their relationship with the workers to
achieve the competitive advantage, some other factors may also influence this relationship (DR. ABBAS ALI
RASTGAR, NINA POUREBRAHIMI, SEYED MEHDI MOUSAVI DAVOUDI, 2012). Leader-subordinate
exchange has greater impact on organizational citizenship behavior of employees which ultimately increase the
commitment of employees towards organization and their intention to leave the organization becomes lower
therefore managers always try to improve the relation with their subordinates in order to achieve the higher level
of performance, employee thought that they receive extra reward or support therefore they pay attention to good
relation with supervisor (Asma Imran and Jaweria Fatima, 2013).
Organizational justice and its dimensions are all significantly and greatly associated or greater impact
on organizational citizenship behaviors and organizational justice positively correlated with OCB (Qader
Vazifeh Damirchi, Dr. Mohammadbager Babai Talatapeh, Moosa Zamanzadeh Darban, 2013). Managers
improve the LMX to increase the employee’s organizational justice and OCB level, LMX and organizational
justice help organization to improve the OCB (Kasemsap, 2012).
LMX has indirect effect on organizational citizenship behavior (Li-Yun Sun a, Irene Hau Siu Chow b,
Randy K. Chiu c, Wen PanLi-Yun Sun a, Irene Hau Siu Chow b, Randy K. Chiu c, Wen Pan, 2013).
Organizational justice has positive relation with organizational citizenship behavior, therefore organization
improve the employee attitude towards OCB practices to achieve the organization goal and success (O. Fatimah,
A. M. Amiraa and F. W. Halim, 2011). There is a significant and positive relation between organizational justice
and its types with OCB, When OCB recognized under the light of organizational justice then its results produce
more efficiency and satisfactory space in the organization (Bita Eskandari, Somayeh Dehghani, Seyedeh
Masomeh Hosseini Fard, Fatemeh Javdan,Afsaneh Abtin, Zahra tahmasebi, Mehdi Soleimani, 2013).
OCB is important employee attitude to achieve the organizational success therefore organization
encourage and facilitate the OCB to produce more good results and effectiveness and efficiency in organization
functions (Mian Sajid Nazir, Muhammad Shakeel Aslam , Muhammad Musarrat Nawaz, 2011).
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If organization citizenship perception more positive then organization justice also more positive which
influence each other (Ku¨rs¸ad Yılmaz , Murat Tasdan, 2009).Some studies found relationship between
organizational justice and its types with LMX , but interactional justice has significant positive relation with
LMX but no significant relation were present other types of justice with LMX(Erich C. Fein , Aharon Tziner,
Liat Lusky and Ortal Palachy, 2013). Organizational justice has direct and positive relation with employee
citizenship behaviors which include these aspects like humanity, duty, civic virtue, fairness and respect if
organizational justice increases it also promotes the OCB among the employees (S. Salajegheh, R. Poor Rashidi,
A.Koulak, 2013). There is strong and positive relation between LMX and OCB, this relation is stronger in those
employees who feel more empowerment rather than those who feel low empowerment in organization (Jian An
Zhong & Wing Lam & Ziguang Chen, 2011). Organizational justice types such as distributive, procedural and
interactional justice are important to maintain the long term LMX relationships (Scandura, 1999). LMX and
organizational justice simultaneously affect the OCB and produce positive relation with OCB (Farzin Farahbod ,
Mohammadreza Azadehdel ,Morad Rezaei-Dizgah ,Maryam Nezhadi-Jirdehi, 2012).
III. THEORETICAL FRAMEWORK
We aimed to study the relation of Organization justice which affect the Leader-member exchange and
the organizational citizenship behavior of employee in organization. Organizational justice is independent
variable and Leader-member exchange and organizational citizenship behavior are dependent variables.
Organizational justice has positive relation with LMX and OCB (Ali Asgari, Abu Daud Silong, Aminah Ahmad
and Bahaman Abu Samah, 2008). There is a significant and positive correlation between LMX and OCB (E. S.
Jaya , W. L. Mangundjaya).
IV. HYPOTHESIS
There is an interaction between organizational justice and leader-member exchange which improve the
follower and leader relation. There is positive relation between these two variables, which influence each other,
if the quality of leader-member exchange is high then it prove strength to the dimensions of organizational
justice, employees more associated or obliged towards organization (Ronald F. Piccolo, Mary Bardes, and
David M. Mayer , Timothy A. Judge, 2008). Therefore it is expected that;
H1: LMX is positively related with organizational justice.
If positive relationship exists between organizational justice and organization citizenship behavior then
employee satisfaction and commitment towards organization also increases. There is significant relation
between organizational citizenship behavior and the dimensions of organizational justice like distributive,
procedural and interactive (Marzieh Heidari, Saeed Rajaeepoor, Sayyed Mohammad , Reza Davoodi and Nima
Bozorgzadeh, 2012). Therefore it is expected that;
H2: Organizational justice is positively related with organizational citizenship behavior.
V. METHODOLOGY
5.1. Research Design
Researchers talk about research paradigms or approaches, paradigm is a “worldview” or is a set of
suppositions or assumptions how to conduct a research. Paradigm explains about research process. It explains
about which method or tool used for data collection. Both qualitative and quantitative techniques include in
paradigm, one is selected according to research base. In this research I used post positivism paradigm for
quantitative research, which test the hypothesis to true or no. It is widely used in quantitative research and it
gives appropriate results.
5.2. Population
Population is being select from forward sports company at Sialkot.
5.3. Sampling Design
Sampling technique which is used to conduct this research is simple random method. I used this
technique because population size is small and every individual has equal opportunity to participate and give
information. It represent whole population or it is easy to use or no biasness in data collection.
Organizational
justice
Leader-member
exchange (LMX)
Organizational
Citizenship
Behaviors
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5.4. Sample Size
Sample is taken from forward sports company at Sialkot, company has literate or illiterate workers or
employees. Company total population is 3500 employees or workers only 10% population is literate so only 350
employees include in our research.
To determine the sample size “Taro Yamni” formula used because we know about population size. Formula is
n=
n= sample size
N= population
e= marginal error (0.05)
According to formula calculation sample size is 187.
5.5. Data Collection Methods
Questionnaire was used for data collection about variables in this study. Organizational justice
perceptions were measured by 20 item scale employed by Niehoff and Moorman (1993). Organizational
citizenship behaviors were measured by 9 item scale employed by Smith et al’s (1983). Leader-Member
Exchange quality was measured by 7 item scale support on the work of Liden et al. (1993).
VI. DATA ANALYSIS
6.1. Demographic profile of Respondents
Total response rate is 64.7%, out of 187 questionnaire, 121 completely response by employees in
organization. Table 1 shows demographic information of respondents in percentage about age, gender, marital
status, overall experience, type of job and educational level. Out of 121 respondents male has large degree of
contribution in research which was 59.5%.The largest age group who participate in research was 20-30 years
showing percentage 52.1% which means that mostly employees are young in organization. Marital status
percentage which is 48.8 shows that mostly employee are single. Overall experience percentage 44.3 which is
shows mostly employee has 2-5 years experience or work in organization. Mostly employees are permanent in
organization percentage is 62.0. Educational level percentage which is 51.2 shows that mostly employee in
organization has bachelor degree.
Table 1 Demographic information of Respondents
NO Characteristics of respondents % of respondents
1. Gender Male 59.5
Female 40.5
2. Age 20-30 years 52.1
30-40years 36.4
40-50 years 8.3
50-60 years 3.3
3. Marital status Single 48.8
Married 43.0
Divorced 8.3
4. Over all experience 0-2 years 33.1
2-5 years 44.3
5-10 years 19.0
10 or more 6.6
5. Type of job Permanent 62.0
Contractual 24.8
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Temporary 13.2
6. Educational level Secondary 9.9
Bachelor 51.2
Master 38.8
6.2. Reliability Analysis
Internal reliability measures the consistency or strength of the tools or questionnaire which is used for
data collection. It measures the correlation between the questions of tools, which is measured by Cronbach
Alpha Coefficients. The Alpha value calculated for organizational justice, Organizational citizenship behavior,
Leader-Member Exchange were .615. Table 2 shows individual reliability of variables.
Table 2 Reliability Analysis
Variables Reliability
Organizational justice 0.71
Organizational citizenship behavior 0.74
Leader-member exchange 0.67
6.3. Descriptive Statistics and Correlation Analysis
Table 3 shows the means and standard deviation values of variables under the research study. The
mean score of variables were near to five which indicate the moderate level of agreement received from
respondents (variables measured on five point liker scale where 1=Strongly Disagree to5 =strongly agree).
Standard deviation values ranged from .453 to .510 shows that data was homogenous.
Table 3 Descriptive Statistics
Variables Mean S.D
Organizational justice 3.68 .453
Organizational citizenship behavior 3.85 .50
Leader-Member Exchange 3.69 .510
S.D= Standard Deviation
Table 4 presents the Pearson Correlation among variables. According to estimated model, all variables
have positive relation. As values shows in table, Organizational justice has strong positive and highly significant
relation with organizational citizenship behavior. But organizational justice has positive and significant relation
with LMX but not highly significant as the value shows .179*. So accept both hypothesis H1 and H2 because OJ
has positive relation with LMX and OCB and increase in OJ also lead to increase in OCB and LMX.
Table 4 Correlation Analysis
Organizational citizenship
behavior
Leader-Member Exchange
Organizational justice
.258** .179*Pearson’s Correlation
Significance Level .004 .049
6.4. Regression Analysis
Table 5 (a) shows regression analysis of variables which shows that independent variable how much
effect the dependent variable or model fitness. 1st
check the regression of Organizational justice with
organizational citizenship behavior. R square value shows that organizational justice do 67% change in OCB
and rest of change occur due to some other factors. ANOVA significance value shows that overall fitness of
model. ANOVAs value 0.004 which shows that the model is fit for the predication. In coefficients table t value
also show significance level because standard value of t is 1.96. Beta value 0.258 it shows that there is strong
positive relationship between these variables. So according to results accept H2 hypothesis because both
variable shows positive relation.
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(a) Regression Analysis of OJ with OCB:
Table 5 Regression Analysis (a)
R square ANOVA
0.67 Sig. .004
Coefficients
Model
Unstandardized
Coefficients
Standardized
Coefficients
T Sig.B Std. Error Beta
1 (Constant) 23.002 4.044 5.688 .000
Organization justice .159 .055 .258 2.913 .004
a. Dependent Variable: OCB
(b) Regression Analysis of LMX with OJ:
Table 5 (b) shows regression analysis of variables, check the regression of LMX with Organizational
justice. R square value shows that LMX do 32% change in organizational justice and rest of change occur due to
some other factors. ANOVAs value 0.049 which shows that the model is fit for the predication because its value
less than 0.05. In coefficients table t value also show significance level because standard value of t is 1.96. Beta
value 0.366 it shows that there is strong positive relationship between these variables. According to results
accept H1 because both variables affect each other.
Table 5 Regression Analysis (b)
R square ANOVA
0.32 Sig. .049
VII. CONCLUSION
The purpose of this research paper is to determine the impact of LMX on organizational justice and
organizational justice on organizational citizenship behavior and this study conducted at Forward sports
company Sialkot. According to results LMX has strong impact on OJ and OJ has strong impact on OCB of
employees at organization. If the employee think that all the policies and procedures in organization are fair then
their OCB level also increase, which ultimately increase their commitment towards organization and leader
increase? Employees in forward sports company has high LMX level which shows their high level of OJ or OJ
leads to OCB to increase in employees with organization and they are satisfied about their work they are doing
or the rewards they receive against their work from organization or their supervisors.According to the results,
the hypothesis which is estimated or developed, support by the test which applies to test the hypothesis or also
support given by the previous literature.H1 was accepted as LMX has positive relation with OJ at significance
level 0.049. H2 was also accepted, OJ has positively correlated with OCB at significance level 0.004.
When employee perceive that their supervisors are fair with each employee and give reward according
to their work they are more attached to supervisors and follow them to accomplish the organizational goals.
Supervisors also improve their relation with employees; this means that increase in LMX relation between
supervisor and followers of employees also leads to improve the OJ. LMX also predictor of some job related
outcomes like if employee has good relation with supervisor then employee commitment or OCB also improve
or increase.
Coefficients
Model
Unstandardized Coefficients
Standardized
Coefficients
t Sig.B Std. Error Beta
1 (Constant) 64.324 4.808 13.378 .000
LMX .366 .184 .179 1.988 .049
a. Dependent Variable: OJ
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When employee has better understanding with supervisor they resolve their issues easily, and employee
wants extra rewards for their work because they are more committed toward company or their work. OCB is
informal psychological contract, in which employee expectation for extra rewards from boss or company
increase.High level of OJ can enhance the employee OCB in organization which in turn increases the
satisfaction level of employees. Therefore it is necessary to ensure the OJ practices in organization and
communicate these practices among the employees which in turn increase loyalty or confidence among the
employees, which persuade the OCB of employees(O. Fatimah*, A. M. Amiraa and F. W. Halim , 2011).LMX
significantly impacts the OJ in organization, and in return OJ has impact the OCB perception of employees.
When the employees have high quality relation with their supervisors they felt obligation toward organization
and felt that they are treated fairly by their supervisors and their OJ level increase which in turn improve the
leader supervisor relation.
VIII. LIMITATIONS
1st
of all sample size is small; in future research it should be large to generalized the results. 2nd
is that
data collected only from the employees of company about LMX not from the supervisor which may b doubtful
from supervisor side. 3rd
this research conduct only at forward sport company in Sialkot, this study can b
conduct in other sectors to generalize the results. Future studies may challenge to verify our outcome by
investigating larger samples, as well as diverse groups of workers, such as those employees who work on
difficult tasks jointly with their supervisors. Lastly, several demographic features (e.g. educational level) which
also affect these variables were not measured here, also investigate in future studies.
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