This study was conducted with the aim of examining the effects of organizational
politics (OP) and emotional intelligence (EI) on Affective commitment..Cluster sampling
technique was used to select three public universities which is found in Amhara
region,Ethiopia.The participants(n=332) was selected from these public universities
using simple random sampling technique.The statistical analysis method includes
descriptive statistics and structural equation modelling(SEM) .IBM SPSS AMOS 23
software was employed for testing the hypotheses using the collected data from the
respondents at a particular point of time.To measure the relation that exists between the
independent and dependent variables this study employs self-reporting questionnaire
based on five point likert scale.The result of the study shows that perceptions of
organizational politics and Emotional intelligence predict affective commitment
negatively and positively respectively
Organizational Justice and Job Satisfaction of Health Workers in Example of P...inventionjournals
The purpose of this study is to determine the levels of organizational justice perceptions and job satisfaction of health workers, and to show the relationship between organizational justice and job satisfaction. Within the study, organizational justice and job satisfaction scales were administered by 377 personnel in a public hospital in Turkey. According to the findings of the research, it has been found that there is a moderately significant relationship between three dimensions of organizational justice and job satisfaction. In particular, interaction justice and procedural justice have been found to affect employees' job satisfaction levels more particularly.
Brennan, Niamh M., Merkl-Davies, Doris M., and Beelitz, Annika [2013] Dialogi...Prof Niamh M. Brennan
We conceptualise CSR communication as a process of reciprocal influence between organisations and their audiences. We use an illustrative case study in the form of a conflict between firms and a powerful stakeholder which is played out in a series of 20 press releases over a two-month period to develop a framework of analysis based on insights from linguistics. It focuses on three aspects of dialogism, namely (i) turn-taking (co-operating in a conversation by responding to the other party), (ii) inter-party moves (the nature and type of interaction action characterising a turn i.e., denial, apology, excuse), and (iii) intertextuality (the intensity and quality of verbal interaction between the parties). We address the question: What is the nature and type of verbal interactions between the parties? First we examine (a) whether the parties verbally interact and then (b) whether the parties listen to each other.
We find evidence of dialogism suggesting that CSR communication is an interactive process which has to be understood as a function of the power relations between a firm and a specific stakeholder. Also, we find evidence of intertextuality in the press releases by the six firms which engage in verbal interaction with the stakeholder. We interpret this as linguistic evidence of isomorphic processes relating to CSR practices resulting from the pressure exerted by a powerful stakeholder. The lack of response by ten firms that fail to issue press releases suggests a strategy of ‘watch-and-wait’ with respect to the outcome of the conflict.
This is an Article Review on ‘Preferential Mistreatment: How Victim Status Moderates the Relationship between Organizational Citizenship Behavior and Workplace Victimization’ which endeavors to inquire whether employees are vulnerable by the harmful actions of others and to test this claim the authors employed the three indicators of social status sex, hierarchical position, and racial background to arrive at the this hypothesis
Economics and Sociological Foundations of Prosocial Behavior: A Theoretical S...AJHSSR Journal
ABSTRACT: Economic incentives and social norms known as social preferences are likely to have important effects on shaping of prosocial behaviors of individuals. In this paper, we attempt to bring together social norms and economic incentives on an equal footing in a model of individual choice concerning prosocial behavior. We present a comprehensive overview of economics and sociological theories that address themotives of individual’s prosocial behavior.
This study was conducted with the aim of examining the effects of organizational
politics (OP) and emotional intelligence (EI) on Affective commitment..Cluster sampling
technique was used to select three public universities which is found in Amhara
region,Ethiopia.The participants(n=332) was selected from these public universities
using simple random sampling technique.The statistical analysis method includes
descriptive statistics and structural equation modelling(SEM) .IBM SPSS AMOS 23
software was employed for testing the hypotheses using the collected data from the
respondents at a particular point of time.To measure the relation that exists between the
independent and dependent variables this study employs self-reporting questionnaire
based on five point likert scale.The result of the study shows that perceptions of
organizational politics and Emotional intelligence predict affective commitment
negatively and positively respectively
Organizational Justice and Job Satisfaction of Health Workers in Example of P...inventionjournals
The purpose of this study is to determine the levels of organizational justice perceptions and job satisfaction of health workers, and to show the relationship between organizational justice and job satisfaction. Within the study, organizational justice and job satisfaction scales were administered by 377 personnel in a public hospital in Turkey. According to the findings of the research, it has been found that there is a moderately significant relationship between three dimensions of organizational justice and job satisfaction. In particular, interaction justice and procedural justice have been found to affect employees' job satisfaction levels more particularly.
Brennan, Niamh M., Merkl-Davies, Doris M., and Beelitz, Annika [2013] Dialogi...Prof Niamh M. Brennan
We conceptualise CSR communication as a process of reciprocal influence between organisations and their audiences. We use an illustrative case study in the form of a conflict between firms and a powerful stakeholder which is played out in a series of 20 press releases over a two-month period to develop a framework of analysis based on insights from linguistics. It focuses on three aspects of dialogism, namely (i) turn-taking (co-operating in a conversation by responding to the other party), (ii) inter-party moves (the nature and type of interaction action characterising a turn i.e., denial, apology, excuse), and (iii) intertextuality (the intensity and quality of verbal interaction between the parties). We address the question: What is the nature and type of verbal interactions between the parties? First we examine (a) whether the parties verbally interact and then (b) whether the parties listen to each other.
We find evidence of dialogism suggesting that CSR communication is an interactive process which has to be understood as a function of the power relations between a firm and a specific stakeholder. Also, we find evidence of intertextuality in the press releases by the six firms which engage in verbal interaction with the stakeholder. We interpret this as linguistic evidence of isomorphic processes relating to CSR practices resulting from the pressure exerted by a powerful stakeholder. The lack of response by ten firms that fail to issue press releases suggests a strategy of ‘watch-and-wait’ with respect to the outcome of the conflict.
This is an Article Review on ‘Preferential Mistreatment: How Victim Status Moderates the Relationship between Organizational Citizenship Behavior and Workplace Victimization’ which endeavors to inquire whether employees are vulnerable by the harmful actions of others and to test this claim the authors employed the three indicators of social status sex, hierarchical position, and racial background to arrive at the this hypothesis
Economics and Sociological Foundations of Prosocial Behavior: A Theoretical S...AJHSSR Journal
ABSTRACT: Economic incentives and social norms known as social preferences are likely to have important effects on shaping of prosocial behaviors of individuals. In this paper, we attempt to bring together social norms and economic incentives on an equal footing in a model of individual choice concerning prosocial behavior. We present a comprehensive overview of economics and sociological theories that address themotives of individual’s prosocial behavior.
Dr. William Allan Kritsonis earned his BA in 1969 from Central Washington University, Ellensburg, Washington. In 1971, he earned his M.Ed. from Seattle Pacific University. In 1976, he earned his PhD from the University of Iowa. In 1981, he was a Visiting Scholar at Teachers College, Columbia University, New York, and in 1987 was a Visiting Scholar at Stanford University, Palo Alto, California.
In June 2008, Dr. Kritsonis received the Doctor of Humane Letters, School of Graduate Studies from Southern Christian University. The ceremony was held at the Hilton Hotel in New Orleans, Louisiana.
A chosen topic related to Business and how chosen philosophies of European thought would have viewed such a business-related situation. The chosen topic was sexual harassment in the corporate setting and looks at the cognitive, utilitarian views, the deontologists and the views of Immanuel Kant.
Role Stress Sources (Role Perceptions)'s Effect on Intention to Leave the Wor...inventionjournals
Role ambiguity and role conflict as role stress sources and turnover intention have been studied with various variables such as job satisfaction, organizational commitment, or organizational culture by some researchers. Then in this study we tried introduce the effect of role stress sources on intention to leave the work. Research of the study is applied at a State University in Ankara/Turkey. Role stress sources or role perceptions are held as role ambiguity and role conflict. The sample is consisted of 297 research assistants of the university from different departments. Role conflict and role ambiguity questionnaires applied to the research assistants. The results of the study demonstrated that multiple linear regression analysis is performed to determine effects of role conflict and role ambiguity on intention to leave work of research assistants. The results of multiple regression analysis are statistically significant (F (2,294) = 38,378, p <, 001). The adjusted R square value is 0,20. This result shows that 20 percent of the intention to leave the work is explained by role conflict and role ambiguity. According to the multiple regressions analysis performed, while the role ambiguity affects intention to leave the work significantly and negatively, the role conflict effects intention to leave the work significantly and positively.
Citizen Satisfaction with Police: A Pillar of Law Enforcement Governanceinventionjournals
Increasing use of governance practices in public administration have had broad repercussions in law enforcement and policing. As a result, law enforcement services have witnessed significant changes that shifted police from a bureaucratic, incident driven force to a proactive service oriented organization. Among other governance indicators, citizen satisfaction and confidence in law enforcement services has increasingly been one of the central tenets of the governance structures in the contemporary world.In this new era of policing, enhancing community relations and improving the satisfaction of citizens have become the main objective of police departments. This study first explains the governance approach to law enforcement and policing and then focuses on citizen satisfaction with police. It explores the general determinants of citizen satisfaction, and assesses the impact of police citizen encounters on citizen satisfaction with police. Based on the literature and research studies, this article shows that socio-demographic characteristics, such as age, race, gender, and income independently determine the attitudes toward police. Police contact also has a significant effect on satisfaction level. Favorable contacts with police improve citizens’ satisfaction regardless of the type of contact. Residential location of an individual and physical police presence in the neighborhood also affects attitudes toward police.
The Relationship between Organizational Justice, Organizational Commitment an...inventionjournals
The current study examines primarily the relationship between organizational justice, organizational commitment, and intention to leave. Investigating if there are gender differences in their levels of organizational justice, organizational commitment and intention to leave the organization is the second objective of this study. Data were collected from 384 health employees of a private hospital in Turkey by related instruments. Consequently, OJ was measured using Niehoff and Moorman’s (1993) scale; Mowday, Steers and Porter’s (1979) scale to measure OB was used and INTL was measured using Bluedorn’s (1982) scale. The reliabilities of the survey instrument was assessed, frequency tests were employed, correlation, regression and independent t-test were made in order to evaluate the relationships between organizational justice, organizational commitment and intention to leave of health employees’. The findings of the study suggest important implications for management theory and practice. The results show that OJ is positively related to OB and negatively related to INTL. OB is negatively related to INTL. As predicted, gender has significant effect on OB, OJ, and INTL. Further, males appear to have a higher OJ and INTL perception, females tend to engage higher OC.
Based on Aksom, Herman & Tymchenko, Inna. (2020b). “How institutional theories explains and fail to explain organizations”. Journal of Organizational Change Management. DOI:10.1108/JOCM-05-2019-0130.
Supplement papers:
Aksom, Heman & Zhylinska, Oksana & Gaidai, Tetiana. (2020a). “Can institutional theory be refuted, replaced or modified?”. International Journal of Organizational Analysis Vol. 28 No. 1, 2020 pp. 135-159. DOI: 10.1108/IJOA-02-2019-1666.
DiMaggio, Paul J. & Powell, Walter W. (1983). The Iron Cage Revisited: Institutional Isomorphism and Collective Rationality in Organizational Fields. American Sociological Review, Vol. 48, No. 2 (Apr., 1983), pp. 147-160.
CleverTap - Mobile Commerce Marketing GuideCleverTap
The ultimate Mobile Commerce Marketing Guide for Developers & Marketers looking to launch a mobile shopping app. Find out the latest market trends in this informative free mobile shopping guide.
Dr. William Allan Kritsonis earned his BA in 1969 from Central Washington University, Ellensburg, Washington. In 1971, he earned his M.Ed. from Seattle Pacific University. In 1976, he earned his PhD from the University of Iowa. In 1981, he was a Visiting Scholar at Teachers College, Columbia University, New York, and in 1987 was a Visiting Scholar at Stanford University, Palo Alto, California.
In June 2008, Dr. Kritsonis received the Doctor of Humane Letters, School of Graduate Studies from Southern Christian University. The ceremony was held at the Hilton Hotel in New Orleans, Louisiana.
A chosen topic related to Business and how chosen philosophies of European thought would have viewed such a business-related situation. The chosen topic was sexual harassment in the corporate setting and looks at the cognitive, utilitarian views, the deontologists and the views of Immanuel Kant.
Role Stress Sources (Role Perceptions)'s Effect on Intention to Leave the Wor...inventionjournals
Role ambiguity and role conflict as role stress sources and turnover intention have been studied with various variables such as job satisfaction, organizational commitment, or organizational culture by some researchers. Then in this study we tried introduce the effect of role stress sources on intention to leave the work. Research of the study is applied at a State University in Ankara/Turkey. Role stress sources or role perceptions are held as role ambiguity and role conflict. The sample is consisted of 297 research assistants of the university from different departments. Role conflict and role ambiguity questionnaires applied to the research assistants. The results of the study demonstrated that multiple linear regression analysis is performed to determine effects of role conflict and role ambiguity on intention to leave work of research assistants. The results of multiple regression analysis are statistically significant (F (2,294) = 38,378, p <, 001). The adjusted R square value is 0,20. This result shows that 20 percent of the intention to leave the work is explained by role conflict and role ambiguity. According to the multiple regressions analysis performed, while the role ambiguity affects intention to leave the work significantly and negatively, the role conflict effects intention to leave the work significantly and positively.
Citizen Satisfaction with Police: A Pillar of Law Enforcement Governanceinventionjournals
Increasing use of governance practices in public administration have had broad repercussions in law enforcement and policing. As a result, law enforcement services have witnessed significant changes that shifted police from a bureaucratic, incident driven force to a proactive service oriented organization. Among other governance indicators, citizen satisfaction and confidence in law enforcement services has increasingly been one of the central tenets of the governance structures in the contemporary world.In this new era of policing, enhancing community relations and improving the satisfaction of citizens have become the main objective of police departments. This study first explains the governance approach to law enforcement and policing and then focuses on citizen satisfaction with police. It explores the general determinants of citizen satisfaction, and assesses the impact of police citizen encounters on citizen satisfaction with police. Based on the literature and research studies, this article shows that socio-demographic characteristics, such as age, race, gender, and income independently determine the attitudes toward police. Police contact also has a significant effect on satisfaction level. Favorable contacts with police improve citizens’ satisfaction regardless of the type of contact. Residential location of an individual and physical police presence in the neighborhood also affects attitudes toward police.
The Relationship between Organizational Justice, Organizational Commitment an...inventionjournals
The current study examines primarily the relationship between organizational justice, organizational commitment, and intention to leave. Investigating if there are gender differences in their levels of organizational justice, organizational commitment and intention to leave the organization is the second objective of this study. Data were collected from 384 health employees of a private hospital in Turkey by related instruments. Consequently, OJ was measured using Niehoff and Moorman’s (1993) scale; Mowday, Steers and Porter’s (1979) scale to measure OB was used and INTL was measured using Bluedorn’s (1982) scale. The reliabilities of the survey instrument was assessed, frequency tests were employed, correlation, regression and independent t-test were made in order to evaluate the relationships between organizational justice, organizational commitment and intention to leave of health employees’. The findings of the study suggest important implications for management theory and practice. The results show that OJ is positively related to OB and negatively related to INTL. OB is negatively related to INTL. As predicted, gender has significant effect on OB, OJ, and INTL. Further, males appear to have a higher OJ and INTL perception, females tend to engage higher OC.
Based on Aksom, Herman & Tymchenko, Inna. (2020b). “How institutional theories explains and fail to explain organizations”. Journal of Organizational Change Management. DOI:10.1108/JOCM-05-2019-0130.
Supplement papers:
Aksom, Heman & Zhylinska, Oksana & Gaidai, Tetiana. (2020a). “Can institutional theory be refuted, replaced or modified?”. International Journal of Organizational Analysis Vol. 28 No. 1, 2020 pp. 135-159. DOI: 10.1108/IJOA-02-2019-1666.
DiMaggio, Paul J. & Powell, Walter W. (1983). The Iron Cage Revisited: Institutional Isomorphism and Collective Rationality in Organizational Fields. American Sociological Review, Vol. 48, No. 2 (Apr., 1983), pp. 147-160.
CleverTap - Mobile Commerce Marketing GuideCleverTap
The ultimate Mobile Commerce Marketing Guide for Developers & Marketers looking to launch a mobile shopping app. Find out the latest market trends in this informative free mobile shopping guide.
CleverTap Mobile App Startup Program - One SheetCleverTap
Calling all Entrepreneurs! Join our FREE Mobile App Startup Program. Find out how you can drive engagement for your app and receive up to 1 million push notifications absolutely free.
Modelling of Vendor Selection Problem for Radial Drilling Column by Fuzzy Inf...IJSRD
Like many complex supply chain problems, vendor selection problems are not so well defined which can be handed over completely to computers, whereas many human characteristics are also essential to the issues. In this paper attention is given to the fuzzy System helps Vendor Selection Problem (VSP) for Radial Drilling Column (RDC). It required expert’s view, conversion it into fuzzy term, making 8 rule base Model with implementing Fuzzy System using MATLAB. At ending point, conclusions and likely areas of Fuzzy in selecting vendors are present.
Checkout Report Webinar by Elastic Path and Netconceptsgetelastic
The report attempts to answer questions like: Does a shorter checkout process really decrease shopping cart abandonment? Should you use an order confirmation screen? Does live chat improve conversions? Study samples included a variety of vertical market groups including apparel and accessories, computers and electronics, and both high and low ticket value product retailers.
A Study of Perceived Organizational Justice, Trust, and Organisational Citize...IOSR Journals
The present organizations in which cut throat competition is there among employees, organizational justice and trust become more important to develop organizational citizenship behavior. organisation citizenship behavior is voluntary behavior on the part of employee which does not bring any reward to them. An employee who feels like citizen of organization does something extra for organization and coworkers which is not described in job description. Many previous researches proved impact of trust on organizational citizenship behavior and impact of organizational justice on organizational citizenship behavior. This study attempts to find out impact of trust and justice on OCB separately as well as combined impact of both the variables on OCB in service industry of Gwalior (MP, India).various statistical tools like reliability analysis and regression analysis was applied to the gathered data to fulfill the objective of the study.
Workplace Equity: Critique for Epistemological UsefulnessAJHSSR Journal
: This paper presents a logical critique to elucidate the central theme of workplace equity, as a
conscious phenomenon that directs workers’ sense of commitment in organizations. The understanding
produced thus become the logical framework upon which epistemological prescriptions where made for
inquiries, to explain, predict and even control the dynamics of equity in the world of walks. The paper identifies
equity as an individual worker’s feelings of how he/she is fairly treated with regards to self-inside; self-outside;
other-inside; and other-outside, as referents on work related issues. The paper contended that an individual’s
perception of workplace equity at any given time occurs in the psychological plain, and determined by the
individual’s experiences, circumstance, gender, marital status, referent, expectations, etc. Thus, it involves the
micro-level of analysis. The reactions of the individual to his perception of equity are both human and social
actions. However, because much of it happen in the psychological realm. It is not adequately captured through
the strict mathematical precision sought for in empirical epistemology. The paper therefore, subscribe to
constructivism or interpretism as the more valid epistemologies for constructing meanings in the subjective state
of the equity perceiver. Because of the objective reality contents in distributive phenomena in equity, the paper
further advocates for mixed epistemologies to direct inquiries closer to the truth on workplace equity.
Leadership & Organization Development JournalEmployee justic.docxsmile790243
Leadership & Organization Development Journal
Employee justice perceptions and coworker relationships
Monica Forret Mary Sue Love
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To cite this document:
Monica Forret Mary Sue Love, (2008),"Employee justice perceptions and coworker relationships",
Leadership & Organization Development Journal, Vol. 29 Iss 3 pp. 248 - 260
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http://dx.doi.org/10.1108/01437730810861308
Employee justice perceptions and
coworker relationships
Monica Forret
Department of Managerial Studies, St Ambrose University,
Davenport, Iowa, USA, and
Mary Sue Love
Department of Management and Marketing,
Southern Illinois University Edwardsville, Edwardsville, Illinois, USA
Abstract
Purpose – The purpose of this investigation is to explore whether perceptions of organizational
justice are related to coworker trust and morale. As jobs have become more broadly defined and
collaboration with colleagues has become increasingly important for accomplishing work, coworker
relationships are especially critical to manage effectively.
Design/methodo ...
R E A D I N G 7 . 2The Management of Organizational Justic.docxaudeleypearl
R E A D I N G 7 . 2
The Management of Organizational Justice
Russell Cropanzano, David E. Bowen and Stephen W. Gilliland
Executive Overview
Organizational justice has the potential to create powerful
benefits for organizations and employees alike. These include
greater trust and commitment, improved job performance,
more helpful citizenship behaviors, improved customer satis-
faction, and diminished conflict. We demonstrate the man-
agement of organizational justice with some suggestions for
building fairness into widely used managerial activities. These
include hiring, performance appraisal, reward systems, con-
flict management, and downsizing.
Justice, Sir, is the greatest interest of man on earth
—Daniel Webster
Business organizations are generally understood to be
economic institutions. Sometimes implicitly, other times
explicitly, this “rational” perspective has shaped the
relationship that many employers have with their workforce
(Ashforth & Humphrey, 1995). Many organizations, for
example, emphasize the quid pro quo exchange of monetary
payment for the performance of concrete tasks (Barley &
Kunda, 1992). These tasks are often rationally described
via job analysis and formally appraised by a supervisor.
Hierarchical authority of this type is legitimized based
upon the manager’s special knowledge or expertise (Miller &
O’Leary, 1989). Employee motivation is viewed as a quest for
personal economic gain, so individual merit pay is presumed
to be effective. Using the rational model, one can make a
case for downsizing workers who are not contributing
adequately to the “bottom line.” And the rational model
is found at the heart of the short-term uptick in the stock
price of firms that carry out aggressive cost-cutting measures
(Pfeffer, 1998).
Businesses certainly are economic institutions, but they
are not only economic institutions. Indeed, adherence to
this paradigm without consideration of other possibilities
can have problematic side effects. Merit pay is sometimes
ineffective (Pfeffer & Sutton, 2006), downsizing often has
pernicious long-term effects (Pfeffer, 1998), and bureau-
cratic management can straitjacket workers and reduce
innovation. We should attend to economic matters, but
also to the sense of duty that goes beyond narrowly defined
quid pro quo exchanges. It includes the ethical obligations
that one party has to the other. Members may want a lot of
benefits, but they also want something more. Organizational
justice—members’ sense of the moral propriety of how they
are treated—is the “glue” that allows people to work
together effectively. Justice defines the very essence of indi-
viduals’ relationship to employers. In contrast, injustice is
like a corrosive solvent that can dissolve bonds within the
community. Injustice is hurtful to individuals and harmful
to organizations.
In this paper we will discuss organizational justice, with
an emphasis on how it can be brought to the workplace.
We first define justice, payi ...
The presentations should analyze the reading and its connections t.docxgabrielaj9
The presentations should analyze the reading and its connections to the concepts covered in the text in the previous weeks. Provide additional analysis that connects the reading to concepts (pro or con) from your own current organization of T-Mobile
Week Five Topic: "Organizational Justice;" how Senior Leadership can create a climate/culture that fosters fairness.
Text Reading 7.2 "The Management of Organizational Justice"
READING 7.2: The Management of Organizational Justice
Russell Cropanzano
David E. Bowen
Stephen W. Gilliland
Executive Overview
Organizational justice has the potential to create powerful benefits for organizations and employees alike. These include greater trust and commitment, improved job performance, more helpful citizenship behaviors, improved customer satisfaction, and diminished conflict. We demonstrate the management of organizational justice with some suggestions for building fairness into widely used managerial activities. These include hiring, performance appraisal, reward systems, conflict management, and downsizing.
Justice, Sir, is the greatest interest of man on earth
—Daniel Webster
Business organizations are generally understood to be economic institutions. Sometimes implicitly, other times explicitly, this “rational” perspective has shaped the relationship that many employers have with their workforce (Ashforth & Humphrey, 1995). Many organizations, for example, emphasize the quid pro quo exchange of monetary payment for the performance of concrete tasks (Barley & Kunda, 1992). These tasks are often rationally described via job analysis and formally appraised by a supervisor. Hierarchical authority of this type is legitimized based upon the manager’s special knowledge or expertise (Miller & O’Leary, 1989). Employee motivation is viewed as a quest for personal economic gain, so individual merit pay is presumed to be effective. Using the rational model, one can make a case for downsizing workers who are not contributing adequately to the “bottom line.” And the rational model is found at the heart of the short-term uptick in the stock price of firms that carry out aggressive cost-cutting measures (Pfeffer, 1998).
Businesses certainly are economic institutions, but they are not only economic institutions. Indeed, adherence to this paradigm without consideration of other possibilities can have problematic side effects. Merit pay is sometimes ineffective (Pfeffer & Sutton, 2006), downsizing often has pernicious long-term effects (Pfeffer, 1998), and bureaucratic management can straitjacket workers and reduce innovation. We should attend to economic matters, but also to the sense of duty that goes beyond narrowly defined quid pro quo exchanges. It includes the ethical obligations that one party has to the other. Members may want a lot of benefits, but they also want something more. Organizational justice—members’ sense of the moral propriety of how they are treated—is the “glue” that allows people to work tog.
TheIncubatorAttribution theory in the organizational.docxssusera34210
The
Incubator
Attribution theory in the organizational
sciences: A case of unrealized potential
MARK J. MARTINKO
1*, PAUL HARVEY
2* AND
MARIE T. DASBOROUGH
3*
1
College of Business, Florida State University, Tallahassee, Florida, U.S.A.
2
Whittemore School of Business and Economics, University of New Hampshire, Durham, New
Hampshire, U.S.A.
3
School of Business, University of Miami, Coral Gables, Florida, U.S.A.
Summary We argue that although attributional processes appear to affect virtually all goal and reward
oriented behavior in organizations, they have not received adequate attention in the organ-
izational sciences. In this Incubator, we encourage scholars to unlock the potential
of attribution theory to develop more complete explanations of organizational behavior.
Copyright # 2010 John Wiley & Sons, Ltd.
Introduction
Attribution processes have been underutilized in the organizational sciences, yet have tremendous
potential to explain a wide range of workplace behaviors. The validity of attribution theory and the
tools to measure attributional processes are well-documented and frequently used by social
psychologists (Martinko, Douglas, & Harvey, 2006). We suspect that the underutilization of attribution
theory in the organizational sciences may have originated from concerns raised in the early-1980s that
cast attribution theory in an overly negative light. In this Incubator, we address those concerns and
demonstrate that attributions are relevant to many organizational phenomena, with a particular
emphasis on attribution styles, which are stable and reliable predictors of human behavior (e.g.,
Martinko, Harvey, & Douglas, 2007).
Definition, Role, and Function of Attributions
When we refer to attribution theory we are referring to the work of Heider (1958), Kelley (1973), and
Weiner (1986), which defines attributions as individuals’ explanations for the causes of their successes
Journal of Organizational Behavior
J. Organiz. Behav. 32, 144–149 (2011)
Published online 25 August 2010 in Wiley Online Library
(wileyonlinelibrary.com) DOI: 10.1002/job.690
*Please address correspondence via email to any or all of the above authors at [email protected]; [email protected];
and [email protected]
Copyright # 2010 John Wiley & Sons, Ltd.
Received 22 January 2010
Accepted 25 January 2010
and failures. The basic premise is that people have an innate desire to understand the causes of
important outcomes in their lives and that their attributions influence their responses to these outcomes
(Heider, 1958). Typical attributional explanations for outcomes are ability, effort, the nature of the task,
and luck.
Attributions are individuals’ beliefs about the causes of their successes and failures (i.e., rewards
and punishments) and influence expectancies, emotions, and behaviors (Martinko et al., 2007).
Recognizing that behavior is influenced by rewards and punishments, as almost all organizational
scholars would agree, ...
TheIncubatorAttribution theory in the organizational.docxchristalgrieg
The
Incubator
Attribution theory in the organizational
sciences: A case of unrealized potential
MARK J. MARTINKO
1*, PAUL HARVEY
2* AND
MARIE T. DASBOROUGH
3*
1
College of Business, Florida State University, Tallahassee, Florida, U.S.A.
2
Whittemore School of Business and Economics, University of New Hampshire, Durham, New
Hampshire, U.S.A.
3
School of Business, University of Miami, Coral Gables, Florida, U.S.A.
Summary We argue that although attributional processes appear to affect virtually all goal and reward
oriented behavior in organizations, they have not received adequate attention in the organ-
izational sciences. In this Incubator, we encourage scholars to unlock the potential
of attribution theory to develop more complete explanations of organizational behavior.
Copyright # 2010 John Wiley & Sons, Ltd.
Introduction
Attribution processes have been underutilized in the organizational sciences, yet have tremendous
potential to explain a wide range of workplace behaviors. The validity of attribution theory and the
tools to measure attributional processes are well-documented and frequently used by social
psychologists (Martinko, Douglas, & Harvey, 2006). We suspect that the underutilization of attribution
theory in the organizational sciences may have originated from concerns raised in the early-1980s that
cast attribution theory in an overly negative light. In this Incubator, we address those concerns and
demonstrate that attributions are relevant to many organizational phenomena, with a particular
emphasis on attribution styles, which are stable and reliable predictors of human behavior (e.g.,
Martinko, Harvey, & Douglas, 2007).
Definition, Role, and Function of Attributions
When we refer to attribution theory we are referring to the work of Heider (1958), Kelley (1973), and
Weiner (1986), which defines attributions as individuals’ explanations for the causes of their successes
Journal of Organizational Behavior
J. Organiz. Behav. 32, 144–149 (2011)
Published online 25 August 2010 in Wiley Online Library
(wileyonlinelibrary.com) DOI: 10.1002/job.690
*Please address correspondence via email to any or all of the above authors at [email protected]; [email protected];
and [email protected]
Copyright # 2010 John Wiley & Sons, Ltd.
Received 22 January 2010
Accepted 25 January 2010
and failures. The basic premise is that people have an innate desire to understand the causes of
important outcomes in their lives and that their attributions influence their responses to these outcomes
(Heider, 1958). Typical attributional explanations for outcomes are ability, effort, the nature of the task,
and luck.
Attributions are individuals’ beliefs about the causes of their successes and failures (i.e., rewards
and punishments) and influence expectancies, emotions, and behaviors (Martinko et al., 2007).
Recognizing that behavior is influenced by rewards and punishments, as almost all organizational
scholars would agree, ...
40 Public Administration Review • January February 2007 .docxgilbertkpeters11344
40 Public Administration Review • January | February 2007
In seeking to explain the antecedents of public service
motivation, James Perry focuses on the formative role
of sociohistorical context. Th is study tests Perry’s theory
and examines the role that organizational factors play
in shaping public service motivation, based on responses
from a national survey of state government health and
human service managers. Th e fi ndings support the role
of sociohistorical context, showing that public service
motivation is strongly and positively related to level of
education and membership in professional organiza-
tions. Th e results also underscore the signifi cant infl uence
of organizational institutions, indicating that red tape
and length of organizational membership are negatively
related to public service motivation, whereas hierarchical
authority and reform eff orts have a positive relationship.
Th erefore, public organizations have both an opportunity
and a responsibility to create an environment that allows
employees to feel they are contributing to the public good.
Although it is of recent vintage, the concept of public service motivation (PSM) represents a positive example of theory development in
public administration. Th is theory has signifi cant
practical relevance, as it deals with the relationship
between motivation and the public interest. Th e con-
struct of the public interest is central to traditional
public administration scholarship ( Appleby 1945 ;
Herring 1936). In recent years, this theoretical devel-
opment has been gradually joined by empirical work
as scholars have sought to operationalize what public
interest means for employees, why they develop a
strong sense of public service, and how that sense
infl uences their behavior (e.g., Alonso and Lewis
2001 ; Brewer and Selden 1998; Brewer, Selden, and
Facer 2000; Crewson 1997 , Houston 2000; Perry
1996, 1997 ).
Despite such research, there remains a need for more
empirical work to validate and test this theory, which
has continued to expand. Th us far, much of the
research has focused on establishing the existence
of PSM, usually by comparing employee motivations
across sectors. Th e relevance of much of these fi ndings
remains in dispute because of the use of diff erent or
indirect measures of PSM and incomplete theories of
how PSM occurs and the eff ects it generates. A series
of publications by James Perry removed a great deal of
ambiguity about the theoretical and empirical ap-
proaches that are appropriate for studying PSM. Perry
carefully devised a series of scales to measure PSM in
1996 and provided empirical evidence on the causes
of PSM in 1997. In 2000, he articulated the most
comprehensive theory of the causes of PSM thus far,
identifying sociohistorical context as a primary
infl uence.
Our model adds to the limited empirical research on
PSM by partially testing the theory prop.
Organisational politics: the role of justice, trust and job ambiguity.
1. Organisational politics: the role of justice, trust and job
ambiguity.
Abstract
Studies on organisational politics have identified a number of
antecedents of perception of organisational politics. One variable that
has generated some interest as an antecdent of perception of
organisational politics is justice. However, there have been limited
studies of this relationship. This paper posits that the lack of justice
can create a perception of organisational politics. It is argued that
the lack of justice undermines trust and subsequently leads to political
behaviour. This study examines how justice is related to other
antecedents of perception of organisational politics and how this
relationship affects intention to quit. Using data from a firm in a
turnaround process, this study found evidence to support the hypotheses
proposed.
**********
The workplace is a social market place where individuals engage in
transactions to obtain favourable returns (Aryee, Chen and Budhwar,
2004). It is not merely a rational model of economic activities but is
also a place where political activity and conflict takes place (Horton,
2003). The constraints of bounded rationality and imperfect information
limits the ability of organisations to develop a complete set of rules
and procedures to guide and govern employee actions and behaviour. Thus,
2. individuals often find themselves having to rely on informal and
unsanctioned means in making decisions. This opens the opportunity for
individuals to engage in political behaviour.
One element that contributes towards political activity in
organisations is uncertainty. Zanzi and O'Neill (2001) argue that
uncertainty leads to considerable ambiguity in organisations. As a
result, formal rules and procedure are no longer adequate to guide and
manage work behaviour. Compounding this situation is the fact that
organisations operate under conditions of resource constraints.
Individuals sometimes find themselves having to rely on informal and
unsanctioned means to advance their goals. This reliance on informal sites to search at and
unsanctioned behaviour constitutes political behaviour. As such, Peled
(2000) argues that because of this modern managers also need to develop
political skills.
Defining Organisational Politics
Zanzi and O'Neill's (2001 ) review of the literature
shows that definitions of organisational politics fall into two broad
categories. The first sees organisational politics as negative and
involves self-serving and unsanctioned behaviour. Such behaviours are
said to be divisive, illegitimate, and dysfunctional and can produce
conflict (Gilmore et al, 1996). The second view sees politics in a more
neutral light and accepts that it can sometimes be functional (Kumar and
Ghadially, 1989). Pfeffer ( 1981) for instance, defines politics as a
social function that can contribute to the basic functioning of
3. organisations. Both definitions agree, however, that organisational
politics involves unsanctioned and informal forms of behaviours.
Even though theoretical definitions accept that politics can be
positive, research evidence shows that individuals generally view
politics as negative (Aryee, Chen and Budhwar, 2004). A person who is
told that he or she is a very political person is more likely to be
offended by such a description (Vigoda, 2000). The literature on
organisational politics posits it as something that is perceived and may
not necessarily be the objective reality. It is shaped by the
individual's experience, attribution and judgement (Ferris and
Kacmar, 1992; Aryee, Chen and Budhwar, 2004; Poon, 2003; Vigoda, 2000).
Antecedents of Organisational Politics
There has been increased interest in the relationship between
justice and perception of organisational politics (POP). Organisational
justice relates to the fair and ethical treatment of individuals in
organisations (Tatum et al, 2003). Vigoda (2000) argues that that the
lack of minimal justice is a cause of higher perception of POP.
Morrison and Robinson (1997) point out that justice affects
employees' perception of violation. They explain that an
employee's assessment of violation is affected by his or her
perception of how fairly he or she was treated. Brockner (2002) explains
that people expects fairness because it affects their self-esteem, sense
4. of identity and social]psychological needs. Perceptions of greater
fairness lead people to be more trusting. The literature on
organisational justice basically defines justice as consisting of three
components that is distributive justice, procedural justice, and
interactional justice.
Distributive justice is related to the fairness in the distribution
of organisational outcomes (Schminke, Ambrose, and Noel, 1997). This can
involve the fair distribution of reward as well as resources. Procedural
justice refers to the individual's perception about the fairness of
formal procedures governing decisions (Masterson et al, 2000). It
involves the fair, ethical and consistent use of procedures. Moorman and
Niehoff (1998) argue that perceived procedural justice also affects
employee perception of the extent the organisation values them.
Interactional justice refers to a person's evaluation of the
truthfulness, impartiality and respect an authority has shown to him or
her (Aquino et al, 1997). It relates to the interpersonal treatment one
gets from a superior. Procedural and interactional justice is related
since individuals experience both through the conduct of their superior
as the agent of the organisation. An individual who had experienced
injustice is more likely to develop negative views of the organisation
and his or her superior. This can in turn, shape their perception of
organisational politics.
A number of studies on POP have addressed the role of
organisational justice. Aryee, Chen and Budhwar (2004) examined the
5. relationship between a number of variables on procedural justice and POR They found a negative
correlation between POP and procedural justice.
They also found that the variables that had positive relationships with
procedural justice had negative relationships with POR However, they did
not specifically study the effect of justice on POR Deconick and
Stilwell (2004) conducted a study on the relationship between
distributive and procedural justice and a number of variables that other
studies had found to be antecedents of POR However, they did not
specifically examine the relationship between justice and POR
This study will examine how justice relates to POR Specifically, it
will propose how organisational justice is related to other antecedents
that shape POR It posits that the experience of unfair treatment or
injustice leads to POR Andrews, Witt and Kacmar (2003) argue that
inappropriate distribution of organisational outcomes leads to jealously
and resentment. It creates a perception of unfair treatment and use of
unsanctioned behaviours in a manner that is detrimental to others. This
experience is likely to erode trust in the organisation. The same
applies in the application of fair procedure. When there is a perception
that the procedures have been used unfairly or rewards and resource have
been distributed is an inequitable manner it creates a perception of
injustice and will also erode trust in the organisation. Likewise, the
interpersonal treatment one receives also affects trust. Even when rules
and procedures had been applied fairly, a negative interpersonal
treatment can alter the perception of justice (Saunders and Thornhill,
2003).
6. Poon's (2003) study found evidence to show that trust climate
is one of the antecedents of organisational politics. Trust is said to
affect attitude towards others and subsequently affects the
interpretation of their behaviour. In a low trust climate, members are
more likely to be suspicious of the motives and intention of others. In
such a situation, informal and non-sanctioned behaviours are more likely
to be perceived negatively and to be political.
Another variable that has been found to be an antecedent of POP is
job ambiguity (Poon, 2003). Job ambiguity is the degree of equivocality in a job environment. High
job ambiguity exists when there is a lack of
clarity about work objectives, roles and what needs to be done to be
rewarded (June, 2003; Koustelios, Theodrakis and Goulinaris, 2004).
Siegall (2000) and Hsieh and Hsieh (2003) point out that such ambiguity
can lead to conflicting demands in the work place. This ambiguity
becomes particularly problematic when the individual is tom between the
different expectations held by those in a higher position. This conflict
will lead to a feeling of injustice if the different expectations lead
to unfair performance appraisal and determination of reward.
Job ambiguity also creates a condition where inconsistent treatment
of employees may http://www.ohio.com/sports arise. Aryee, Chen, and Budhwar, (2004) argue that
when
the job situation is more formalised it reduces ambiguity and foster
consistent treatment and eliminates uncertainty. They also found
evidence that formalisation has a positive relationship with
organisational justice.
7. This paper proposes that job ambiguity leads to a perception of
organisational injustice. The uncertainties created and the conflicting
demands arising from job ambiguity can also erode the trust level of the
individual. This feeling of injustice then leads to an erosion of trust.
Poon's (2003) study found that high job ambiguity and low trust
climate are antecedents of POE This paper argues that all three
variables contribute towards creating POP.
Research Problem
As mentioned earlier, research on organisational politics had
always treated politics as a perceptual construct (Ferris et al, 1996).
Perception of organisational politics is the product of subjective
evaluation. This evaluation is the product of personal experience. One
aspect of work experience that is found to shape perception and
behaviour is justice.
We argue that individuals experiencing job ambiguity are more
likely to experience organisational injustice. And those have personally
experienced injustice are more likely to reduce their level of trust in
the organisation. As a consequence, they are more likely to see informal
and unsanctioned actions as political. These three variables, job
ambiguity, injustice and low trust shape POP. The aim of this study is
to empirically examine the hypothesised relationship that posits job
ambiguity, organisational justice and trust as antecedents of POP.
8. A number of variables have been found to be related to POE One of
the outcomes that has been found to be caused by POP is intention to
quit (Hochwater et al, 1999; Vigoda, 2000; June, 2003;). This study
places intention to quit as an outcome of POP.
It is therefore proposed that:
Hypothesis 1: Job ambiguity has a negative relationship with
organisational justice and trust.
Hypothesis 2: Organisational justice has a positive relationship
with trust.
Hypothesis 3: Organisational justice and trust have a negative
relationship with POP
Hypothesis 4: Job ambiguity has positive relationship with POP.
Hypothesis 5: POP is positively related to intention to quit.
[FIGURE 1 OMITTED]
The relationship described in the above hypotheses is modelled in
Figure 1. This model adds to our understanding of POP in a number of
ways. First, it offers a multivariate model of the relationship between
POP and a number of antecedents. This includes justice as a variable
9. besides trust and job ambiguity. Second, it seeks to empirically examine
the role of justice in creating POE Past studies had not specifically
examined this relationship empirically. Third, it expands on the present
understanding of antecedents of POP by showing how they affect POE
Specifically, it shows that job ambiguity creates POP because of the
sense of injustice that people experience when subjected to conflicting
and inconsistent demands under conditions of ambiguity. It also shows
that these conditions also undermine trust. All these create the
perception of politics in the organisation and leads to turnover
intention.
Methodology
Instrument
This study used mailed survey. A questionnaire to measure all the
variables of interest was developed. POP was measured using Ferris and
Kacmar's (1992) 15 items. Job ambiguity and trust climate was
measured using Poon's (2003) instrument. Justice was measured using
24 items. These items were adapted from Moorman's (1991) work.
Respondents were asked to indicate the extent they agree with the items
using a five-point Likert scale with 1 indicating "strongly
disagree" and 5 indicating "strongly agree". Intention to
quit was measured using one item asking respondents to rate their
agreement with the statement that they will leave their current employer
if there is a comparable alternative.
10. Sample
The sample consists of employees from a Malaysian finance company
that was undergoing turnaround after experiencing substantial loss. The
choice of this organisation was made because it had all the conditions
that can create a high level of organisational politics. The loss it had
experienced has led to major resource constraints. At the time this
study was conducted, it was undergoing turnaround under a new CEO. This
had created a condition of uncertainty. An atmosphere of conflict also
pervaded the organisation during the leadership of the previous CEO.
About 100 employees, many of them in management positions, resigned in
2002 alone.
Questionnaires were sent to all 457 employees. A total of 190
useable responses were received. This is a response rate of 41.57 per
cent. The mean years of service of the respondents is 11.9 years.
Non-managerial employees make up 59.4 per cent. Employees at the branch
level constitute 51.1 per cent and those from the head office makes up
the rest.
Data Analysis
The reliability of the variables used is as shown in Table 1. All
of the variables had an acceptable Cronbach Alpha. Correlation between
variables is shown in Table 2. Structured equation modelling using EQS 5.1 was used to test the
relationship between trust climate, job
11. ambiguity, justice, POP and intention to quit as depicted in the model
shown earlier. The analysis yielded a significant model with a
Non-normed fit index (NNFI) of 0.956 and a comparative fit index (CFI)
of 0.966 (see Figure 2). For a model to be considered as having a
goodness of fit, it must have a CFI and NNFI of more than 0.90 which is
fulfilled by this model (Bentler and Bonnet, 1980; Bentler, 1989).
Discussion
The outcome of the data analysis support the model hypothesised in
this study. It confirms the contention that job ambiguity leads to a
sense of organisational injustice and low trust. It also shows that
organisational injustice also erodes trust. All these affect POP, with
trust and organisational justice having a negative relationship with POP
and job ambiguity having a positive relationship with POE The finding
also supports the hypothesis that POP is positively related to intention
to quit.
[FIGURE 2 OMITTED]
At the practical level, the finding of this study shows that
organisations need to recognise the role of justice in creating POE For
some organisations, the uncertainties in the environment may limit their
ability to reduce job ambiguity. However, if elements of ambiguity that
can create a sense of injustice can be managed, it can reduce the
perception of politics. This can include minimising conditions where
12. supervisors and managers make conflicting demands on employees, appraise and reward individuals
unfairly because of differences in perceptions
and expectations of the job, or resorting to harsh and abusive treatment
of individuals when differences about the job arise. Developing
processes and human resource management practice that can address these
issues will be important.
Hochwarter et al (1999) argue that the negative consequences of
politics can be reduced by increasing organisational commitment. They
argue that the job tension resulting from a political situation would be
less when employees are committed and involved in their job. The
involvement would enable them to understand the problems faced by the
organisation and the political behaviour that emerged. In other words,
it reduces the ambiguity that can create POP.
However, the findings of two studies they conducted were
inconsistent. In one study they found that POP was positively related to
turnover intention. They also found that increases in commitment tended
to diminish the relationship between POP and turnover intention.
Conclusion
By incorporating the issue of justice as an antecedent of POE this
study hopes to make a small contribution to the understanding of how to
manage organisational politics. Among other things, the finding shows
that the experience of unjust treatment can undermine trust climate.
13. While past studies had shown that trust climate affects POP, these
studies did not examine the antecedents of trust. This study shows that
justice is an important element in developing trust.
Justice, especially procedural justice and interactional justice,
is something that is directly shaped by a manager's behaviour.
Ensuring justice can help foster trust and reduce POE On the other hand,
injustice and the subsequent lack of trust is more likely to erode
cohesiveness. This in turn will more likely lead to political behaviour
and adverse consequences such as a high quit rate among employees.
The author would like to thank Associate Professor Dr June Poon
from Universiti Kebangsaan Malaysia for her assistance in the
statistical analysis.
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Rozhan Othman
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Table 1: Reliablility Measures of Variables Used
Variables Total items Cronbach Alpha
Perception of Politics 15 0.848
Job Ambiguity 6 0.748
Trust Climate 4 0.705
Justice 24 0.944
Table 2: Person Correlation between Variables
Trust Job
Variables POP Climate Ambiguity Justice
Trust Climate -0.474
(p = 0.000)
JobAmbiguity 0.462 -0.547
19. (p = 0.000) (p = 000)
Justice -0.523 0.641 -0.487
(p = 000) (p = 0.000) (p = 0.000)
Intention to 0.271 -0.224 0.239 -0.325
Quit (p=0.000) (p=0.002) (p=0.001) (p = 0.000)
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