This document reports on a study that investigated the relationship between employees' perceptions of organizational justice (including distributive, procedural, and interactional justice) and organizational citizenship behavior (OCB) in Ghana. The study surveyed 147 employees across 13 insurance companies in Ghana. Results found a significant positive relationship between overall organizational justice perceptions and OCB. Additionally, interactional justice, which involves respectful treatment of employees, was found to account for more variance in OCB and have a stronger relationship than distributive and procedural justice dimensions in the Ghanaian context. This provides insights for human resources professionals in Ghana that promoting interactional justice may better encourage employees to engage in extra-role citizenship behaviors.
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
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.
the relationship between normative commitment (one form of organizational commitment) and loyal boosterism (one construct of organizational citizenship behaviours)
This document provides a literature review on organizational commitment. It discusses key definitions and models of organizational commitment proposed by researchers over time, including: Porter et al.'s three-factor definition; Meyer and Allen's distinction between attitudinal and behavioral commitment; their three-component model of affective, continuance, and normative commitment; and approaches to measuring commitment like Mowday, Steers, and Porter's Organizational Commitment Questionnaire. The document also examines theories like Becker's side bet theory and conceptual frameworks that seek to understand the antecedents and outcomes of organizational commitment.
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.
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 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.
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
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.
the relationship between normative commitment (one form of organizational commitment) and loyal boosterism (one construct of organizational citizenship behaviours)
This document provides a literature review on organizational commitment. It discusses key definitions and models of organizational commitment proposed by researchers over time, including: Porter et al.'s three-factor definition; Meyer and Allen's distinction between attitudinal and behavioral commitment; their three-component model of affective, continuance, and normative commitment; and approaches to measuring commitment like Mowday, Steers, and Porter's Organizational Commitment Questionnaire. The document also examines theories like Becker's side bet theory and conceptual frameworks that seek to understand the antecedents and outcomes of organizational commitment.
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.
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 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.
Organizational justice refers to perceptions of fairness within an organization. It is a multidimensional construct consisting of distributive justice, procedural justice, interpersonal justice, and informational justice. Perceptions of justice influence key outcomes like motivation and job satisfaction. A related concept is corporate social responsibility, which focuses on fairness towards external stakeholders. Organizational justice stems from equity theory and judgments about fair inputs and outcomes. Affect also plays an important role in perceptions of justice.
This document summarizes a research paper that studied the relationship between employees' perceptions of organizational politics and their performance, with the mediating role of social exchange perceptions. The study collected survey responses from over 1,000 employees across organizations in Pakistan. Structural equation modeling was used to analyze the data. The results showed that perceptions of social exchange fully mediate the relationship between perceptions of organizational politics and employees' performance. Perceptions of unfair politics can harm the social exchange relationship between employees and their organization and negatively impact performance.
This document discusses the effects of moral responsibility on organizational behavior. It reviews literature on how ethics impact employee actions within organizations. Unethical company cultures can socialize employees to engage in unethical or illegal acts. However, establishing clear ethical guidelines and training can promote positive behaviors. The role of human resource development professionals is to address ethics issues, define responsible actions, and encourage ethical decision-making, though some employees may act ethically despite pressures to conform.
Organizational commitment profiles and job satisfaction among Greek private a...Yannis Markovits
This article examines the relationship between organizational commitment profiles and job satisfaction among Greek private and public sector employees. It summarizes previous research showing that organizational commitment consists of multiple components (affective, continuance, normative) that can form distinct profiles. Greece has unique cultural characteristics but has been underrepresented in organizational research. The study explores how commitment profiles relate to intrinsic and extrinsic job satisfaction in Greece, adding to the limited research on profiles outside North America. It also compares profiles and job satisfaction between private and public sector employees, who may differ due to Greece's employment context. The results could help validate the profiles approach across cultures and employment sectors.
This document discusses organizational citizenship behavior (OCB), which refers to individual behaviors in a workplace that are beneficial but not formally rewarded. The authors aim to analyze how OCB impacts various organizational performance measures based on its antecedents and consequences. OCB is described as having two dimensions - behaviors directed at individuals, and behaviors that benefit the overall organization. Various antecedents of OCB are identified, like role clarity, leadership, commitment, and justice. These antecedents are then correlated with five organizational performance outcomes: reduced turnover and absenteeism, employee satisfaction and loyalty, and customer satisfaction and loyalty. The authors argue more research is needed on how demographics like age, gender and experience influence OCB.
Organizational Justice and Job Satisfaction of Health Workers in Example of P...inventionjournals
This document summarizes a study that examined the relationship between organizational justice and job satisfaction among health workers at a public hospital in Turkey. 377 health workers completed surveys measuring their perceptions of organizational justice (including distributive, procedural, and interactional justice) and job satisfaction. The results found moderate relationships between all three dimensions of organizational justice and job satisfaction. Interactional justice and procedural justice were found to have a stronger influence on employees' job satisfaction levels. The study provides context on organizational justice and job satisfaction and reports the main findings of the research conducted at the Turkish public hospital.
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
This document summarizes a research paper that explores the link between organizational commitment and organizational citizenship behavior among expatriates in Taiwan. It begins with an abstract that describes the study's objectives, methods, and key findings. The full paper then provides definitions and literature reviews of organizational commitment and organizational citizenship behavior. It discusses previous research that has found relationships between aspects of organizational commitment, like affective commitment, and dimensions of organizational citizenship behavior, like courtesy. The study aims to better understand the attitudes and behaviors of expatriates in Taiwan by exploring correlations between sub-dimensions of the two constructs.
To stay or not to stay can organizational culture provide the staying powerAlexander Decker
This study investigated the influence of organizational culture on employee retention in the Ghanaian banking sector. A survey was administered to 301 employees from 4 banks. The study found that organizational culture significantly predicted employee retention, with innovative culture accounting for the greatest variance. Community and bureaucratic cultures also significantly predicted retention, while competitive culture did not. The findings suggest that cultures emphasizing innovation, community, and bureaucracy best promote employee retention in Ghanaian banks.
This document summarizes a research paper that examines how reward schemes and moral identity affect budgetary slack. It hypothesizes that reward schemes that allow subordinates to benefit from over-reporting performance (slack-inducing schemes) will increase budgetary slack. However, it also suggests that subordinates with strong moral identities may be less likely to pad budgets even when personal gain is possible. The document reviews previous research on how agency theory and reward schemes can encourage slack but also discusses how non-instrumental factors like fairness, identity and morality may reduce it. It proposes testing these ideas in an experiment that manipulates reward schemes and measures individuals' moral identities to see how these factors jointly influence budgetary slack tendencies.
The moderating role of organizational tenure on the relationship between orga...Alexander Decker
This document discusses a study that examined the relationship between organizational culture and organizational citizenship behavior (OCB) in Ghana's banking industry, and whether that relationship is moderated by employee organizational tenure. The study found that organizational culture positively predicts OCB. Additionally, organizational tenure moderates the relationship such that employees with longer tenure are more likely to engage in OCB than those with shorter tenure. The findings are consistent with attraction-selection-attrition and human capital theories. The implications for practice and research are discussed.
A Literature Review on Organizational Commitment – A Comprehensive SummaryIJERA Editor
The paper encapsulates the evolution of the concept of organizational commitment, and its constructs. It focuses and analyses the literature findings of organizational commitments over the last five decades. It categorizes the approaches into six broad eras, each era being an extension and modification over the preceding ones. This review paper brings to the fore the theories that have emerged in the body of knowledge regarding commitment in organizations in a chronological order, starting from the side bet theory to the more recent multiple commitment approach. The gaps in the theories proposed have been identified and reviewed critically. It is difficult to conceptualize and measure organizational commitment as it encompasses a vast and highly diverse body of knowledge. Due to this it becomes difficult to interpret and conclude from the existing bodies of literature. The paper also highlights the importance of recognizing the individual/employee‟s perspective towards organizational commitment.
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.
The link between job satisfaction and organizational commitmentYannis Markovits
This article examines the relationship between job satisfaction and organizational commitment for public and private sector employees. It reviews literature showing private sector employees generally report higher extrinsic job satisfaction than public sector employees due to differences in rewards. However, intrinsic satisfaction can be high for both. Studies also show mixed results for differences in organizational commitment between sectors. The article hypothesizes that job satisfaction will be more strongly related to organizational commitment for public sector versus private sector employees, especially for affective and normative commitment. It analyzes survey data from 617 Greek employees to test this.
Effect of Relational Governance on Job Satisfaction: Empirical Evidence of Su...AJHSSR Journal
This paper attempted to identify the effect of Relational Governance on Job Satisfaction of the
supportive staff of the Sabaragamuwa University of Sri Lanka. This paper was based on primary data collected
from 40 supportive staff who are working in the Sabaragamuwa University of Sri Lanka. Data were analyzed
using Partial Least Squares-Structural Equation Modeling. The study tested three hypothesis between three
dimensions of relational governance (i.e. Flexibility, Inter-personal Trust and Cooperation) and job satisfaction.
The results revealed that these three dimensions of relational governance have a significant positive impact on
job satisfaction of the supportive staff of the Sabaragamuwa University of Sri Lanka.
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.
Practical approach to the situational leadership. Vadim NareykoVadim Nareyko
Presentation from the training "Management Psychology. Practical approach to the situational leadership". Vadim Nareyko. 2014
Contents:
- 4 types of leadership styles
- 4 types of individual style
- 3 meta-programs
- 4 levels of competence
- 3 types of service companies
‘The effects of appraisal justice, organizational politics, accountability an...Anna Gkioni
‘The effects of appraisal justice, organizational politics, accountability and resilience on task and contextual performance: an empirical study in Greece.’
Thesis submitted as a prerequisite for obtaining the MSc in Human Resources Management at Athens University of Economics and Business.
Organizational justice refers to perceptions of fairness within an organization. It is a multidimensional construct consisting of distributive justice, procedural justice, interpersonal justice, and informational justice. Perceptions of justice influence key outcomes like motivation and job satisfaction. A related concept is corporate social responsibility, which focuses on fairness towards external stakeholders. Organizational justice stems from equity theory and judgments about fair inputs and outcomes. Affect also plays an important role in perceptions of justice.
This document summarizes a research paper that studied the relationship between employees' perceptions of organizational politics and their performance, with the mediating role of social exchange perceptions. The study collected survey responses from over 1,000 employees across organizations in Pakistan. Structural equation modeling was used to analyze the data. The results showed that perceptions of social exchange fully mediate the relationship between perceptions of organizational politics and employees' performance. Perceptions of unfair politics can harm the social exchange relationship between employees and their organization and negatively impact performance.
This document discusses the effects of moral responsibility on organizational behavior. It reviews literature on how ethics impact employee actions within organizations. Unethical company cultures can socialize employees to engage in unethical or illegal acts. However, establishing clear ethical guidelines and training can promote positive behaviors. The role of human resource development professionals is to address ethics issues, define responsible actions, and encourage ethical decision-making, though some employees may act ethically despite pressures to conform.
Organizational commitment profiles and job satisfaction among Greek private a...Yannis Markovits
This article examines the relationship between organizational commitment profiles and job satisfaction among Greek private and public sector employees. It summarizes previous research showing that organizational commitment consists of multiple components (affective, continuance, normative) that can form distinct profiles. Greece has unique cultural characteristics but has been underrepresented in organizational research. The study explores how commitment profiles relate to intrinsic and extrinsic job satisfaction in Greece, adding to the limited research on profiles outside North America. It also compares profiles and job satisfaction between private and public sector employees, who may differ due to Greece's employment context. The results could help validate the profiles approach across cultures and employment sectors.
This document discusses organizational citizenship behavior (OCB), which refers to individual behaviors in a workplace that are beneficial but not formally rewarded. The authors aim to analyze how OCB impacts various organizational performance measures based on its antecedents and consequences. OCB is described as having two dimensions - behaviors directed at individuals, and behaviors that benefit the overall organization. Various antecedents of OCB are identified, like role clarity, leadership, commitment, and justice. These antecedents are then correlated with five organizational performance outcomes: reduced turnover and absenteeism, employee satisfaction and loyalty, and customer satisfaction and loyalty. The authors argue more research is needed on how demographics like age, gender and experience influence OCB.
Organizational Justice and Job Satisfaction of Health Workers in Example of P...inventionjournals
This document summarizes a study that examined the relationship between organizational justice and job satisfaction among health workers at a public hospital in Turkey. 377 health workers completed surveys measuring their perceptions of organizational justice (including distributive, procedural, and interactional justice) and job satisfaction. The results found moderate relationships between all three dimensions of organizational justice and job satisfaction. Interactional justice and procedural justice were found to have a stronger influence on employees' job satisfaction levels. The study provides context on organizational justice and job satisfaction and reports the main findings of the research conducted at the Turkish public hospital.
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
This document summarizes a research paper that explores the link between organizational commitment and organizational citizenship behavior among expatriates in Taiwan. It begins with an abstract that describes the study's objectives, methods, and key findings. The full paper then provides definitions and literature reviews of organizational commitment and organizational citizenship behavior. It discusses previous research that has found relationships between aspects of organizational commitment, like affective commitment, and dimensions of organizational citizenship behavior, like courtesy. The study aims to better understand the attitudes and behaviors of expatriates in Taiwan by exploring correlations between sub-dimensions of the two constructs.
To stay or not to stay can organizational culture provide the staying powerAlexander Decker
This study investigated the influence of organizational culture on employee retention in the Ghanaian banking sector. A survey was administered to 301 employees from 4 banks. The study found that organizational culture significantly predicted employee retention, with innovative culture accounting for the greatest variance. Community and bureaucratic cultures also significantly predicted retention, while competitive culture did not. The findings suggest that cultures emphasizing innovation, community, and bureaucracy best promote employee retention in Ghanaian banks.
This document summarizes a research paper that examines how reward schemes and moral identity affect budgetary slack. It hypothesizes that reward schemes that allow subordinates to benefit from over-reporting performance (slack-inducing schemes) will increase budgetary slack. However, it also suggests that subordinates with strong moral identities may be less likely to pad budgets even when personal gain is possible. The document reviews previous research on how agency theory and reward schemes can encourage slack but also discusses how non-instrumental factors like fairness, identity and morality may reduce it. It proposes testing these ideas in an experiment that manipulates reward schemes and measures individuals' moral identities to see how these factors jointly influence budgetary slack tendencies.
The moderating role of organizational tenure on the relationship between orga...Alexander Decker
This document discusses a study that examined the relationship between organizational culture and organizational citizenship behavior (OCB) in Ghana's banking industry, and whether that relationship is moderated by employee organizational tenure. The study found that organizational culture positively predicts OCB. Additionally, organizational tenure moderates the relationship such that employees with longer tenure are more likely to engage in OCB than those with shorter tenure. The findings are consistent with attraction-selection-attrition and human capital theories. The implications for practice and research are discussed.
A Literature Review on Organizational Commitment – A Comprehensive SummaryIJERA Editor
The paper encapsulates the evolution of the concept of organizational commitment, and its constructs. It focuses and analyses the literature findings of organizational commitments over the last five decades. It categorizes the approaches into six broad eras, each era being an extension and modification over the preceding ones. This review paper brings to the fore the theories that have emerged in the body of knowledge regarding commitment in organizations in a chronological order, starting from the side bet theory to the more recent multiple commitment approach. The gaps in the theories proposed have been identified and reviewed critically. It is difficult to conceptualize and measure organizational commitment as it encompasses a vast and highly diverse body of knowledge. Due to this it becomes difficult to interpret and conclude from the existing bodies of literature. The paper also highlights the importance of recognizing the individual/employee‟s perspective towards organizational commitment.
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.
The link between job satisfaction and organizational commitmentYannis Markovits
This article examines the relationship between job satisfaction and organizational commitment for public and private sector employees. It reviews literature showing private sector employees generally report higher extrinsic job satisfaction than public sector employees due to differences in rewards. However, intrinsic satisfaction can be high for both. Studies also show mixed results for differences in organizational commitment between sectors. The article hypothesizes that job satisfaction will be more strongly related to organizational commitment for public sector versus private sector employees, especially for affective and normative commitment. It analyzes survey data from 617 Greek employees to test this.
Effect of Relational Governance on Job Satisfaction: Empirical Evidence of Su...AJHSSR Journal
This paper attempted to identify the effect of Relational Governance on Job Satisfaction of the
supportive staff of the Sabaragamuwa University of Sri Lanka. This paper was based on primary data collected
from 40 supportive staff who are working in the Sabaragamuwa University of Sri Lanka. Data were analyzed
using Partial Least Squares-Structural Equation Modeling. The study tested three hypothesis between three
dimensions of relational governance (i.e. Flexibility, Inter-personal Trust and Cooperation) and job satisfaction.
The results revealed that these three dimensions of relational governance have a significant positive impact on
job satisfaction of the supportive staff of the Sabaragamuwa University of Sri Lanka.
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.
Practical approach to the situational leadership. Vadim NareykoVadim Nareyko
Presentation from the training "Management Psychology. Practical approach to the situational leadership". Vadim Nareyko. 2014
Contents:
- 4 types of leadership styles
- 4 types of individual style
- 3 meta-programs
- 4 levels of competence
- 3 types of service companies
‘The effects of appraisal justice, organizational politics, accountability an...Anna Gkioni
‘The effects of appraisal justice, organizational politics, accountability and resilience on task and contextual performance: an empirical study in Greece.’
Thesis submitted as a prerequisite for obtaining the MSc in Human Resources Management at Athens University of Economics and Business.
This document discusses organizational justice, which refers to employees' perceptions of fairness within their organization. It is a multidimensional concept involving distributive justice (fairness of outcomes), procedural justice (fairness of decision-making processes), and interactional justice (fairness of interpersonal treatment). When employees perceive injustice, it can lead to decreased job satisfaction, commitment, and performance, as well as increased counterproductive behaviors. Organizations can promote justice through fair compensation, procedures, participation, communication, and addressing issues of injustice. Ensuring organizational justice is important for employee and company well-being.
This research paper explores the Effect of Organizational Justice dimensions (Distributive Justice, Procedural Justice, Interactional Justice) on Organizational Engagement in public sector banks of Pakistan: Mediating role of Work Engagement
Organizational justice refers to employees' perceptions of fairness in the workplace. There are four main types of organizational justice: distributive justice, which concerns fair outcomes; procedural justice, which involves fair decision-making processes; interactional justice, which involves interpersonal treatment; and temporal justice, which involves fair distribution of time. Antecedents that can influence perceptions of organizational justice include employee participation, communication quality, and justice climate within teams. Consequences of organizational justice perceptions include trust in the organization, job performance, job satisfaction, organizational commitment, citizenship behaviors, and absenteeism. Promoting organizational justice can help organizations by paying workers fairly, following open procedures, giving workers input, and conducting surveys.
The document discusses the concepts of management, human resource management (HRM), business, ethics, and HRM ethics. It defines these terms and explains how HRM involves both managerial functions like planning and operative functions like recruitment. The document also discusses different perspectives on HRM like hard vs soft HRM and stakeholder theory. It notes there can be conflicts between organizational goals and employee rights and interests in HRM. Areas of HRM ethics discussed include human rights, justice, equity, and privacy.
11.impact of organizational justice on organizational effectivenessAlexander Decker
This document summarizes a research paper that examines the impact of organizational justice on organizational effectiveness. It begins by defining organizational justice and distinguishing between its two main forms: distributive justice and procedural justice. It then reviews several studies that found positive relationships between perceptions of organizational justice and factors like job satisfaction and organizational commitment, which are indirectly linked to organizational effectiveness. The document concludes that promoting fairness in procedures and outcomes can increase employee performance and commitment, which are key to effective organizations. It identifies the need for more longitudinal research directly examining the relationship between organizational justice and effectiveness.
Impact of organizational justice on organizational effectivenessAlexander Decker
This document summarizes a research paper that examines the impact of organizational justice on organizational effectiveness. It begins by defining organizational justice and distinguishing between its two main forms: distributive justice and procedural justice. It then reviews several studies that found positive relationships between perceptions of organizational justice and factors like job satisfaction and organizational commitment, which are indirectly linked to organizational effectiveness. The document concludes that promoting fairness in procedures and outcomes can increase employee performance and commitment, which are key to effective organizations. It identifies the need for more longitudinal research directly examining the relationship between organizational justice and effectiveness.
This document discusses organisational justice theory. It summarizes key aspects of distributive justice, procedural justice, and interactional justice. The document then analyzes how these theories relate to a case study about an employee, George, leaving his job at ABC Consulting after three months due to issues with his manager and work arrangements. The document concludes by recommending that ABC Consulting implement surveys to gather employee feedback, hold monthly staff meetings, and focus on procedural justice and equity to prevent similar situations in the future.
This document summarizes a research study that analyzed the impact of organizational justice on employee turnover at TOTAL E&P Yemen (TEPY), the largest oil and gas company in Yemen. The study examined how employees' perceptions of distributive justice, procedural justice, and interactional justice affected their job satisfaction, organizational commitment, and turnover intentions. A questionnaire was distributed to 183 TEPY employees in Yemen. The findings indicated that higher perceptions of organizational justice led to increased employee satisfaction and commitment, and reduced turnover intentions. Specifically, procedural justice had the strongest influence on commitment and turnover intentions, while distributive justice most influenced job satisfaction. The conclusions recommend that TEPY managers promote fairness to benefit both employees and the organization.
Leadership & Organization Development JournalEmployee justic.docxsmile790243
This study examines the relationship between perceptions of organizational justice (distributive, procedural, and interactional justice) and coworker relationships, specifically coworker trust and morale. The researchers hypothesized that all three types of justice perceptions would be positively related to coworker trust and morale. Surveys were distributed to 364 employees across six small companies, with 264 responses collected. The results showed that perceptions of distributive, procedural, and interactional justice were indeed positively related to coworker trust and morale. Fairness in rewards, policies/procedures, and treatment were thus linked to better coworker relationships. The implications are that organizations should focus on enhancing justice to facilitate improved coworker trust and morale.
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.
11.a two factor model of organizational citizenship behaviour in organizationsAlexander Decker
The document discusses a theoretical framework for examining organizational citizenship behavior (OCB) using Herzberg's two-factor theory of motivation. It proposes that motivation factors positively impact OCB while their absence negatively impacts OCB. It also proposes that the presence of sufficient hygiene factors reduces job dissatisfaction, which could indirectly influence OCB. The framework aims to provide additional insights into understanding what motivates individuals' OCB.
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
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Interactional Justice and Organizational Citizenship Behaviour of Banks in Ri...ijtsrd
The purpose of this study was to determine how much interactional justice influences organizational citizenship behavior in Rivers State banks. A cross sectional survey was used to obtain data from 193 respondents from the target deposit money banks in Rivers State. Because this was a quantitative study, the structured questionnaire served as the primary data collection instrument. At a significance level of 0.05, the Spearmans rank order correlation coefficient was utilized to test hypotheses. According to the findings of the study, interactional justice has a significant impact on all three OCB measures sportsmanship, courtesy, and civic virtue . This research confirms that managerial or supervisory practices and activities that identify and provide value or recognition to workers or employees within an organization increase their sense of respect, motivating them to engage in higher levels of citizenship behavior in terms of sportsmanship, civic duties, and courtesy. Dr. Joy Adanma Mekuri-Ndimele "Interactional Justice and Organizational Citizenship Behaviour of Banks in Rivers State" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-6 | Issue-3 , April 2022, URL: https://www.ijtsrd.com/papers/ijtsrd49548.pdf Paper URL: https://www.ijtsrd.com/other-scientific-research-area/other/49548/interactional-justice-and-organizational-citizenship-behaviour-of-banks-in-rivers-state/dr-joy-adanma-mekurindimele
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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.
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This document summarizes a research article that examines the relationships between organizational citizenship behaviors, job embeddedness, organizational identification, job performance, and voluntary turnover intention in Korean employees. The study found that aspects of job embeddedness like fit within the organization, links to the organization, and sacrifices associated with leaving had negative effects on voluntary turnover intention but positive effects on job performance and organizational identification. It also found that organizational citizenship behavior mediated the relationships between job embeddedness and the other factors.
A study on organisational citizenship behaviour and organisational commitmenIAEME Publication
This study examined the relationship between organizational citizenship behavior (OCB) and organizational commitment among employees. It found a moderate level of citizenship behavior but a low level of organizational commitment. There was a significant positive relationship between OCB and organizational commitment, such that higher levels of commitment were associated with increased citizenship behaviors by employees that benefit the organization. The study utilized surveys to assess OCB and commitment among 120 employees of an Indian energy company.
Job 2001 stamper van dyne ocb part timeFahim Ahmed
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Age diversity, age discrimination climateand performance con.docxgalerussel59292
Age diversity, age discrimination climate
and performance consequences—a cross
organizational study
FLORIAN KUNZE*, STEPHAN A. BOEHM AND HEIKE BRUCH
Institute for Leadership and Human Resource Management, University of St. Gallen, St. Gallen,
Switzerland
Summary This paper deals with the emergence of perceived age discrimination climate on the company
level and its performance consequences. In this new approach to the field of diversity research,
we investigated (a) the effect of organizational-level age diversity on collective perceptions of
age discrimination climate that (b) in turn should influence the collective affective commit-
ment of employees, which is (c) an important trigger for overall company performance. In a
large-scale study that included 128 companies, a total of 8,651 employees provided data on
their perceptions of age discrimination and affective commitment on the company level.
Information on firm-level performance was collected from key informants. We tested the
proposed model using structural equation modeling (SEM) procedures and, overall, found
support for all hypothesized relationships. The findings demonstrated that age diversity seems
to be related to the emergence of an age discrimination climate in companies, which negatively
impacts overall firm performance through the mediation of affective commitment. These
results make valuable contributions to the diversity and discrimination literature by establish-
ing perceived age discrimination on the company level as a decisive mediator in the age
diversity/performance link. The results also suggest important practical implications for the
effective management of an increasingly age diverse workforce. Copyright # 2010 John
Wiley & Sons, Ltd.
Introduction
Vivid terms like the ‘‘demographic time bomb’’ (Tempest, Barnatt, & Coupland, 2002, p. 487) or the
impending ‘‘age quake’’ (Tempest et al., p. 489) describe one of the key challenges for most developed
countries today: Simultaneously shrinking and aging populations resulting from low birth rates and
increased longevity. These factors also impact a country’s workforce as a lack of skilled junior
employees, combined with the potential rise of the legal retirement age, forces companies to retain
older, more experienced personnel, (e.g., Dychtwald, Erickson, & Morison, 2004; Tempest et al.).
Already today, just over half of the United States’ 147 million-member workforce is 40 years old or
older and, until 2016, the number of workers age 25–54 will rise only slightly (2.4 per cent), while the
Journal of Organizational Behavior
J. Organiz. Behav. 32, 264–290 (2011)
Published online 14 December 2010 in Wiley Online Library
(wileyonlinelibrary.com) DOI: 10.1002/job.698
* Correspondence to: Florian Kunze, Institute for Leadership and Human Resource Management, University of St. Gallen,
Dufourstrasse 40a, CH-9000 St. Gallen, Switzerland. E-mail: [email protected]
Copyright # 2010 John Wiley & Sons, Ltd.
Receiv.
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Perceived organizational justice and employees’ organizational citizenship behaviour in ghana
1. European Journal of Business and Management www.iiste.org
ISSN 2222-1905 (Paper) ISSN 2222-2839 (Online)
Vol.5, No.19, 2013
144
Perceived Organizational Justice and Employees’ Organizational
Citizenship Behaviour in Ghana
Collins Agyemang Badu
Faculty of Management, Department of Business Administration, University of Professional Studies, Accra
Maxwell Asumeng
Faculty of Social Studies, Department of Psychology, University of Ghana, Legon
* E-mail of the corresponding author: agyemang.collins@yahoo.com
Abstract
The study investigated how employees’ perception of organizational justice affect the extent to which they go
beyond formally prescribed roles in their organizations (OCB) in the Ghanaian setting. Three dimensions of
fairness perception of employees were studied. Using a cross-sectional survey design, 147 (81 males and 66
females) permanent employees from 13 insurance organizations within Accra-Tema Metropolis were
conveniently sampled for the study. Statistical tools used for the analysis of the hypotheses were the Standard
Multiple Regression and Hierarchical Multiple Regression. A significant positive relationship was observed
between employees’ organizational justice perception and OCB. Analysis of results indicates that employees’
decision to engage in OCBs is influenced more by their perception of interactional justice than the distributive
and procedural justice in the Ghanaian context. This study provides human resource practitioners with insight
that employees’ are more likely to engage in OCBs when they are treated with dignity, respect and stateliness
rather than ensuring procedural or distributive justice.
Keywords: Social Exchange Theory, Organizational Citizenship Behavior, Organizational Justice Procedural
Justice, Distributive Justice, Interactional Justice, Ghana
Introduction
The demonstration of desirable workplace behaviour by employees has become important in today’s dynamic,
flexible and innovative world of work (Robbins, 2005). Accordingly, Organ (1988) intimated that, the effective
functioning of an organization depends on employee efforts that extent beyond formal role requirements. This
extra effort employee’s exhibit is referred to as Organizational Citizenship Behaviour (OCB) (Organ, 1988).
OCB does not occur in a vacuum but rather is influenced. One variable that has been found to predict positive
behaviours and is strongly supported by the social exchange theory is organizational justice (Blau, 1964).
The concept of Organizational Justice (OJ) has been discovered to correlate differentially across cultures and
research context, and the decision to engage in a task is influenced by the perception of organizational processes
as fair (Cropanzano & Folger, 1991). Organ (1988) in his discussion of the motivational basis of OCB,
maintained that OJ perceptions play a key role in promoting OCB. Predicated upon the social exchange
perspective, he also proposed an explanation whereby employees perform OCB to reciprocate the fair treatment
offered by their organizations (Organ, 1990). Of the three dimensions of OJ, a large number of studies have
shown that Procedural Justice is a key antecedent (Morgeson, 1999) of OCB. Other researchers (e.g. Greenberg,
1993) argue that people’s evaluation of their outcomes (Distributive Justice) as unfair lead to poor performance.
Research on Interactional Justice is still under harvesting. Interactional Justice refers to the idea that how
decision makers in the organization treat people are important in determining equity perceptions. There is
research evidence that procedural and interactional fairness have different antecedents (Schminke, Ambrose, &
Cropanzano, 2000).
A look at existing research seem to present a cultural and applicability challenge especially in the Ghanaian
context. Study findings on organizational justice and its antecedents according to Brockner, Ackerman,
Greenberg, Gelfand, Francesco, Chen, Leung, Bierbrauer, Gomez, Kirkman, and Shapiro (2001) depend on the
cultural context. Some researchers (e.g. Cho, 2008) studied the other dimensions of OJ other than Interactional
Justice. Interactional justice, seem to be an important variable common and related to Ghanaian values compared
to Procedural and Distributive fairness. However, McFarlin and Sweeney (2001) suggested that, formal
procedures may be less important for employees in collectivist, and high power distance cultures.
Ghana seems to identify with the group described by McFarlin and Sweeney (2001). In the Ghanaian cultural
setting, obeying a paternalistic leader may be more crucial than following specific procedures. This may be due
to the fact that we are used to the ‘do before complaint’ sort of training when one is given directives by the
leader of a group or family right from infancy. It appears normal for people in positions of high formal
(organizational) power to make decisions with little input from those who have less formal power. Many
Ghanaian employees attach great importance to positions of power and those in positions also exercise it on their
subordinates. However, omitting interactional justice as one dimension of justice study might be one of the
2. European Journal of Business and Management www.iiste.org
ISSN 2222-1905 (Paper) ISSN 2222-2839 (Online)
Vol.5, No.19, 2013
145
reasons why a distinction between procedural justice and interactional justice is not widely accepted
(Cropanzano & Ambrose, 2001). Against this backdrop, the researchers sought to determine how organizational
justice and its components (interactional, procedural and distributive justice) influence the performance of OCB
in the service industry of Ghana.
Objectives of the study
• To find out the relationship between organizational justice and OCB
• To determine the amount of variance in OCB accounted for by components of organizational justice
Literature Review
Theoretical Framework
The study was based on the social exchange theory. According to this theory, social exchange usually occurs
when individuals provide valued services for others, others typically respond with a certain level of obligation in
response to and exchange for these services (Blau, 1964). The exchange is usually voluntary and often occurs
between two parties especially between an employer and employee. Contemporary organizations have been
viewed from this exchange perspective with organization in general and its members increasingly being
conceptualized as one of an exchange (Aryee & Chay, 2001). The connection between organizational justice and
OCB sits well with this theory because in the view of Organ (1988), employees perform citizenship behaviours
to reciprocate the fair treatment offered them by the organization.
Konovsky and Pugh (1994) proposed that if supervisors (the embodiment of the entire organization) treat
employees fairly, OCB become one of the avenues for reciprocation. Fair treatment and a social and
psychologically supported work environment is an influential factor that elicits OCB from employees.
Organizational Justice and OCB
Organizational justice is strongly linked to employees’ willingness to engage in behaviors helpful to the
organizations (LePine, Erez, & Johnson, 2002). A meta-analysis by Colquitt, Conlon, Wesson, Porter and Ng
(2001) indicates that perceptions of justice are related to several important work attitudes. Cohen-Charash and
Spector (2001) also found that distributive, procedural, and interactional justices are all positively related to
organizational citizenship behaviors. As argued earlier, many study findings on organizational justice according
to Brockner, Ackerman, Greenberg, Gelfand, Francesco, Chen, Leung, Bierbrauer, Gomez, Kirkman, and
Shapiro (2001) depend on the cultural context. In lieu of this, it is hypothesized that;
1. An employee’s perception of organizational justice will have a significant positive
relationship with their willingness to engage in OCB.
Interactional Justice versus Distributive Justice and Procedural
Justice perceptions are based on what a person receives in an organizational context, including tangible
outcomes as well as less tangible interpersonal factors (Weiner, 2003). The most common dimensions of justice
in the literature are the distributive, procedural, and interactional justice (Greenberg & Lind, 2000). The idea that
how decision makers in the organization treat people is important in determining equity perception especially in
the Ghanaian setting. Clear and adequate explanations for allocation of resources and makes employees feel
worthy and considered. Employees’ involvement in the implementation process of decisions made solidifies the
interpersonal relationship between them and the decision makers (managers/supervisors) (Bobocell & Holmvall,
2001). Brockner and Siegel (1996) stated that ‘the second wave of research sought to disentangle the effects of
procedural and distributive justice’ (p. 391). Recent research has shown that distributive justice is more
important than procedural justice in influencing people’s satisfaction with the result of the decision, whereas
procedural justice is more important than distributive justice in determining their evaluations of the parties or the
institution that enacted the decision (Brockner & Siegel, 1996).Wong, Mun, and Wong (2004) reported that
distributive justice and procedural justice are positively related to OCB in the Chinese setting. They explored the
relationship between perceived organizational justice and OCB among diverse employees working in Joint
Ventures (JV) and State-Owned Enterprises (SOE) using 295 and 253 supervisors–subordinates dyads. It is
noteworthy however that there was less emphasis on interactional justice. In an era where people to people
interaction is given priority, it is least expected that interactional justice which involves personal respectful and
polite treatment of employees and customers be ignored.
Cho (2008) tested for employee’s distribution justice perception and OCB and the role played by perceived
organizational support (POS) with 93 MBA students who were hired in work organizations as fulltime. Results
revealed that POS acts as a mediator between distributive justice and perceptions of OCB. Even though Cho
(2008) did well with his comprehensive study of justice and OCB, he only considered two of the three
dimensions of OCB. Interactional justice, an important variable common and related to most African values, was
not considered. However omitting interactional justice as one dimension of justice study might be one of the
reasons why a distinction between procedural justice and interactional justice is not widely accepted
(Cropanzano & Ambrose, 2001).
3. European Journal of Business and Management www.iiste.org
ISSN 2222-1905 (Paper) ISSN 2222-2839 (Online)
Vol.5, No.19, 2013
146
A sample of 269 employees reported their justice perceptions in Portugal in Rego and Cunha’s (2009) study of
justice and OCB. Three comparisons were made among the dimensions of OCB. Interactional justice
significantly predicted OCB than procedural and distributive justice. Rego, Leite, Carvalho, Freire, and Vieira
(2004) found that interactional justice was a better predictor of several dimensions of organizational commitment
of employees than procedural justice. Based on previous findings, the relationship between distributive justice,
compared to other types of justice, and OCB remains ambiguous. Some researchers argued distributive justice to
be a weaker predictor of OCB (Cropanzano, Rupp & Byrne, 2000) but others suggested that the relationship is
contingent upon cultural contexts (Konovsky, Elliot, & Pugh. 1995). McFarlin and Sweeney (2001) suggested
that, formal procedures may be less important for employees in collectivist, and high power distance cultures.
With this research paucity in mind, the present study posits that interactional justice as part of the tripartite
construct will account for more variance and be significantly related to OCB than the procedural and distributive
justice in the Ghanaian context.
2. Interactional justice will significantly account for more variance and be positively related to
OCB than distributive and procedural justice the Ghanaian setting.
Summary of Hypothesized relationship between the Predictors and Criterion variable
Predictors (IV)
Criterion (DV)
Methodology
Research Design
The study utilized predictive corrational research design to investigate the problem. This design was appropriate
as the study intended to ferret out whether and how strongly pairs of variables (organizational justice as a
composite variable and it dimensions and OCB) are related. Highly reliable research instruments were used to
collect data on the variables. Thus, the research approach was quantitative.
Sample Size and Sampling Techniques
A two-stage sampling procedure was adopted in the study. The first stage involved selection of organizations
while the second stage involved selection of participants. Non-probability sampling strategies were employed in
the study. The researchers purposively selected the insurance industry out of the many service sector industries
in Ghana because it has the laid down structures that facilitate the testing of the variables in the study. With this
type of sampling, the researchers were able to get the opinions of the target population that are more readily
accessible (Aron & Aron, 1999). However, the selecting of organizations within the insurance industry as well as
participants for the study was done using convenience sampling method. This method ensured that organizations
or participants who were interested in the study and willing to be involved were selected. Thirteen (13)
registered insurance organizations under the National Insurance Commission (NIC) were conveniently sampled.
The participants comprised only permanent workers from the selected organizations who were either in the
managerial or non-managerial rank. A total of 147 participants were involved in the study. Out of 230
questionnaires administered, 147 filled and returned usable questionnaires were obtained – representing a
response rate of 63.9%. The ages of respondents ranged from 23 to 51 years (M=30.45, SD = 6.64). With regards
to tenure at their current organization, the minimum was 0.17 (2 months) and the maximum 30 years (M = 4.55,
SD = 4.94). The sample consisted of 81 males (55%) and 66 female (45%) employees.
Measuring Instruments
Organizational Justice was measured with 20-item scale adapted from Moorman (1991) (α= 0.86). The scale
captured the tripartite dimensions of fairness (5, 6 and 9 items measuring Distributive, Procedural and
Interactional fairness respectively). The present study adopted response categories ranging from (1) ‘No, I
strongly Disagree’ to (7) Yes, I strongly agree’. High scores indicates a more justice perception and vice versa.
Sample items are ‘My work schedule is fair’, ‘when decisions are made about my job, my boss is sensitive to my
needs’ and ‘my manager explains very clearly decisions made about my job’. (α= 0.86).
OCB was measured with 19-item scale by Moorman and Blakely (1995) (α= 0.89). Items were scored on a
seven-point response format ranging from (1) ‘does not describe my behavior at all’ to (7) describes my
Organizational Justice
Interactional justice
Distributive justice
Procedural justice
Organizational
Citizenship Behaviour
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behaviour perfectly. Sample questionnaires included ‘I defend my organization when outsiders criticize it’. (α=
0.87).
Procedure
Permission was sought from the human resource departments of the various organizations of interest. Once
permission was granted, the researcher sought specific demographical information about employees from the
Human Resources Departments of the organizations. This was to purposively select only those that met the
criteria for inclusion. In order to gain acceptance and make in-roads into the participants for the purpose of
collecting data, research agents who were workers and colleagues of the prospective respondents were identified
and briefed about the rationale for the study in each organization. The research assistant’s role became very
important since the respondent’s main concern was trust; whether they could trust the purpose for which the
information was collected. Hence, employees were contacted and briefed about the research, and their voluntary
participation was sought. The questionnaires were accompanied with information sheet which outlined the
purpose of the study, instructions for completing and returning the questionnaire as suggested by Babbie (1998).
Out of the 230 questionnaires distributed, only 147 (63.9 % response rate) usable questionnaires were returned.
Ethical considerations observed included the researcher seeking informed consent from all participants before
the questionnaires were administered, and confidentiality of responses. Data collection lasted for six weeks. The
collected data was subjected to statistical analysis.
RESULTS
Preliminary Analysis
The normality of the data obtained for the study was verified. All the study variables were normally distributed
(see table 1.0). Normality was accepted when Skewness and Kurtosis were between -1 and +1 (Tabachnick &
Fidell, 2001). Coefficient of internal consistency (Cronbach’s α) was also computed to establish the reliability of
each of the scales in the questionnaire. Measures had satisfactory reliabilities, with alpha values ranging from .75
to .87
Table 1: Descriptive Statistics and Reliability Indices of the Study Variables
Variables Mean SD Skewness
Kurtosis Alpha
Org. Justice 95.49 17.84 -.078 .107
.86
Distributive Justice 25.21 6.83 .210 .532
.75
Procedural Justice 27.45 6.81 -.457 .270
.82
Interactional Justice 41.66 8.84 -.149 -.415
.86
OCB 101.99 13.17 -.148 -.024 .87
Total Number of Respondents (N=147)
Two hypotheses were tested in the study. Standard and Hierarchical Regression tests were used to test the
hypotheses. Hypothesis 1 was tested using Standard regression, and hypothesis 2 was tested using Hierarchical
Multiple regression test. Below are the hypotheses tested in the study
1. Perception of organizational justice will have a significant positive relationship with their willingness to
engage in OCB.
2. Interactional justice will significantly account for more variance and be positively related to OCB than
distributive and procedural justice in the Ghanaian setting.
Table 2: Results of Standard Multiple Regression Analysis for Organizational Justice as a predictor of
OCB
Model B SEβ β
1 (Constant) 85.126 5.737
Organizational Justice .171 .059 .226**
R2
=.112, **
p<.01
As shown in Table above, organizational justice significantly and positively predicted OCB (β=.266, p<0.05).
This indicates that employees were more likely to engage in OCB when they perceive their organization to be
characterized by high levels of justice than when justice was low. Justice accounted for 11.2% of the variance in
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OCB. The overall model was significant [F (1, 158) = 8.467, p < .01] which shows that organizational justice
alone significantly predicted OCB in the Ghanaian setting.
Hypothesis 2 was tested using Hierarchical Multiple regression test. The result is presented in Table below.
Table 2: Results of Hierarchical Multiple Regression Analysis for Distributive, Procedural and
Interactional Justice as Predictors of OCB
Model B SEβ β
1 (Constant) 83.493 5.241
Interactional Justice .434 .123 .300**
2 (Constant) 82.940 5.292
Interactional Justice .305 .202 .211
Procedural Justice .216 .267 .113
3 (Constant) 82.115 5.680
Interactional Justice .296 .204 .205
Procedural Justice .194 .172 .039
Distributive Justice .071 .172 .039
R2
= .090, 095 and .096 for steps 1, 2 and 3 respectively. ∆R2
= .005 and .001 for steps 2 and 3
**p < .01
Summary of the results revealed a significant model [F (1, 125) = 4.356, p < .05]. A look at the variables
individually indicated that Interactional Justice (β = .300, p < .05) significantly and positively predicted OCB
accounting for 9.0% of the variance in OCB. Procedural Justice (β = .113, p > .05) and Distributive Justice (β
= .039, p > .05) however did not significantly predict OCB. The hypothesis that ‘Interactional justice will
significantly account for more variance and be positively related to OCB than distributive and procedural justice’
was therefore supported.
Discussion
The researchers investigated perceived organizational justice on employees’ organizational citizenship behaviour
in Ghana. In view of this, the researchers sought to find out the predictive relationship between organizational
justice and OCB and the unique contribution of the three dimensions of organizational justice and their
relationship with OCB in the insurance industry in Ghana.
The theoretical position taken by the researchers that, organizational justice will significantly and positively
relate to OCB was confirmed by the empirical findings evidenced in the present study. This translates to the fact
that, when employees feel that they are fairly treated (i.e. interactionally, distributively and procedurally), they
naturally would demonstrate positive organizational behaviours like OCB.
Relationship between Interactional, Distributive, Procedural Justice and OCB
It was stated that interactional justice will significantly account for more variance and be positively related to
OCB than distributive and procedural justice. The results of the present study support this hypothesis. This
presupposes that when employees perceive fair treatment with regards respect and dignity, their commitment to
perform increases compared to merely distributing resources or following laid down principles. This is consistent
with many past findings (Mcfarlin & Sweeney, 2001; Rego & Cunha, 2009; Rego et al., 2004). A look at the
findings of Rego and Cunha’s (2009) study gives a similar support for confirming this hypothesis in the
Ghanaian setting.
A critical look at the literature reveals that distributive justice is usually grounded on the equity principle (Adams,
1965) and the economic exchange principle (Blau, 1964).Consistent with Rego and Cunha (2009), people feel
fairly treated when they receive outcomes proportional to their contributions. The better the performance, the
higher the outcomes must be. However, not until lately, rewarding performance was not a strong feature of
Ghanaian organizational culture as majority of organizations were state-owned that emphasizes on seniority
instead. Furthermore, some evidence suggest that equity is less preferred in collectivistic cultures (Gelfand et al.,
2007), where equality may be preferred. Ghana is also high in power distance and, as Paine and Organ (2000)
suggest, employees in higher power distance cultures may keep demonstrating OCB even when things are not
fair, because inequity is accepted, while employees in low power distance cultures may withhold OCB when
they perceive inequity in terms of procedural and distributive justice.
Ghanaian employees are potentially more reactive to the interactional dimension of justice as suggested by the
findings of the present study. Concern for individual employees, their plight, sensitivity, dignity and respect
which encompasses interactional justice is of more importance than distributive and procedural justice. The
results of the present study seem to suggest that Ghanaian employees value affiliative relationships, and want to
be treated with dignity and respect by their supervisors. It is vital that management of organizations provide
information about procedures, be genuine and sound explanations of decisions.
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The fact that interactional justice accounted for more variance in predicting OCB than distributive and
procedural justices implies that the leader or supervisor plays a vital role in creating interactional fairness in the
Ghanaian context. This is apparent as 8 out of the 9 items used in capturing the interactional justice perception
involved the manager-subordinate dyad. This finding is in consonance with Bateman and Organ (1983), Farh et
al. (1990), Moorman (1991) and Wong and Lui (2007). All these researchers were of the view that the supervisor
or manager represents the most direct source of variance in events that give rise to a felt need to reciprocate. As
Wong and Lui (2007) suggested, workers leave managers and not the organizations. It is worth mentioning that
distribution of resources due employees and formal procedures may both fulfill the same function but the present
study shows that supervisory action and interpersonal relations is more effective in eliciting OCB. Consistent
with Farh et al. (1990), interactional justice was found to be related to behaviors directed toward the supervisor
or manager. When employees feel fairly treated by the supervisor, they feel obligated to reciprocate by
performing activities above and beyond written in-role job descriptions. Supervisor’s fair and respectful
treatment of subordinates evokes a feeling that it is worthwhile working for the organization (Farh et al., 1990).
It is imperative that insurance organizations engage in policies and practices that facilitate interpersonal
relationship with all workers. As Ghana surges forward in their economic growth and trade liberalization, there
is the need for organizations to incorporate policies that enhance employee development and innovation. Human
resource management practices of organizations that are conceived as fair with the potential of eliciting desirable
behaviors like OCB should be tied to the corporate strategy of the organization. This engenders identification
and a socio-emotional attachment from employees. Therefore, it is suggested here that organizations provide
considerate and beneficial support to their members from whom voluntary efforts are anticipated.
Limitations and Suggestions for Future Research
The findings of this study may not generalize to the Ghanaian service sector in general because it was skewed to
the insurance industry. Also, the use of non-probability sampling strategies made generalization of the research
findings impossible. Further, evidence of significant relationship between the predictors and criterion does not
suggest cause-effect relationship as the correlational design used was inadequate and therefore not capable of
making such conclusions possible. The study was limited to only permanent employees in the organization
despite the increasing number of other categories of employees such as part-time/temporary staff in Ghanaian
organizations. In view of this, the researchers suggest that future research broaden the participants’ base to
include part-time/temporary staff. The need to do a comparative study is strengthened by the view that full-time
workers tend to engage in social exchange-based relationship (Stamper & Van Dyne, 2001) and part-time or
contingent workers exhibit lower organizational commitment and OCB that full-time regular workers (DeVoe &
Pfeffer, 2007).
Implications for Theory and Practice
Theoretically, this study adds empirical support to the assertion that organizational justice as one of the key
indicators associated with employees’ willingness to go above and beyond their job requirements. The findings
have implications for Human resource practitioners in showing the importance of interactional justice on
employees’ display of OCB. The study provides empirical evidence that in organizational contexts, efforts to
increase OCB should be focused on treating employees with dignity, respect and stateliness especially through
leader-subordinate relations. The present study enjoins managers/supervisors (who act as embodiment of the
organization) appreciate the need to treat valuable employees in a fair with more emphasis on interactional
justice so as to increase employees' sense of engaging in citizenship behaviors that benefits the organization as a
whole. This is in line with Weick’s (1995) suggestion that managers serve as interpretative filters of relevant
work events, features and processes. To this effect, organizational managers and supervisors must begin to view
their functions and actions as messages and communications that have implications for modeling employees’
fairness perception.
Conclusion
The performance of positive behaviours are based on the concept of exchange due largely to the fact that
workplace practices such as fairness climate has the potential to lead to the reciprocation of positive behaviours
like OCB in organizations. The findings obtained in the study are consistent with the social exchange theory
(Blau, 1964). Specifically, organizational justice significantly and positively predicted the performance of OCB
in the service sector of Ghana. Additionally, it was observed that interactional justice accounted for a significant
amount of variance in OCB than procedural and distributive justice. The empirical evidence reported in this
study clearly shows that, employees engage in a form of transaction with organization in which they trade their
behaviours (OCB) exchange for better treatment and conditions.
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Authors
Collins Badu Agyemang (Industrial and Organizational Psychologist and a PhD Candidate-University of Ghana,
Legon) is currently an Assistant Lecturer in the University of Professional Studies, Accra. His love and mastery
over research led to his appointment as a Teaching and Research Assistant (University of Ghana, Department of
Psychology).
Maxwell Asumeng (PhD Surrey) is a Lecturer in the Department of Psychology (University of Ghana, Legon).
He is currently the coordinator of the Industrial and Organizational Psychology Programme.
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