Purpose – The purpose of this paper is to examine the main and indirect effects of belongingness and interactional fairness on interpersonal citizenship behavior. Design/methodology/approach – Field data were obtained from 141 subordinate-supervisor dyads from diverse occupations and organizations within Canada. The study was cross-sectional in nature. Findings – Consistent with expectations the findings demonstrates that interactional fairness positively predicts employee sense of belongingness, and employees show more helping behavior (supervisor rated) when they have a stronger sense of belongingness at work. Belongingness partially mediates the relationship between interactional fairness and interpersonal behavior. Research limitations/implications – Future research could involve investigating a broader range of mediating mechanisms that might promote interpersonal citizenship behavior; for example, trust. As previously indicated, belongingness partially mediates the relationship between interactional fairness and interpersonal citizenship behavior, implying other possible mechanisms through which interactional fairness influences follower behaviors. Moreover, this research can be extended to include to other forms of prosocial behaviors (e.g. innovative behavior). Practical implications – Satisfying employees’ need for belonging is an important aspect of organizational life and useful in promoting helping behaviors among coworkers, it is essential for organizations to, therefore, create a work culture of inclusiveness. It is prudent for organizations to also expend greater effort to maximize interactional fairness by introducing programs intended for training organizational leaders how to be fair. Originality/value – Interpersonal citizenship behavior is important for group and organizational functioning; however, current psychological models are insufficient for understanding these behaviors. To advance the understanding, this study attempts to directly test individuals’ sense of belongingness as the psychological mechanism through which interactional justice can influence interpersonal citizenship behavior.
PurposeDespite the importance of interactional fairness, it has been assessed less frequently in literature than has procedural and distributive justice. The effects of interactional fairness are at times stronger than the effects for procedural and distributive fairness, given that supervisors are prominent in any workplace environment and the chief source for interpreting information related to matters such as suitable business practices and goals needed by organizations. This study aims to examine the mediating mechanisms through which interactional justice influences emotional exhaustion and turnover intentions. Specifically, the hypothesis proposes that perceived organizational support and a sense of belongingness simultaneously mediates the relationship between interactional justice and emotional exhaustion, which in turn affects withdrawal cognitions.Design/methodology/approachThe author draws on the literature and studies on the link between organizational justice, stress and turnover to develop the hypotheses, collecting data from 141 employees of different organizations and occupations.FindingsResults of partial least squares structural equation modeling and Preacher and Hayes’ (2004) bootstrapping approach reveal that interactional justice is significantly positively associated with perceptions of organizational support and belongingness, which in turn is negatively associated with emotional exhaustion.Research limitations/implicationsInteractionally fair treatment engenders perceptions of organizational support and heightens a sense of belongingness, subsequently reducing the burden of physical and emotional fatigue on individuals and thereby freeing employees from engaging in turnover cognitions.Practical implicationsThe study underscores the importance of fair supervisors. Results suggest that fair supervisors help employees estimate the extent to which their organization is supportive. In addition, fair supervisors reassure subordinates that they are valued, which in turn lessens the experience of emotional exhaustion, giving organizations a competitive advantage due to the more favorable behavioral intentions held by employees.Originality/valueInteractional justice has been assessed less frequently in literature than has procedural and distributive justice. Research has overlooked the underlying process of how interactional justice reactions might motivate emotional exhaustion and turnover intentions responses. Thus, this study identifies an expanded group of mediators that link interactional justice to emotional exhaustion and turnover intentions.
PurposeThe purpose of this study is to assess the pathway through which authentic leadership influences organizational citizenship behavior (OCB). The authors examine how the perception of overall fairness and a sense of belongingness mediate the relationship between authentic leadership and OCB.Design/methodology/approachThe authors distributed survey questionnaires to full-time employees working for an insurance company. Data were collected in two phases. To test the hypotheses, the authors conducted hierarchical multiple regression analysis using the PROCESS macro by Hayes (2012).FindingsPROCESS analysis reveals that overall fairness mediates the relationship between authentic leadership and subordinates' sense of belongingness, which is then positively related to OCB. Taken together, these findings are largely in line with the authors’ theoretical model.Originality/valueEmpirical research has yet to explore how authentic leaders create the perception of fairness, which influences subordinates' OCB. Thus, this study extends the authors’ knowledge on the extant literature of organizational behavior by integrating two important domains—authentic leadership and organizational fairness—to propose that authentic leadership is a fair leadership that aids in promoting OCB. Also, studies on authentic leadership processes have examined basic models and neglected the possibility of sequential mediation. To better understand the complex relationship of authentic leadership and OCB, the authors examine overall fairness and belongingness as sequential mediators.
We investigated the effect of interview format and employment equity program strength on perceptions of fairness. We used job seekers and vignettes to test the hypotheses. The participants reported lukewarm support for employment equity programs. The use of a situational interview in the selection process of an organisation that had adopted an employment equity program contributed to higher perceptions of fairness vis-à-vis the use of an unstructured interview. The results also showed that the inclusion of a situational interview in the selection process mitigated negative reactions to the selection decision when a strong employment equity program was in place as well as when a female visible minority was hired.a pps_406 431..453Nous avons évalué l'impact sur la perception de justice du style d'entretien et de la rigueur d'une charte d'équité relative à l'emploi. On a fait appel à des demandeurs d'emploi et utilisé un test de jugement situationnel pour éprouver les hypothèses. Les répondants se sont montrés peu enthousiastes en ce qui concerne les chartes d'équité relatives à l'emploi. Le choix d'un entretien structuré dans le processus de sélection d'une organisation qui avait adopté une charte d'équité relative à l'emploi a amélioré la perception de justice portant sur un entretien ordinaire. Il apparaît aussi que la présence d'un entretien structuré dans le processus de sélection atténuait les réactions négatives consécutives au résultat de la sélection quand existait une sérieuse charte d'équité relative à l'emploi et quand était embauchée une minorité féminine non négligeable.
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