No abstract

In the last two decades, scholars have proposed that implementing democratic practices and ideas in organizations results in significant improvements in employees' attitude and behavior. Using two widely advocated and debated dimensions of organizational democracy (empowerment and communication), the present study provides empirical evidence of this mentioned relationship between organizational democracy and employee outcomes (commitment, citizenship behavior, and turnover intentions) under mediating role of organizational justice. Based on the data of 262 employees working in fan manufacturing companies, structural equation modeling was employed to estimate the results. Results suggest that bringing democratization at workplace enhance employee commitment and citizenship behavior and reduce intentions to leave the organization. Furthermore, the study also supports organizational justice as a mediator, suggesting that the relationship between organizational democracy and employee outcomes becomes more strengthened once justice is introduced. The study provides empirical evidence to ideas and prepositions of many organizational democracy researchers working for decades.

The idea of bringing democratization at the workplace has been present in management literature for decades. Literature has witnessed an increased interest of researchers on this topic, especially after the 2003 Academy of Management Annual Meeting conference having the theme “Democracy in a Knowledge Economy,” and August 2004 special issue of the Academy of Management Executive: “Democracy in and around Organizations.” To further explore this underpinned concept, the present study aims to refine and develop the organizational democracy construct. Using in-depth literature analysis published in last three decades on organizational democracy, ten dimensions (freedom, fairness, integrity, tolerance, shared responsibility, structure, transparency, knowledge sharing, accountability, and learning environment) were identified, leading to the development of its conceptual framework. By deploying established scale development procedures, the organizational democracy scale was developed, refined, and validated. The new organizational democracy scale consists of forty-five items consistent with theory and practice. The scale will assist future researchers and industrial practitioners in a deeper exploration of this construct and organizational managers for establishing, assessing, and improving democratic practices at their workplaces.

Methods for the elimination of police corruption to enhance integrity, usually disregards its roots that are connected to societal elements in light of the fact that police corruption has societal causes and implementing a change of the police needs, to certain degree, transforming the community. In this research, a qualitative approach (semi-structured interviews, focus group meetings and observations) was used the analysis methods from social profiles categorized as per their degree of police corruption utilizing data. Researchers have described and examined the organizational and social determinants of police corruption to help decision-makers establish social and economic policy frameworks to monitor police corruption. Researchers concluded that poor pay, resource shortage, moral economy, and politicization of police are pertinent to police corruption. In addition, research evidence suggests that the government must increasingly strengthen organizational as well as social measures in order to minimize police corruption.

Bringing democracy to the workplace has gained researchers’ attention during the last few years. In addition to its proorganizational outcomes, democratization at the workplace also helps to eradicate organizational negativities. The present study investigates these claims by empirically examining the relationship between organizational democracy, perception of politics, and workplace incivility. A sample of 300 full-time employees working in fifteen different banks in the district of Gujrat Pakistan was obtained. The structural equation modeling technique was used to test the proposed hypotheses. The results indicated that workplace democracy is negatively associated with the perception of organizational politics and workplace incivility. Nevertheless, when there is organizational democracy with a supportive environment, it further reduces its incivility and politics. The study provides empirical evidence to managers and organizational decision makers in developing democratic workplaces to promote participative culture and eradicate organizational negativities. More studies on democratic practices with different contexts and factors are discussed and proposed for future studies.