A multilevel study of the relationship between organizational justice and affective commitment

Abstract

Purpose – The purpose of this paper is to examine the moderating role of organizational size and individual tenure on the relationship between organizational justice and organizational affective commitment. Based on the literature on organizational justice and justice climate, this paper tests whether the role of justice climate, measured at the organizational level, is affected by these organizational and individual characteristics in determining individual organizational affective commitment. Design/methodology/approach – Data on 20,936 employees from 1,496 companies that were included in the 2004 Workplace Employment Relationships Survey were used. Findings – Hierarchical linear modeling analysis shows that the importance of the justice climate extends beyond its effect on individual perceptions. Moreover, whereas the organization size does not influence the justice climate – affective commitment relationship, organizational tenure moderates it. Originality/value – This study shows the impact of justice climate on affective commitment beyond the effect of individual justice. It also examines organizational (organization size) and individual characteristics (tenure) as possible moderators, constructs rarely considered in studies on justice climate.

Distributive Justice Climate and Job Performance: The Mediating Role of Industrial Relations Climate

“…First, in this study we have confirmed the effect of distributive justice climate and industrial relations climate on employees' job performance (Ohana, 2014). In this sense, our study findings reinforce the results reported by Liao and Rupp (2005) and extend the research findings of Deery et al (1999) through the inclusion of a multilevel approach.…”

“…Recently, researchers have highlighted how an organization's justice climate influences work outcomes (Liao & Rupp, 2005;Ohana, 2014). In this study we have contributed to the justice climate literature by exploring the multilevel mechanism through which distributive justice climate relates to job performance.…”

“…According to social exchange theory (Blau, 1964), employees may interpret a distributive justice climate that is fair and equitable as a guarantee of economic outcomes from the organization, such as money (Colquitt et al, 2013). A distributive justice climate that is effective is also an indicator that the organization values employees' contributions and acts in a fair manner toward them (Ohana, 2014). Therefore, employees tend to trust and cooperate with the management and a more specific form of organizational climate, related to industrial relations climate, is likely to emerge.…”

“…Industrial relations climate is defined as "the degree to which relations between management and employees are seen by participants as mutually trusting, respectful, and cooperative" (Snape & Redman, 2012, p. 11). Specifically, distributive justice climate indicates that the organization acts in a fair manner toward employees (Ohana, 2014). Thus, employees tend to perceive high-quality social exchange in the employment relationship, and tend to be willing to reward the organization through hard work (Colquitt et al, 2013).…”

“…has been highlighted in determining performance at the firm level (Whitman et al, 2012), researchers have yet to examine from a multilevel perspective how distributive justice climate influences job performance (Ohana, 2014).…”