Affective commitment and job satisfaction among non-family employees: Investigating the roles of justice perceptions and psychological ownership

The influence of employees’ perceptions of organizational politics on turnover intentions in Zimbabwe’s SME sector

“…Empirical evidence also points to the fact that when political behavior within organization rises and workers feel that they have been treated unfairly, their organizational commitment decreases (Ferris et al, 2002;Valle & Witt, 2001). A sizable number of recent studies seem to support the inverse relationship between employees' perceptions of organizational politics and organizational commitment (Vigoda-Gadot, Vinarski-Peretz & Ben-Zion, 2003;Cater & Zabka, 2009;Sieger et al, 2011). Conceivably, when SMEs employees perceive unfair treatment as a result of organizational politics at their workplace, they are likely to reduce their organizational commitment.…”

“…A proliferation of studies in organizational justice suggests that Justice Judgment theory assumes that an individual's perception of fairness is based on justice rules (Colquitt et al, 2001;Walumbwa, Cropanzano & Hartnell, 2009). Justice rule is defined as an individual's belief that a distribution of outcome, or procedure for distribution of outcomes, is fair and appropriate when it satisfies certain criteria (Sieger et al, 2011). This definition presupposes two categories of justice rules, namely distribution rules and procedural rules.…”

“…There is a network of regulatory procedures that guides the allocative process. The concept of procedural fairness refers to an individual's perception of the fairness of procedural component of the social system that regulates the allocative process (Sieger et al, 2011). An individual uses justice rules to evaluate the fairness of allocative procedures (Ferris et al, 2002).…”

“…For instance, where perceived inequity is high, employees are likely to be dissatisfied and consequently, this lead to low organizational commitment and high turnover intentions or ultimately job quit (Lowe & Vodanovich, 1995;Loi et al, 2006). On the contrary, the absence of negative organizational politicking might create a just and fair working environment that makes employees have a perception of equity, which might culminate in high organizational commitment and low turnover intentions (Sieger et al, 2011). Drawing from these aforementioned assertions a conceptual model in Figure 1 is developed.…”

Psychological contract and social exchange in family firms

“…Further, some studies have empirically explored the role of justice in shaping perceptions of the firm for non-family employees (Barnett, Long and Marler, 2012;De Massis, 2012;Sieger, Bernhard and Frey, 2011), but fewer have investigated the impact of justice perceptions for family members. Likewise, participation in strategic decision-making has been found to lower conflict (Dyer, 1988) in high-performing family firms (Upton, Teal and Felan, 2001), but it also raises the potential for disagreement between factions with divergent visions of the future (Davis and Harveston, 1999;Gersick, 1997).…”