Analysing of the relationships between behaviours related to organizational justice, organizational commitment, and organizational citizenship

Abstract

In this study, the relation between organizational commitment and organizational justice notions which are effective on teachers' organizational citizenship is demonstrated. This research is a descriptive study in correlational survey method. In the study, high schools in the city centre of Gaziantep were examined, and consisting of 283 teachers. The study was carried out on the easily accessible sample. The data were collected by using a personal data form, organizational justice, organizational commitment and organizational citizenship tools. The data were analyzed with correlation and multiple linear regression methods. In a middle or large scale, positive and meaningful relations between organizational justice, organizational commitment and organizational citizenship the perceptions of teachers were examined. Whether personal and vocational factors are effective on organizational citizenship, or not, was also examined. It was confirmed that organizational justice directly affects organizational citizenship, and also organizational commitment is a partial mediation predictor to organizational citizenship. According to findings obtained, various suggestions were made.

Okul Yöneticilerinin Örgütsel Adalet Davranışları ile Öğretmenlerin Örgütsel Bağlılık ve Örgütsel Güven Duyguları Arasındaki İlişkinin İncelenmesi

“…There are also many other studies in the related literature that reveal a positive and significant relationship between organizational justice and organizational commitment ( Uğurlu, 2009;Özgan, 2011;Selvitopu, 2011;Yılmaz, 2012;Akyüz, 2013;Ay, 2013;Buluç & Güneş, 2014). ; Gök, 2014;Savaş, Angay and Alp, 2015;San and Yalçıntaş, 2017;Selek Öz and Sağlam, 2019).…”

Effects of Inter-organizational Justice on Dimensions of Organizational Citizenship Behaviours: A Study on Kuwait Ministries’ Employees

“…Al Afari and Abu Elanain (2014) opine that managers in healthcare organizations have to incorporate appropriate actions that support fairness, for example, interactional justice, as a result of which employees may be less inclined to leave their jobs and have higher work satisfaction. Savas et al (2015) suggested that the successful implementation of organizational justice within the structure of any organization can definitely lead to an increase in employees’ organizational commitment, which in turn increases their OCB. When the perception of OJ is high, it can enhance effective commitment by employees towards their organization and promote sustainable OCB (Alzayed and Murshid, 2017).…”

Psychological needs matter more than social and organizational resources in explaining organizational commitment

“…They argue that all dimensions of organizational justice are positively related to organizational commitment. Moreover, procedural justice has the strongest correlation to commitment across studies (Cohen‐Charash & Spector, 2001; Colquitt et al ., 2013; Korsgaard, Schweiger & Sapienza, 2017; Savas, Angay & Alp, 2015; Wayne, Shore, Bommer & Tetrick, 2002). According to Kim and Park (2017), when employees perceive high levels of procedural justice in their organization, they are more engaged, which leads to more knowledge sharing and innovative work behaviors.…”