Distributive Injustice: Leadership Adherence to Social Norm Pressures and the Negative Impact on Organizational Commitment

Fuller, LaJuan Perronoski

doi:10.5539/ibr.v14n9p21

Cited by 5 publications

(5 citation statements)

References 89 publications

(121 reference statements)

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“…The investigation into distributive injustice and organizational identity uses a quantitative and cross-sectional study design. Distributive injustice consists of a 14-item scale with a previous Cronbach's alpha coefficient of .95 (Fuller, 2021). Additionally, organizational identity (OI) consists of 7-items with a previous Cronbach's alpha coefficient of .89 (Lyngdoh et al, 2018).…”

Section: Methodsmentioning

confidence: 99%

“…Distributive injustices are organizational practices contrary to job performance (Fuller, 2021). As a result, this research develops a perceived employee distributive injustice (PEDI) scale using the SI approach to account for organizational practices.…”

Section: Distributive Injusticementioning

confidence: 99%

“…Because the surveys questions present normal distribution, PEDI's previous 14-item Cronbach's alpha of .95 (Fuller, 2021) and OI 7-item Cronbach's alpha of .89 (Lyngdoh et al, 2018) coefficients were validated for current reliability. This study applies George and Mallery (2018) criteria where an acceptable scale coefficient at > .9 excellent, > .8 good, > .7 acceptable, > .6 questionable, > .5 poor, and ≤ .5 unacceptable.…”

Section: Statistics and Analysismentioning

confidence: 99%

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Diversity and Inclusion Favoritism: Creating Distributive Injustices That Erode Organizational Identity

Fuller¹

2022

IJSSS

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Diversity and inclusion concepts remain unclear, which has generated an explosion of new viewpoints to pursue distributive justice. These variations suggest the need for a criterion to recognize partiality or prejudices in diversity and inclusion practices. This study applies the social identity approach to investigate the impact of diversity and inclusion distributive injustices on an employee’s organizational identity. Research on perceived employee distributive injustice (PEDI) suggests organizations that favor a person's social categorization or identity may more likely create unfair compensations and incentive biases. This study hypothesizes that distributive injustices can recognize diversity and inclusion practices that negatively affect an employee’s organizational identity. The study consists of 451 full-time US employees. A Cronbach's alpha coefficient for distributive injustice is .94, and organizational identity is .92. The findings confirm that leaders and HR professionals who implement diversity and inclusion practices that favor a social characteristic or identity will erode organizational identity.

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Section: Methodsmentioning

confidence: 99%

Section: Distributive Injusticementioning

confidence: 99%

Section: Statistics and Analysismentioning

confidence: 99%

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Diversity and Inclusion Favoritism: Creating Distributive Injustices That Erode Organizational Identity

Fuller¹

2022

IJSSS

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“…Each measurement consists of a seven-point Likert-typed scale (1 = strongly disagree, 7 = strongly agree) with a previous Cronbach's alpha of .95 (Fuller, 2022b). Previous research has shown that LEAD has a significant relationship with organizational commitment (Fuller, 2021c) and reduces knowledge hiding between employees (Fuller, 2021a). Because pragmatism reduces destructive behaviors, PDT should not moderate the FLP relationship with OCB.…”

Section: Methodsmentioning

confidence: 99%

Employee Perception of Leadership Tolerance of Deviance and the Moral Disengagement from Organizational Citizenship Behavior

Fuller¹

2022

JHRSS

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Organizational leaders set the example for "what is acceptable" ethical behavior and encourage organizational citizenship behavior among employees. Organizational citizenship behavior is the willingness to go above and beyond regular duties and responsibilities without using formal reward systems. However, employees who use social comparisons or repeatedly witness leaders who tolerate deviant behaviors are more likely to morally disengage from the positive attributes associated with organizational citizenship behavior. This research aims to determine ethical leadership attributes that resist the negative impact of perceived deviance tolerance on employee organizational citizenship behavior. The Leadership Ethic and Decision-making (LEAD) model is grounded in the foundational leadership theory which suggests that leaders should conduct an inward examination using integrity and assurance with an outward examination based on pragmatism to improve employee perception of ethical decision-making. The result of this study is based on responses from 378 full-time employees in the United States. The findings reveal that LEAD is a reliable, ethical leadership model and pragmatism is resistant to negative moderation of perceived tolerance of deviant behavior on employee contributions in the workplace. Therefore, leaders, managers, and HR professionals who apply the LEAD model will influence organizational citizenship behavior while reducing the deviant behaviors associated with the perceived tolerance of deviance.

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“…Skills are the abilities possessed by a teacher in carrying out their main duties, functions, and responsibilities in accordance with their scientific field (Tovkanets, 2021). A person's skills are based on talents, interests, habits, perseverance, and interests to be achieved (Fuller, 2021). Skills, experience, and discipline are efforts to overcome teacher difficulties in the learning process (Blumenfeld et al, 2020).…”

Section: Introductionmentioning

confidence: 99%

Overcoming Difficulties in Managing Online Learning in the Era of the Covid-19 Pandemic

Khairiah

2022

JTP

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Difficulties overcoming the management of online learning in the era of the Covid-19 pandemic, due to the level of availability of technological devices, the readiness of human resources, the level of technological literacy of teachers, students and parents and the readiness of educational institutions. This article uses a descriptive qualitative method, this paper aims to map the forms of efforts to overcome online learning difficulties during the co-19 pandemic and analyze the causes. Data collected sourced from primary data and secondary data. Secondary data of 50 Aliyah madrasah institutions in Bengkulu. Primary data includes teacher profiling, motivation, types of difficulties and efforts to overcome the difficulties they experience. Secondary data consists of teacher literacy and attendance, statistics on teacher competency test results. Primary data and secondary data are used as a basis for analysis in efforts to overcome difficulties in managing online learning during the co-19 pandemic, through interviews with 15 teachers and 15 students, taking into account their special characteristics, situation and culture. This study shows that differences in socioeconomic groups of students and parents shape their opportunities to study online. The gap in students' socio-economic class has consequences for the level of difficulty in managing online learning in communicating, responding, doing activities, collaborating and achieving student competency and achievement. The existing structural gaps are an important factor in interpreting the reality of difficulties in managing online learning at Aliyah madrasas in Bengkulu Province, Indonesia.

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Distributive Injustice: Leadership Adherence to Social Norm Pressures and the Negative Impact on Organizational Commitment

Cited by 5 publications

References 89 publications

Diversity and Inclusion Favoritism: Creating Distributive Injustices That Erode Organizational Identity

Diversity and Inclusion Favoritism: Creating Distributive Injustices That Erode Organizational Identity

Employee Perception of Leadership Tolerance of Deviance and the Moral Disengagement from Organizational Citizenship Behavior

Overcoming Difficulties in Managing Online Learning in the Era of the Covid-19 Pandemic

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