Distributive justice and affective commitment in nonprofit organizations

Abstract

Purpose The purpose of this paper is to study pay referents that may have an effect on employee organizational affective commitment. It explores existing connections between distributive justice – stemming from individual, external, and internal referents – and organizational affective commitment. This enables an exploration of the effects of distributive justice (Sweeney and McFarlin, 2005). Design/methodology/approach This study uses a quantitative analysis of 198 French nonprofit employees in health and social services. Findings Results show that only individual distributive justice relates to organizational affective commitment and that this relationship is mediated by person-organization fit. Originality/value This study is the first to analyze pay referents in nonprofit organization. It also explains the distributive justice – organizational affective commitment in terms of person-organization fit.

Person-Organization Commitment: Bonds of Internal Consumer in the Context of Non-profit Organizations

“…Motivational aspect for employees: Non-profit employees often feel they are underpaid (Light, 2003; Kim and Lee, 2007; Handy et al, 2008) but they may be willing to sacrifice some money in order to serve a cause or specific social mission (Ohana and Meyer, 2016). In this way, in a context of scarce financial resources, our second recommendation is that human resources managers should consider the definition of job position and must establish mechanisms to promote appropriate activities in considering how they contribute to the mission of the organization.…”

“…Although, non-profit employees often feel they are underpaid (Light, 2003; Kim and Lee, 2007; Handy et al, 2008), they may be willing to sacrifice some money (from wage, income) in order to serve a cause or specific social mission (Ohana and Meyer, 2016). In this way, the organization's affective commitment is important in a context of scarce financial resources and can help to resolve the dilemma faced by non-profit managers of how to keep employees committed without offering them the highest possible salary (Ohana and Meyer, 2016).…”

“…In this way, the organization's affective commitment is important in a context of scarce financial resources and can help to resolve the dilemma faced by non-profit managers of how to keep employees committed without offering them the highest possible salary (Ohana and Meyer, 2016). …”

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“…Employees that shows a strong affective commitment will continue to be a part of the organization because they are enthusiastically feel so. With this it shows a positive interaction between the individual and the organization because both share the same values (Joolideh and Yeshodhara, 2009;Ohana and Meyer, 2016). Affectively committed employees tend to work longer hours to serve the mission of the organization they feel they belong to.…”

Organizational Justice and Employee Sustainability: The Mediating Role of Organizational Commitment

“…Organizational justice has been a widely researched area in the field of management for the last three decades (Cole, Bernerth, Walter, & Holt, 2010). However, as it is still unexplored in many geographical and organizational contexts around the world, the importance of more research in this area should not be undermined (Kofi, Asiamah, & Mireku, 2016;Ohana & Meyer, 2016). The construct of OJ has multidimensional situatedness as it includes three dimensions, which are distributive, procedural, and interactional (interpersonal and informational) (Park, Song, & Lim, 2016).…”