Does Perceived Organizational Support Mediate the Relationship between Procedural Justice and Organizational Citizenship Behavior?

From Interactional Justice to Citizenship Behaviors: Role Enlargement or Role Discretion?

“…Based on the existing literature, it is more likely that employees will use these behaviors to respond to fair or unfair treatment coming from the direct supervisor (interactional justice), rather than to respond to fair or unfair organizational procedures. Indeed, one of the explanations provided by Moorman et al, (1998) for procedural justice failing to predict individual initiative is that this specific type of citizenship behavior is related to measures of satisfaction or dissatisfaction with the supervisor.…”

The Impact of Spiritual Leadership on Organizational Citizenship Behavior: A Multi-Sample Analysis

“…Champoux (2000) and Mayfield and Mayfield (2002) pointed out that leader's caring behaviors toward the employees make employees emotionally attach to the organization, and be willing to stay in the organization. Moorman et al (1988) pointed out that leaders' respectful behaviors cause employees to feel valuable and important in the organization, making them willing to exhibit organizational citizenship behaviors. Williams and Anderson (1991) divided organizational citizenship behaviors into two types, including organizational citizenship behaviors toward an individual (i.e., behaviors that are directly helpful to a specific individual and indirectly contribute to the organization) and organizational citizenship behaviors toward an organization or a team (i.e., behaviors that directly contribute to the organization).…”

Transformational Leadership in Labor Organizations: The Effects on Union Citizenship Behaviors

“…This hypothesis is consistent with Meyer and Allen's (1997: 54) suggestion that "experiences that provide support, involve fair treatment, and communicate that one's contributions are valuable might increase affective commitment by fulfilling this more basic need to feel good about oneself." OBSE is conceptually distinct from perceived organizational support in that POS evaluates how an organization views the individual (i.e., the organization values me) (Moorman et al 1998), whereas OBSE is the belief that one is worthy or valuable to the organization (i.e., I am valuable to the organization). From a social identity perspective, POS can be construed as an autonomous status judgment or a judgment of organizational respect (Fuller et al 2003).…”