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

Abstract

The aim of this article is to model the relationships between three different dimensions of inter-organizational justice (procedural, interactional and distributive) and their influence on five dimensions of organizational citizenship behaviour (OCB) (altruism, sportsmanship, conscientiousness, courtesy and civic virtue) in public sector organizations. The partial least square (PLS) path method was used to explore the nature of the relationships. The survey was self-administered to 573 employees working in nine different government ministries in Kuwait, with a response rate of 373. The results indicate that employees’ perceptions of interactional justice positively influence their perceptions of procedural justice, distributive justice, altruism, civic virtue, conscientiousness, courtesy and sportsmanship. In addition, the results showed the perceived interactional justice of employees has an indirect effect on all dimensions of OCBs through their distributive justice perceptions. The results also revealed that interactional justice has only an indirect effect on altruism, sportsmanship, and courtesy through procedural fairness. Directors of public organizations should pay particular attention to offering a higher level of interactive justice that can strongly improve employee perception of distributive and procedural justice. This, in turn, may show high degrees of civic virtue, sportsmanship, altruism, courtesy, and conscience behavior among employees.

Organizational justice and organizational citizenship behavior: the mediating role of work engagement

“…Prior studies explored several intervening variables between OJ and OCB, such as organizational commitment ( Donglong et al., 2020 ; Jehanzeb and Mohanty, 2019 ), organizational trust ( Ullah et al., 2021 ), job satisfaction ( Junru and Huang, 2019 ; Khan et al., 2020 ), job involvement ( Sujono et al., 2020 ), psychological ownership ( Jnaneswar and Ranjit, 2021 ), and leader-member exchange ( Hasyim and Palupiningdyah, 2021 ; Sheeraz et al., 2020 ). However, there is still a call to uncover the “black box” remaining in the OJ—OCB relation ( Ambrose et al., 2021 ; Rana et al., 2018 ; Zayed et al., 2020 ). Considering the role of OJ on employee attitude and behavior, very few studies have explored the mediating role of work engagement (WE), a favourable employee attitude, in the association between organisational justice and OCB across the sectors ( Hassan et al., 2014 ; Yanthi and Rahyuda, 2019 ).…”

‘Not in touch’: Nonverbal communication and frontline perceptions of inter-organizational justice in parole work

“…Relatedly, Organ (1977, 1997) theorized organizational citizenship behaviour mediates organizational justice (Cohen-Charash and Spector, 2001; Colquitt et al, 2001; Jafari and Bidarian, 2012; Knez et al, 2019; Wolfe and Lawson, 2020; Zayed et al, 2020). Following Zayed et al (2020: 448), we recognize five dimensions of organizational citizenship behaviour. While these tend to be studied in private organizations, we operationalize them for the public sector as they relate to inter-organizational justice (see Table 1).…”

“…Zayed et al (2020) found inter-organizational justice was a strong indicator for improving distributive outcomes (e.g. employee perceptions), suggesting a study of parole supervisory procedures is an effective way to explicate what officers believe about their work.…”

Workplace Bullying, Engagement and Employability: Moderating Role of Organization-Based Self-Esteem

“…Adverse effects of bullying affect the organizational sustainability of higher educational institutions (Muazzam et al, 2020 ). Organizational sustainability is associated with how engaged/associated employees are with their work and organization (Glavas, 2012 ; Zayed et al, 2020 ). Activities that demoralize employees’ enthusiasm for the organization can negatively impact organizational sustainability and growth.…”