Examining the Dimensionality of Colquitt's Organizational Justice Scale in a Public Health Sector Context

Enoksen, Elisabeth

doi:10.2466/01.pr0.116k26w0

Cited by 18 publications

(16 citation statements)

References 36 publications

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“…The results obtained conclude that the structure of four organizational justice factors (distributive, procedural, interpersonal and informative) are concordant as in other studies carried out in different countries, according to the studies carried out (Colquitt, 2001;Díaz-García et al, 2014;Enoksen, 2015;Olsen et al, 2012;Omar et al, 2003;Streicher et al, 2008). This finding contributes to the existing body of knowledge about the structure of the organizational justice scale of Colquitt, as well as to the conception of organizational justice as a four-factor construct (distributive, procedural, interpersonal and informative).…”

Section: Conclusion and Some Policy Implicationssupporting

confidence: 86%

Factor Analysis of Organizational Justice: The Case of Ecuador

César¹,

Luís²,

María³

2019

ERSJ

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Purpose: Organizational Justice (JO) is an important predictor of different attitudes and organizational behavior. Τhe Colquitt organizational scale of justice was developed to assess the perceptions of Justice in employees (for this case university professors) and it has four dimensions: distributive, procedural, interpersonal and informational justice. For this work we extend the analysis to the Ecuadorian context using a model that was applied in Spain. Design/Methodology/Approach: The Cronbach alpha obtained for each dimension varied between .98 and .99 with a measure of sampling adequacy KMO of .9663. The corresponding factor analysis, includes items on 3 factors that account for 98% of the variance, so it is confirmed that it is an instrument that has the adequate psychometric properties for its use in the ecuadorian context. Findings: The institutions of public higher education of Ecuador, go through a significant stage of change and transformation from the political to the academic in which short-term changes are proposed regarding the normative and that is where it is necessary to study the processes of organizational change, and achieve greater assimilation through the management of elements such as the perceptions of justice that can lead to these being assimilated in a better way. Practical Implications: From the four dimensions identified by Colquitt, the one showing a higher percentage of acceptance was the interpersonal with a rate of 86.1%. Originality/Value: The objective of this study is to assess the scale of organizational Justice of Colquitt and to determine the perception of teachers in public universities in Ecuador. In addition, five questions that refer to the use of ICT in the different dimensions in a sample of 500 professors were included.

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Section: Conclusion and Some Policy Implicationssupporting

confidence: 86%

Factor Analysis of Organizational Justice: The Case of Ecuador

César¹,

Luís²,

María³

2019

ERSJ

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“…As an organization‐level resource, work environment is assumed to be an extrinsic motivator of work engagement in the JD‐R model and has often been examined in empirical studies. However, in such research investigators have mostly focused on the nursing‐specialized practice environment and less on organizational justice in healthcare organizations (Enoksen, ). In this study, we found that the two dimensions of distributive justice and informational justice had positive associations with work engagement, with informational justice being the strongest explanatory variable in model 2 (see Table ).…”

Section: Discussionmentioning

confidence: 99%

“…Informational justice is defined as the perceived fairness of information and explanations about procedures and outcomes in the organization. Timely and reasonable explanation and transparency of information enhance the feeling of fairness and meet the needs of respect (Enoksen, ). Therefore, nurses are likely to experience low levels of work engagement when they perceive that the organization treats them unfairly in terms of distributive outcomes and distributive information.…”

Section: Discussionmentioning

confidence: 99%

Associations of Organizational Justice and Job Characteristics with Work Engagement Among Nurses in Hospitals in China

Wan¹,

Zhou

Li³

et al. 2018

Research in Nursing & Health

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Work engagement of nurses has a great effect on their productivity, patient outcomes, and organizational performance. It is important to explore what can be done to facilitate nurse engagement. In this study, we surveyed a total of 1,065 nurses chosen from seven hospitals in China by random cluster sampling to explore the state of nurse engagement and its associations with organizational justice and job characteristics. The mean score for nurse engagement was 3.5 (SD = 1.5) on a 0-6 scale, and in hierarchical multiple regression analyses we found that nurse engagement had statistically significant relationships with the two organizational justice dimensions of distributive justice (β = 0.13, p < .01) and informational justice (β = 0.17, p < .05); and the three job characteristic dimensions of task significance (β = 0.15, p < .01), job feedback (β = 0.10, p < .01), and skill variety (β = .08, p < .05). Hence, work engagement of nurses was not at a high level, and nursing leaders should consider enhancing their engagement through creating motivational job characteristics and improving nurses' perception of organizational justice.

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“…Organizational justice was measured by using the fifteen-item scale of justice validated by Enoksen (2015). A five-point Likert scale was used to analyze the respondents' level of agreement.…”

Section: Organizational Justicementioning

confidence: 99%

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2021

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COVID-19 had a negative influence on the employee's job performance and increased the risk of error. It's about exploring the link between employee support and company performance, if possible, to form on a large scale. Let's address the differences between fairness in the job and justice in the workplace. For this study, a convenience sample of 222 media personnel was identified and selected. The questionnaires were open-ended to gather the responses. It was used in the evaluation of only a portion of the answers using a Pseudo-Differential Templating Process. In cash-flow expansion, employee productivity improves since COVID-19 views as providing employees with more money rather than providing a structure for their work. Both ideas are not mutually exclusive but must all be pursued, for corporate justice is key in explaining the relation between perceived organizational assistance and employee success. Managers need to provide their employees with resources to succeed if they expect their workers to do well. When management's encouragement and fairness are interpreted as personal values, employees become motivated and do their best work. The contribution of employees to the overall performance of an organization matters even more. In the context of COVID-19, the study evaluated non-reported assistance to employees' levels of job performance; this correlation between perceptions of assistance and performance was found to be nonlinear. These days, the public expects to have to battle barriers of additional financial support from corporations.

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Examining the Dimensionality of Colquitt's Organizational Justice Scale in a Public Health Sector Context

Cited by 18 publications

References 36 publications

Factor Analysis of Organizational Justice: The Case of Ecuador

Factor Analysis of Organizational Justice: The Case of Ecuador

Associations of Organizational Justice and Job Characteristics with Work Engagement Among Nurses in Hospitals in China

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