Female Perceptions of Organizational Justice

Abstract

This study examines women's conceptualization of the pervasive construct of organizational justice. A comprehensive four factor model was used to represent organizational justice while outcome variables were the important employee attitudes of job satisfaction, organizational commitment and turnover intentions. Structural equation modelling was used to analyse responses from 301 male and 147 female respondents. Differences were found for procedural, interpersonal and informational justices. It would appear female and male employees have differing responses to perceptions of justice. Justice had a diffuse effect for males, but not for females. For men, interpersonal justice predicted an increase in organizational commitment while procedural justice predicted a decrease in turnover intentions. For female employees, informational justice was found to increase commitment and reduce turnover intentions. The study highlights the need for all justice factors to be considered and for sex differences to be considered in future justice research.

Exploring the Relationship Between Exclusive Talent Management, Perceived Organizational Justice and Employee Engagement: Bridging the Literature

“…This is not surprising as gender inequalities were found to be a major impairment for development and meritocracy in the female workforce (Anker 2004;Tatli et al 2013), and there is a call for gender differences to be considered in future organizational justice research (Jepsen and Rodwell 2012). Given that our analysis is conceptual in nature, our research echoes this call, as our paper will be strengthened by empirical research among employees with different characteristics in order to further unpack variance and potential inequality.…”

“…Findings by Jepsen and Rodwell (2012) suggest that gender may also have an effect on perceptions of justice, with the different sexes affected differently by different forms of justice. This is not surprising as gender inequalities were found to be a major impairment for development and meritocracy in the female workforce (Anker 2004;Tatli et al 2013), and there is a call for gender differences to be considered in future organizational justice research (Jepsen and Rodwell 2012).…”

“…Given that gender may have an effect on employees' perceptions of justice (Jepsen and Rodwell 2012), a limitation of this study is that our framework makes no allowance for possible gender (or other individual attributes and characteristics) differences. This will need to be examined further and will have to be controlled for in future testing, as gender inequalities have been found to be a significant impairment for recruitment, development and meritocracy within the female workforce (Anker 2004;Tatli et al 2013).…”

The perceived fairness of work–life balance policies: AUKcase study of solo‐living managers and professionals without children

“…In recent years, these have included talent management (Gelens, Hofmans, Dries, & Perpermans, ); high‐performance work systems (Heffernon & Dundon, ); pay and rewards (Caza, McCarter, & Northcraft, ); selection practices (Patterson, Zibarras, Carr, Irish, & Gregory, ); and performance appraisal (Cheng, ; Linna et al, ). Attention has also been given to how perceptions of fairness are gendered (Jepsen & Rodwell, ). Whereas attention has been paid to perceptions of fairness in relation to WLB and FWAs (Beauregard, ; Fujimoto, ), to our knowledge, no studies explicitly focus on employees who live alone and do not have children in relation to fairness assessment of WLB policies and FWAs.…”

The female labour force in an urban economy during transition: A view from the City of Nis

“…Gender equality does not deny the existence of gender differences, but promotes equal participation of women and men in society, and implies that all human beings are free to develop their personal abilities and make choices without the limitations imposed by strict gender roles (One hundred words for equality, 1998). The perception of equality is important from different points of view, such as recruiting, payment, training and promotion and rewarding (Jepsen & Rodwell, 2012).…”