Four-factor justice and daily job satisfaction: A multilevel investigation.

Abstract

This study examined the differential effects of 4 types of organizational justice on daily job satisfaction at between- and within-individual levels. Specifically, the authors predicted that interpersonal justice and informational justice would exhibit meaningful daily variations and would have direct impacts on individuals' job satisfaction on a daily basis. They further theorized that distributive justice and procedural justice at a between-person level would moderate the within-person relationships. The authors used hierarchical linear modeling to test their hypotheses with a sample of 231 full-time employees in Hong Kong over the course of 25 working days. The results showed that both daily interpersonal and informational justice were positively related to daily job satisfaction. As hypothesized, between-individual distributive justice moderated the relationship between daily interpersonal justice and daily job satisfaction, and between-individual procedural justice moderated the relationship between daily informational justice and daily job satisfaction.

The Effects of Social Exchange Perspective on Employee Creativity: A Multilevel Investigation

“…This finding is also in line with previous empirical findings at individual analysis, which proposed that social exchange perspectives (i.e., POS) (e.g., Saks, 2006), and supervisory support have a positive influence on employee work engagement (e.g., Menguc, Auh, Fisher, & Haddad, 2012), and job engagement (e.g., Sze & Angeline, 2011). At individual level analysis, the relationship between POS and job satisfaction has been empirical examined by previous studies on a variety of research contexts (e.g., Ambrose & Schminke, 2009;Baranik et al, 2010;Begley et al, 2006;Erdogan & Enders, 2007;Loi et al, 2009;Rhoades & Eisenberger, 2002;Riggle et al, 2009). However, at cross-level analysis, this relationship is confirmed by this study.…”

“…According to Loi et al (2009), andHoltz andHarold (2009), procedural justice was treated at the organizational-level, and six items (α = 0.85) were adopted from Scott, Colquitt, and Zapata-Phelan (2007). Three employees in R&D department were invited to rate their manager.…”

“…In these analyses, we centered the level 2 predictor variables at each individual's means. This procedure effectively controls for the potentially confounding effects of between-person (organizational-level) differences on the within-person (individual-level) relationships (e.g., Enders & Tofighi, 2007;Loi et al, 2009).…”

Pengaruh Keadilan Organisasi Terhadap Komitmen Afektif Melalui Kepuasan Kerja Pada Perusahaan Perbankan Swasta Di Dki Jakarta

“…Sejumlah penelitian mengungkapkan bahwa dari beberapa dimensi keadilan organisasi, keadilan prosedural memiliki peran yang sangat penting dalam mempengaruhi kepuasan kerja dibandingkan dengan dimensi lainnya (Masterson et al, 2000& Loi et al, 2009. Keadilan prosedural menjadi hal yang dianggap paling penting karena ketika keadilan prosedural berada pada tingkat yang baik, maka karyawan akan merasa lebih percaya dan cenderung akan sulit untuk dapat mempertanyakan outcome (keadilan disributif) yang mereka telah atau akan terima.…”

Justicia organizacional, engagement en el trabajo y comportamientos de ciudadanía organizacional: Una combinación ganadora

“…Por ejemplo, existe evidencia que la justicia organizacional está relacionada de forma negativa con las intenciones de abandono (Loi, Yang & Diefendorff, 2009), burnout (Van Dierendonck, Schaufeli & Buunk, 2001) y la tensión psicológica (Francis & Barling, 2005). Del mismo modo, existe evidencia que demuestra que la justicia organizacional se relaciona positivamente con la satisfacción en el trabajo (Moorman, 1991), la confianza organizacional y el apoyo (DeConinck, 2010) y el engagement en el trabajo (Moliner, Martínez-Tur, Ramos, Peiró & Cropanzano, 2008).…”