Impact of Organizational Justice and  Psychological Empowerment on  Perceived Organizational Performance:  The Mediating Role of Organizational  Citizenship Behaviour

Azeem, Mirza Muhammad; Abrar, Muhammad; Bashir, Mohsin; Ali, Zubair

doi:10.4236/ajibm.2015.55029

Cited by 16 publications

(12 citation statements)

References 33 publications

(33 reference statements)

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“…Shin et al (2015) explained that positive attitudes of employees resulting from procedurally fair workplaces and decisions increase their voluntary cooperation and performance to complete various organizational functions efficaciously which thereby, advances the bottom line performance of the firm. Another study by Azeem et al (2015) purported that there exist a positive association between organizational justice (procedural and distributive justice) and perceived organizational performance, though partially mediated by the organizational citizenship behaviour. Thus, the following hypothesis can be raised:…”

Section: Diversity-focused Huma Resources Practices Procedural Justice and Perceived Firm Performancementioning

confidence: 99%

Diversity-focused HR practices and perceived firm performance: mediating role of procedural justice

Kundu

Mor

Bansal

et al. 2019

JABS

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Purpose The purpose of this paper is to investigate the relationship between diversity management (i.e. diversity-focused human resource (HR) practices related to recruitment and selection, training and development, performance appraisal and compensation) and perceived firm performance, and the mediating effect of procedural justice. Design/methodology/approach Primary data based on 400 respondents of 162 organizations operating in India were analysed using statistical tools such as factor analysis, analysis of variance (ANOVA) and multiple regression analysis. Findings Multiple regression analysis indicated that diversity-focused HR practices had a positive association with perceived firm performance. Further, it was found that procedural justice played a partially mediating in the relationship between diversity-focused HR practices and perceived firm performance. Research limitations/implications This paper relied on self-report surveys for data collection, and there laid a possibility of common method variance in the result findings. Hence, future studies should collect data from multiple sources by using multiple methods (e.g. interviews, surveys, peer reports, etc.). Practical implications The first implication highlights that senior management’s support is a prerequisite to execute justice-based diversity management processes, which in turn aid in harvesting the true potentials of diversity. Second, organizations should adopt an egalitarian approach while formulating and implementing diversity management initiatives to accentuate the fair and just perceptibility of procedures among employees. Originality/value This study sheds new light on the effects of diversity-focused HR practices on firm performance (perceived) in Indian context.

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Section: Diversity-focused Huma Resources Practices Procedural Justice and Perceived Firm Performancementioning

confidence: 99%

Diversity-focused HR practices and perceived firm performance: mediating role of procedural justice

Kundu

Mor

Bansal

et al. 2019

JABS

View full text Add to dashboard Cite

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“…Mohammad et al (2016) revealed that justice showed direct effect on citizenship behaviour directed toward individual and organisation alike. Azeem et al (2015) revealed that organisational citizenship behaviour partially mediated the relationship between organisational justice and perceived organisational performance. The study also found that organisational citizenship behaviour fully mediated the relationship between psychological empowerment and perceived organisational performance.…”

Section: Relationship Between Organisational Justice and Citizenship mentioning

confidence: 97%

Modelling the causal relationship between justice and citizenship behaviours: an Indian perspective

Garg

Rastogi

Malik

2019

IJICBM

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This study empirically investigates the nexus between organisational justice and organisational citizenship behaviour among employees working in Indian automobile industries. The present study results affirm that citizenship behaviour is determined by the perceptions, which employees hold about justice in their organisation. The study data were collected from 200 employees working in automobile industries in India using convenience sampling method. The collected data were subjected to exploratory factor analysis and further confirmatory factor analysis (CFA) was utilised to confirm the factorial structure of the study constructs. Finally, structural equation modelling (SEM) was conducted to test the study hypotheses. The study results revealed a positive influence of perceived organisational justice factors on citizenship behaviours. In addition, the analysis of the data indicated the emergence of another dimension of justice perception, which was labelled as informational justice. The findings asserted that employees justice perceptions significantly augment their citizenship behaviours and lubricate the social fabric of the organisation leading to effectiveness.

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“…In short, a vision must be future situated. However, another idea of vision is to accumulate all components from current continuous situations and forerunners of business (Azeem et al, 2015). Afterwards, coordinate them for the suspicion and direction for the future activities and rules.…”

Section: International Journal Of Human Resource Studiesmentioning

confidence: 99%

“…Transformational management can plan the moving vision to interest the employees or staff in the vast organization, where the work drive is more extensive as a contrast with the small organizations and also to fulfill the workers (Sabharwal, 2014). The top managers with giving reasonable vision inspiration to key constituents of the organization by saying what cannot avoid being what is great either awful, now or how it would be upgraded in the nearby future (Azeem et al, 2015). To keep the company on immense improvement, directors need to interface with key constitutes particularly customers, staff, and accessories of the business and more especially the fulfilled staff through a spurring and attractive organizational vision (Bisharat et al, 2016).…”

Section: International Journal Of Human Resource Studiesmentioning

confidence: 99%

“…Nevertheless, the inadequate vision could never have perceived the new difficulties and potential outcomes of new organizations for the development and best execution of an organization. Therefore, a testing vision challenges the inventive and imaginative abilities of the staff and it purposefully constrains them to accomplish something exceptional (Azeem et al, 2015). Convincingly it altogether impacts on the organization's performance.…”

Section: International Journal Of Human Resource Studiesmentioning

confidence: 99%

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Impact of Vision Based Recruitment on Organization’s Performance in Pakistan

Khan

Siddiqui

2018

IJHRS

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The aim of this study is to investigate the impact of vision-based recruitment on organization performance. This study will further analyze the attributes of vision along with its mediating effects particularly onto the recruitment process in an organization. For this purpose, a quantitative method was used collected data from 102 employees for further investigation who works in different sector i.e. public and private sectors in Pakistan. In this way, this study finds different attributes of vision such as sharing, clarity, and stability that have compelling effects on an organization’s performance. It has been observed that vision based components significantly influence the organization performance.

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Impact of Organizational Justice and Psychological Empowerment on Perceived Organizational Performance: The Mediating Role of Organizational Citizenship Behaviour

Cited by 16 publications

References 33 publications

Diversity-focused HR practices and perceived firm performance: mediating role of procedural justice

Diversity-focused HR practices and perceived firm performance: mediating role of procedural justice

Modelling the causal relationship between justice and citizenship behaviours: an Indian perspective

Impact of Vision Based Recruitment on Organization’s Performance in Pakistan

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