Leveraging Justice: How Leaders Influence Performance Determinants in the Fire Service

Abstract

Disasters are increasing in both number and severity. Thus, effective emergency response is becoming increasingly important to lessen human and economic impacts from disasters. Little research has been performed, however, on how leaders influence the attitudes of responders that motivate them toward increased performance and overall effectiveness. Using survey data from two separate fire departments, this study explores the relationships between distributive and procedural justice, and the affective outcomes of organizational commitment and job satisfaction. Perceived organizational support is also tested for mediation using bootstrapping procedures for indirect effects. Overall, the results for both departments show that perceived organizational support mediates the positive and significant relationships between the justice dimensions and affective outcomes. In turn, this suggests that leaders in the fire service may build more successful fire departments by providing fair treatment, procedures, and outcomes to firefighters as favorable treatment is reciprocated to benefit the organization.

Digital Leadership: Develop Perceived organizational Support in The Perception of Talent Mobility at Employment Social Security Supervisory Agency

“…This finding is in line with previous research which stated that organizational justice has a positive effect on perceived organizational support (Huntsman et al 2020;Hoa et al 2020;Dar & Rahman, 2019).…”

Do collective bargaining rights save lives? A rare event analysis of firefighter fatalities in the United States

“…Research shows that fire professionals believe that incentive-based approaches and building trust with the public can be effective strategies for mitigating wildfire risk, though the use of these approaches is limited by a lack of resources (Crow et al, 2015). Further, research shows that distributive and procedural justice in fire departments leads to higher organizational commitment and job satisfaction (Huntsman et al, 2020). Even with limited resources, interest-based bargaining is an avenue that has potential for building trust and producing positive outcomes on issues of mutual concern for labor and management (e.g., employee safety).…”