Organizational democracy and employee outcomes: The mediating role of organizational justice

Ahmed, Kaleem; Ahmad, Ayyaz; Ali, Rizwan; Rehman, Ramiz Ur

doi:10.1002/bsd2.55

Cited by 32 publications

(35 citation statements)

References 96 publications

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“…held by employees towards the fairness in various practices and processes of the organisation (Pashkina and Plakhotnik, 2018). It offers a gamut of benefits to both individuals and organisations which include job satisfaction (Saifi and Shahzad, 2017), organisational citizenship behaviour , enhanced employee performance , and organisational commitment (Ahmed et al, 2019). The dominant theory underpinning OJ -innovative behaviour is social exchange theory (SET).…”

Section: Introductionmentioning

confidence: 99%

Organisational justice and innovative behaviour: Is knowledge sharing a mediator?

Jnaneswar¹,

Ranjit²

2020

ICT

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Purpose Encouraging employees to exhibit innovative behaviour at the workplace is the need of the hour. Prior studies reported the impact of organisational justice on innovative behaviour; however, the majority of these studies are from the Western context. Moreover, the underlying mechanism linking these variables, namely, the role of knowledge sharing, is sparse. The purpose of this paper is to examine the mediating role of knowledge sharing in the relationship between organisational justice and innovative behaviour through the lens of social exchange theory in the Indian context. Design/methodology/approach Mediation analysis using PROCESS macro was performed on a sample of 288 employees using three structured questionnaires. Participants were recruited from various manufacturing organisations in India. The validity of the hypothesised model was established using AMOS software. Findings Organisational justice impacted both knowledge sharing and innovative behaviour. It was also illustrated that knowledge sharing influenced employees’ innovative behaviour. The most important finding is the partial mediation of knowledge sharing in the organizational justice–innovative behaviour relationship. Originality/value This study tries to demystify the organisational justice–innovative behaviour relationship by highlighting knowledge sharing as an underlying mechanism. The existing theoretical framework that describes the effects of organisational justice is enriched.

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Section: Introductionmentioning

confidence: 99%

Organisational justice and innovative behaviour: Is knowledge sharing a mediator?

Jnaneswar¹,

Ranjit²

2020

ICT

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“…In their study, where they found significant relationships between concepts, Geçkil and Tikici (2016) and Barutçu (2019) stated that the perception of OD positively affected OCB. Additionally, Ahmed, Adeel, Ali and Rehman (2018) tried to identify the effects of organizational democracy on commitment, citizenship, and turnover intentions under the mediator role of organizational justice in their research model. The authors found that democratization in the workplace increased employee commitment, citizenship behaviors and reduced the turnover intentions.…”

Section: Discussionmentioning

confidence: 99%

The Effects of Organizational Democracy on Organizational Citizenship Behaviors

Çavuş

BİÇER

2021

MANAS Sosyal Araştırmalar Dergisi

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The main purpose of this research is to test the effects of employees' perceptions of organizational democracy on their organizational citizenship behaviors. Accordingly, a research was conducted on 257 white-collar employee samples in enterprises operating in various sectors in Adana and Hatay provinces. Reliability tests of measures were carried out and the relations between concepts were examined with correlation and regression analysis. The results of the analysis revealed that there is a positive relationship between organizational democracy and organizational citizenship. Additionally, it has been determined that the components of organizational democracy have positive or negative effects on organizational citizenship behavior in general.

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“…Similarly, Nizan et al [19] that employee OCB levels towards other employees and overall organization increase on perceiving fairness, just, and effective diversity management. e US-based study indicated that perceived equality enhances employee motivation to work for organizational success [38] and perceived justice enhances citizenship behavior [39,40]. However, through the mediation of leader-member interchange, organizational justice can improve organizational citizenship behavior [41].…”

Section: Perceived Equality and Contextual Performancementioning

confidence: 99%

“…At the same time, perceived discrimination is linked to unfavorable employment attitudes and work-related behavioral outcomes [8]. Differences in the workplace lead to stereotypes and prejudice, resulting in OCB-related issues [39].…”

Section: Perceived Equality and Contextual Performancementioning

confidence: 99%

A Framework to Assess the Impact of Employee Perceived Equality on Contextual Performance and Mediating Role of Affective Commitment to Enhance and Sustain Positive Work Behavior

Dongrey

Rokade

2022

Discrete Dynamics in Nature and Society

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Different employees working in a similar organization may have a different experience-based perception of workforce diversity and management. When employees perceive discrimination, it adversely affects them psychologically and negatively affects their behavior, while perceiving equality reinforces a positive mindset towards other members and management, resulting in healthy work culture. This study investigates the association between perceived equality, affective commitment, and contextual performance. Further, the differences in perception of various genders were examined. The data were collected from (n = 385) employees working in various private organizations in India and were analyzed using the structural equation modeling (SEM) and analysis of variance (ANOVA). The study’s novelty is that, unlike prior research, the study indicated a significant inverse relationship between perceived equality and contextual performance. Moreover, affective commitment mediated the positive relationship between perceived equality and contextual performance. Perceived equality showed a significant positive relationship with affective commitment. Unlike previous research, the analysis of variance demonstrated that both males and females indicated no significant differences regarding contextual performance. Thus, the current research provides a comprehensive model to assess the psychological and behavioral effect of organizational practices related to equal opportunities and representation to diverse employees.

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Organizational democracy and employee outcomes: The mediating role of organizational justice

Cited by 32 publications

References 96 publications

Organisational justice and innovative behaviour: Is knowledge sharing a mediator?

Organisational justice and innovative behaviour: Is knowledge sharing a mediator?

The Effects of Organizational Democracy on Organizational Citizenship Behaviors

A Framework to Assess the Impact of Employee Perceived Equality on Contextual Performance and Mediating Role of Affective Commitment to Enhance and Sustain Positive Work Behavior

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