Organizational justice, age, and performance connection in Malaysia

Nasurdin, Aizzat Mohd.; Khuan, Soon Lay

doi:10.1108/10569211111165316

Cited by 20 publications

(22 citation statements)

References 60 publications

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“…Research in social psychology indicates that younger and older employees have different expectations regarding work and this may impact on their work performance. Older employees are likely to focus on procedural justice, as they focus on feelings of personal importance, and younger employees emphasise distributive justice owing to their need for economic security and success (Nasurdin & Khuan, 2011). The results of the analysis of variance for respondents from the different departments and setting criteria showed that the Customer Service Department was most satisfied with the construct of setting criteria, scoring a mean average of 6.03.…”

Section: Discussion Of Resultsmentioning

confidence: 99%

Justice perceptions of performance management practices in a company in the chemical industry

Govender¹,

Grobler

Joubert

2015

SAJEMS

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The sustainability of corporations globally is becoming increasingly problematic. Combined with the unique challenges of an operating entity, this could potentially expose the profitability of sustainable businesses on a daily basis. The purpose of this study is to evaluate employees' justice perceptions of performance management practices in a company in the chemical industry. The population includes all the employees in the chemical industry that was used in this study. A total of 140 questionnaires were issued to all the employees in an organisation which had undergone a performance appraisal and 102 respondents completed the surveys, giving a response rate of 72 per cent. A cross-sectional survey design was used in this study. The justice perceptions were measured according to an existing framework developed by Thurston and McNall (2010). The framework is founded on a hypothesised four-factor model constructed according to theories on organisational justice. The employees of the organisation in the chemical sector were involved in this study. Descriptive statistical analyses were used to measure perceptions of justice based on theories on organisational justice. The measuring instrument used was based on recognised models and theories. The study supports the construct validity of the measuring instrument and the reliability of the scales used. The justice constructs were used to identify specific items in the performance management practice that required improvement. The implications of the results are that continual interventions are required if employee commitment and productivity levels are to improve, resulting in a positive impact on business performance. Significant differences in perceptions by demographic groups were reported and discussed. This study explored the importance of understanding justice perceptions of performance management practices as an enabler for sustained business performance. Further, the study confirmed that justice perceptions have a direct impact on both the organisational climate and employee morale.

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Section: Discussion Of Resultsmentioning

confidence: 99%

Justice perceptions of performance management practices in a company in the chemical industry

Govender¹,

Grobler

Joubert

2015

SAJEMS

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“…These are the following principles (Bias & Moag, 1986): creates the felling of the employees that they are valuated and that they are an important part of the organization (Kalay, 2016). These positive feelings could encourage employees to reciprocate behaviour or even to demonstrate behaviour that go beyond their formal role (Nasurdin & Khuan, 2011). This, furthermore, can positively affect the performance achieved by individuals as well as the overall organizational performance.…”

Section: The Review Of Literature On Organizational Justice and Develmentioning

confidence: 99%

The influence of organizational justice on corporate performances

Đorđević

Ivanović-Đukić

Lepojević

et al. 2019

Strategic Management

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Professional and committed employees have always been a desirable resource in the portfolio of human resources of each company because their expertise and engagement can significantly affect the overall performance of businesses. The readiness to put the potential that have in the function of the company is, however, under the influence of a variety of factors, starting from the design of the job, through the reward system, to the possibility of promotion. As one of the most important factors, which is not sufficiently addressed in domestic literature, is the perception of organizational fairness, as well. This category refers on the degree to which employees believe that the decisions made in the company are fair, the procedures that are applied are fair, and the treatment of the employees to whom the decisions are made for are fair. Numerous empirical researches have shown that when a higher level of organizational justice is perceived in the company, it has a positive impact on the manifestation of organizational citizenship behaviour, job satisfaction, commitment, etc. Since all these forms of employees` behaviour and attitudes are positively correlated with individual, and thus overall, organizational, performances, organizational justice could be seen as one of the factors that can influence the performance that the company as a whole. Bearing in mind the above, the subject of the paper is to examine whether organizational justice has a statistically significant impact on the performance of companies in Serbia, and to what extent some forms of organizational justice (distribution, procedural and interactive) affect them. The aim of the paper is to propose mechanisms and measures based on the results of the research to managers, whose implementation can contribute to the increase of organizational justice in those segments that are poorly assessed. The starting assumption of the paper is that organizational justice has a statistically significant impact on company performance. In order to verify the validity of this assumption, the methods of correlation and regression analysis will be used. The analysis will be based on the data obtained from the primary research carried out in the companies mostly in the South East of Serbia. The theoretical implications of the paper are reflected in filling in the gaps in domestic literature regarding organizational justice and its possible implications, while empirical implications are reflected in the ability to increase the level of justices in the companies in Serbia by applying the proposed mechanisms and measures and thus positively influence attitudes, behaviour and performances of employees.

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“…Employee performance has been under discussion and evaluation as one of the most important variable in psychology and business research (Borman, 2004a;Borman andMotowidlo, 1993, 1997;Organ, 1997;Johari and Yahya, 2016). Employee performance is a key predictor of organizational performance hence, examined from many different dimensions (Organ, 1997;Emmerik & Sanders, 2004;Nasurdin & Khuan, 2011;Saputra et al, 2015). Motowidlo (2003) argued that employee performance can be assessed in terms of task-related aspects, expected behaviors, and most importantly financial figures.…”

Section: Employee Performancementioning

confidence: 99%

“…Task output deals with how much quality work is done, whereas job-related behavior is considered as the behavioral side that is beneficial in attaining task accomplishment/performance. Employee performance can be judged through the formal behavior while producing goods and services those appear on employee's job description (Nasurdin and Khuan, 2011;Saputra et al, 2015).…”

Section: Employee Performancementioning

confidence: 99%

Effect of Knowledge Management Activities and Dynamic Capabilities on Employee Performance in the Banking Sector: Empirical Evidence From Pakistan

Akram

Hilman

2018

Studies in Business and Economics

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The banking sector is facing constant change and fierce competition. In this scenario, banks need to align themselves with the ever-changing environment by enhancing employee knowledge base to create capabilities. The basic objective of the current study is to examine the effect of knowledge management activities and dynamic capabilities on employee performance in the banking sector of Pakistan. This research employed a quantitative method to analyse the data. The sample was taken from employees who are working in public and private banks in Pakistan. A self-administered questionnaire was distributed among employees of public and private banks adopting stratified random sampling technique. Ordinary Least Square (OLS) method is used to testify the hypothesis and factor analysis to examine the validity and reduction of the items. This research finds that both knowledge management activities and dynamic capabilities have significant effect on employee performance in the banking sector of Pakistan.

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Organizational justice, age, and performance connection in Malaysia

Cited by 20 publications

References 60 publications

Justice perceptions of performance management practices in a company in the chemical industry

Justice perceptions of performance management practices in a company in the chemical industry

The influence of organizational justice on corporate performances

Effect of Knowledge Management Activities and Dynamic Capabilities on Employee Performance in the Banking Sector: Empirical Evidence From Pakistan

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