Organizational Justice and Employee Sustainability: The Mediating Role of Organizational Commitment

Abstract

Purpose- The primary purpose of the study is to determine the impact of organizational justice (OJ) on employee sustainability. Along with that, it also describes how organizational commitment mediates this direct relationship. This study includes all dimensions of OJ which are distributive, procedural and interactional (interpersonal & informational) within the context of a developing country (Pakistan). Design/Methodology- This study has considered employees working in the banking sector of Pakistan. Two hundred ten questionnaires were received back from employees. Regression analysis was used to analyze direct relationships between variables, while smart partial least squares (PLS) were used for mediation analysis. Findings- Results demonstrated that all hypothesis were accepted and it was also confirmed that organizational commitment (OC) mediates the direct relationship between OJ and employee sustainability (ES). Originality/value- Multidimensional construct of organizational justice was tested in this study, in the context of a developing country (Pakistan), to address the research gap.

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“…The essence of organizational commitment lies within the truth that committed employees are highly involved in interlinked behaviors such as innovation performance [72], and enhance the performance and productivity of the firms [73]. Organizational commitment significantly correlates with organizational justice and employee sustainability [74], job behavior, employee fitness, welfare and turnover intentions [71], and especially, with innovation performance [68,69,75].…”

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“…The consciousness of the outlays of leaving the firm denotes continuance commitment, and assumed responsibility to hold in the firm denotes normative commitment (Meyer et al, 2002). OC has a significant correlation with other concepts such as service sustainability (Fatima et al, 2020), employee vigor and behavior, leaving intents and welfare (Meyer et al, 2002), employee turnover (Mathieu et al, 2016) and IP (Musawa and Ahmad, 2018;Rypestøl and Aarstad, 2018;Zhai et al, 2018). Employees' commitment is allied with the individual (Riaz, 2010) and organizational consequences (Rashid et al, 2003).…”