Organizational Justice and Organizational Citizenship

Abstract

In this chapter, we provide a detailed examination of the relationship between employee justice perceptions and organizational citizenship behavior OCB. Beginning with the earliest research on OCB, we articulate how these two topics within organizational sciences developed alongside one another as researchers attempted to articulate not only what kinds of justice would influence extra-role behaviors but also how those effects emerge. We also discuss modern trends in the study of justice and OCB, examining new theoretical perspectives and multifoci, third-party, and multilevel approaches to assessing this phenomenon. Our aim is to provide a comprehensive discussion of not only where research has been but also where it will go as scholars continue to develop new insights into justice and citizenship behaviors in the workplace.

How perceived interpersonal justice relates to job burnout and intention to leave: The role of leader–member exchange and cognition‐based trust in leaders

“…Our results support the assumption that the fairness perceptions of employees, particularly regarding treatment by their leaders (i.e., interpersonal justice), plays a significant role in reducing employee job burnout through the indirect effect of LMX quality. Interpersonal justice has been shown to be positively related to the quality of LMX (Cohen‐Charash & Spector, ; Cropanzano & Byrne, ; Scandura, ) and LMX has been shown to be negatively related to employee job burnout (Buunk & Schaufeli, ; Cordes, Dougherty & Blum, ; Hetland et al ., ). Our findings demonstrate that LMX is a critical relational mechanism underpinning the relationship between interpersonal justice and employee job burnout.…”

“…The term ‘LMX’ refers to the quality of the supervisor–employee relationship and assumes that leaders tend to develop a unique relationship with each follower (Graen & Scandura, ; Graen & Uhl‐Bien, ; Schriesheim, Castro & Cogliser, ). Research has shown that employees' perception of justice facilitates the development of high‐quality LMX (Cohen‐Charash & Spector, ; Cropanzano & Byrne, ; Scandura, ). When individuals monitor the extent to which they are fairly treated by their leaders, they attempt to reciprocate to the sources of the perceived fairness (Gouldner, ).…”

The Role of Organizational Justice in Relationship Between Leader and Member (Lmx) in the Service Sector

“…The high level of exchange is characterized by a high degree of mutual positive influence , loyalty, contributions, but also the obligation to exchange professional respect and trust, while otherwise low LMX quality is observed, often describing the conditions of the "outgroup" (Dienesch & Liden, 1986;Liden & Maslyn, 1998;Schriesheim et al, 1999). Different perceptions of justice are very important for the development of a quality relationship within the organization (Cropanzano & Byrne, 2000). If the shared obligations and trust came from justice, the result is a high level of LMX.…”

Peran Pos Pada Hubungan Antara Keadilan Organisasional dan Ocbo Pada Dosen Tidak Tetap Ptm

“…Hasil ini sangat berbeda dengan penelitian sebelumnya seperti Tekleab, Takeuchi, & Taylor, (2005); Cheung (2013); Chen & Jin (2014); Russell Cropanzano & Rupp (2016) yang telah menemukan POS sebagai pemediasi penuh terhadap hubungan keadilan distributif dan prosedural dengan OCBO.Demikan pula penelitian yang sebelumnya dilakukan oleh Robert H. yang menemukan bahwa keadilan prosedural merupakan anteseden terhadap POS, yang pada gilirannya sepenuhnya memediasi hubungannya dengan tiga dari empat dimensi OCB.Kemungkinan menarik yang dapat dipertimbangkan dari temuan ini adalah berkaitan dengan responden sebagai tenaga non regular ditambah lagi dengan masa kerja yang belum begitu lama di kampus. Faktor inilah yang menjadi masalah berkaitan dengan status mereka dan masa kerja yang belum menampilkan terbentuknya hubungan mereka dan kampus yang mempekerjakannya secara mendalam, sehingga tidak dapat mengharapkan peran ekstra yang ditujukan untuk organisasi dengan mengandalkan POS…”