Organizational justice, psychological distress, and work engagement in Japanese workers

Inoue, Akiomi; Kawakami, Norito; Ishizaki, Masao; Shimazu, Akihito; Tsuchiya, Masao; Tabata, Masaji; Akiyama, Miki; Kitazume, Akiko; Kuroda, Mitsuyo

doi:10.1007/s00420-009-0485-7

Cited by 85 publications

(79 citation statements)

References 46 publications

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“…These findings are consistent with a systematic review of prospective studies in Europe 8) , which reported that low procedural justice and low interactional justice were associated with doctordiagnosed psychiatric disorders and major depressive disorders 9−11) as well as psychiatric morbidity 12−14) , and are also consistent with cross-sectional studies in Japan, which reported negative association of procedural justice and interactional justice with psychological distress 15,16) . Although it was a cross-sectional study, the present study replicates and supports the evidence of association of low organizational justice with major depressive disorders.…”

Section: Discussionsupporting

confidence: 91%

“…After adjusting for other job stressors and demographic characteristics, only the Organizational Justice and Major Depressive Episodes in Japanese Employees: A Cross-sectional Study ric morbidity 12−14) . Some previous studies in Japan reported cross-sectional association of organizational justice with self-reported psychological distress (i.e., depression and anxiety) 15,16) . However, no study has investigated the association of organizational justice with major depressive disorders in Japan.…”

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confidence: 99%

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Organizational Justice and Major Depressive Episodes in Japanese Employees: A Cross‐sectional Study

Inoue¹,

Kawakami

Tsuno

et al. 2013

Journal of Occupational Health

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Organizational Justice and Major Depressive Episodes in Japanese Employees: A Cross‐Sectional Study: Akiomi INOUE, et al. Department of Mental Health, Institute of Industrial Ecological Sciences, University of Occupational and Environmental Health, Japan— Objectives Several European studies showed that low organizational justice (i.e., procedural justice and interactional justice) was associated with major depressive disorders. In these studies, however, the diagnosis of major depressive disorders may be underestimated because they identified only individuals who visited a doctor and Received a diagnosis. Moreover, these studies did not consider neurotic personality traits, which can affect the occurrence of major depressive disorders. The purpose of the present study was to investigate the cross‐sectional association of organizational justice with major depressive episodes in the past 12 months more precisely in Japanese employees. Methods A total of 425 males and 708 females from five branches of a manufacturing company in Japan completed self‐administered questionnaires measuring organizational justice, other job stressors (i.e., job strain, social support at work, and effort‐reward imbalance), neuroticism, and demographic characteristics. A web‐based self‐administered version of the computerized Composite International Diagnostic Interview Version 3.0 (CIDI 3.0) was used to assess major depressive episodes. Logistic regression analyses were conducted. Results In the univariate analysis, low procedural justice and low interactional justice were significantly associated with major depressive episodes in the past 12 months. After adjusting for other job stressors and demographic characteristics, only the association of interactional justice remained significant. The moderating effect of neuroticism on the association of organizational justice with major depressive episodes in the past 12 months was not significant. Conclusions Low interactional justice may be associated with major depressive disorders regardless or other job stressors or neurotic personality traits.

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Section: Discussionsupporting

confidence: 91%

mentioning

confidence: 99%

Organizational Justice and Major Depressive Episodes in Japanese Employees: A Cross‐sectional Study

Inoue¹,

Kawakami

Tsuno

et al. 2013

Journal of Occupational Health

Self Cite

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“…Furthermore, based on the perspective of social exchange theory and the findings of previous studies regarding the mediating role of knowledge sharing in the association between organizational procedural justice and innovative work behavior, employee perceptions of organizational procedural justice are positively related to knowledge sharing [3,30,37]. We propose that this positive relationship can further influence the development of employee innovative work behavior.…”

Section: The Mediating Effects Of Work Engagement and Knowledge Sharingmentioning

confidence: 79%

“…More particularly, the current literature shows that organizational procedural justice has a strong and positive impact on employee work engagement both directly and indirectly [22,27,34,37]. As stated earlier, based on the perspective of the social exchange theory, the feeling of being fairly treated by an organization can make employees more engaged in their work because fair organizational procedures enhance the level of trust and confidence they have in the organization, which in turn sees them reciprocate by displaying positive attitudes and behaviors in their work [22,34].…”

Section: The Effects Of Organizational Procedural Justicementioning

confidence: 98%

Examining Structural Relationships between Work Engagement, Organizational Procedural Justice, Knowledge Sharing, and Innovative Work Behavior for Sustainable Organizations

2017

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Despite the importance of the human/social dimension of organizational sustainability, this area of scholastic endeavor has received relatively little attention when compared to the economic and environmental dimensions of sustainability. On the basis of social exchange theory, this study posited the important role that employee work engagement is a key component for improving human performance for organizational sustainability. In order to do so, it suggests the important role that employee work engagement has on the relationships among various factors in the organization, including organizational procedural justice, knowledge sharing, and innovative work behaviors. A total of 400 complete responses from full-time employees in Korean organizations were used for the purpose of data analysis with structural equation modeling (SEM). The results demonstrated that organizational procedural justice is positively related with employee work engagement, knowledge sharing, and innovative work behavior. In addition, work engagement enhances employee knowledge sharing and innovative work behavior, and knowledge sharing enhances innovative work behavior. With regard to the mechanisms of these relationships, work engagement and knowledge sharing acted as significant mediators. Based on the findings, we suggested relevant research implications and recommendations for future research on sustainable organizations.

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“…Konsep Karasek ini dikenal sebagai the job demands-control (JD-C) model atau deman-control-support (DCS) model (Kawakami, 2010a;Inoue, 2010). Model lainnya masing-masing adalah NIOSH job stress model (Hurrel & McLaney, 1988), Effort-reward imballance (ERI) model (Siegrist, 1996), dan sebuah konsep yang dikenal sebagai Organizational Justice Concept (Inoue, 2010), konsep ini melengkapi JD-C model dan ERI model. Dalam NIOSH model, teori tentang stres kerja mengacu pada konsep yang secara skematis dapat dilihat dalam pada Gambar 1.…”

Section: Perkembangan Teori-teori Tentang Stres Kerjaunclassified

Program Manajemen Stres Kerja di Perusahaan: sebuah Petunjuk untuk Menerapkannya

Purnawati¹

2014

bpsi

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Job stress is an iceberg phenomen. A great number of unreported cases and there is no aplicative program in Keywords: stress management programs, job performance, company image1 Stres kerja (job stress) merupakan sebuah fenomena gunung es. Banyaknya kasus-kasus yang tidak terlaporkan dan berisiko makin meluasnya masalah stres kerja dengan segala dampak negatifnya di masyarakat. Tuntutan beban tugas yang semakin kompleks disertai relationship yang tidak harmonis di tempat kerja merupakan sumber utama timbulnya stres pada pekerja. Stres kerja harus dikenali sedini mungkin untuk kemudian dikelola dengan benar. Sampai saat ini berbagai program manajemen stres telah diperkenalkan oleh para pakar kesehatan kerja 1 Korespondensi mengenai isi artikel ini dapat melalui: s_purnawati@yahoo.com dan industri. Akan tetapi, masih banyak program yang masih memiliki kelemahan karena cakupan program tidak memuat aspek perbaikan kondisi kerja. Selain itu, informasi-informasi mencakup mekanisme perubahan dalam tubuh yang diharapkan terjadi setelah diaplikasikannya program ataupun dampak dari stres kerja secara biologi belum disajikan secara mendalam. Kajian dampak stres kerja dari aspek biologi akan memberi acuan untuk dapat mengukur dampak stres kerja melalui pengukuran secara objektif serta bermanfaat untuk dapat melakukan penanganan secara lebih dini.

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Organizational justice, psychological distress, and work engagement in Japanese workers

Abstract: The effects of organizational justice on psychological distress seem to be mediated by reward at work (or ERI) while those regarding work engagement may be mediated by worksite support to a large extent, at least in Japanese workers.

Cited by 85 publications

References 46 publications

Organizational Justice and Major Depressive Episodes in Japanese Employees: A Cross‐sectional Study

Organizational Justice and Major Depressive Episodes in Japanese Employees: A Cross‐sectional Study

Examining Structural Relationships between Work Engagement, Organizational Procedural Justice, Knowledge Sharing, and Innovative Work Behavior for Sustainable Organizations

Program Manajemen Stres Kerja di Perusahaan: sebuah Petunjuk untuk Menerapkannya

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