Organizational justice, voluntary learning behavior, and job performance: A test of the mediating effects of identification and leader‐member exchange

Abstract

SummaryThis paper presents and tests an integrative model of voluntary learning behavior. Drawing on social exchange theory, we argue that individuals are more likely to pursue learning activities when they identify with their employing organization and have a high quality leader-member exchange (LMX) relationship with their supervisor. We further argue that organizational identification is enhanced by both distributive and procedural fairness, whereas LMX quality is enhanced by interpersonal and informational fairness. Moreover, we contend that effective learning behavior improves job performance. The model was tested with a sample of 398 employees from a large automobile dealership. Results supported most predictions.

The influence of employees’ perceptions of organizational politics on turnover intentions in Zimbabwe’s SME sector

“…When individuals perceive that they are treated fairly, they express greater satisfaction with social relationships (Warner, Hegtvedt & Roman, 2005). A proliferation of studies in organizational justice suggests that Justice Judgment theory assumes that an individual's perception of fairness is based on justice rules (Colquitt et al, 2001;Walumbwa, Cropanzano & Hartnell, 2009). Justice rule is defined as an individual's belief that a distribution of outcome, or procedure for distribution of outcomes, is fair and appropriate when it satisfies certain criteria (Sieger et al, 2011).…”

“…A distribution rule is defined as an individual's belief that it is fair and appropriate when rewards, punishments, or resources are distributed in accordance with certain criteria (Colquitt et al, 2001;Walumbwa et al, 2009). A specific criterion might require the matching of rewards to contributions, or matching rewards to needs or dividing rewards equally.…”

Conexão Social Intraorganizacional, Suporte no Trabalho e Identificação Organizacional

“…Conforme destacado no Modelo 6 da análise de regressão, o suporte do chefe, fenômeno que ocorre numa importante esfera relacional das organizações (i.e., domínio subordinado-líder) (DeConinck, 2011;Walumbwa et al, 2009) não apresenta efeitos nem positivos nem negativos na identificação organizacional.…”

“…348-366, Outubro 2015 www.anpad.org.br/rac Introdução A importância da identificação organizacional tem sido justificada pela sua influência em formas de pensar e comportamentos do indivíduo no trabalho (Sluss & Ashforth, 2008). Vários estudos evidenciam que a identificação é uma preditora significativa de variáveis organizacionais importantes, como: aprendizagem, desempenho de tarefa, intenção de saída e produtividade (e.g., Fombelle, Jarvis, Ward, & Ostrom, 2012;Hekman, Bigley, Steensma, & Hereford, 2009;Millward & Postmes, 2010;Mishra & Bhatnagar, 2010;Walumbwa, Cropanzano, & Hartnell, 2009). A extensa amplitude de elementos influenciados pela identificação organizacional decorre do fato de ela se caracterizar como uma ligação de natureza cognitiva e também afetiva.…”

The Effect of Gender, Seniority and Subject Matter on the Perceptions of Organizational Justice of Teachers: A Meta-Analytical Study

“…The literature shows that organizational justice is related to such variables as job satisfaction (ClayWarner, Reynolds, & Roman, 2005;Elma, 2013;Karaköse, Altınkurt, & Yılmaz, 2009;Yürür, 2008), organizational citizenship behavior (Farh, Earley, & Lin, 1997;Moorman, 1991;Polat, 2007;Tansky, 1993;Yılmaz & Altınkurt, 2012b), organizational trust (Folger & Konovsky, 1989;Lind & Tyler, 1988;Özgan, 2011;Polat & Celep, 2008;Yılmaz & Altınkurt, 2012b), motivation (Folger & Cronpanzano, 1998;Lambert, 2003;Sökmen, Bilsel, & Erbil, 2013), burnout (Liljegren & Ekberg, 2009;Moliner, Martinez-Tur, Peiro, & Ramos, 2005), organizational commitment (Babaoğlan & Ertürk, 2013;Folger & Konovsky, 1989;Lind & Tyler, 1988;Moorman, Niehoff, & Organ, 1993;Özgan, 2011), and job performance (Conlon, Meyer, & Nowakowski, 2005;Walumbwa, Cropanzano, & Hartnell, 2009). The meta-analytical study conducted by Colquitt, Conlon, Wesson, Porter, and Ng (2001) revealed a relationship between the sub-dimensions of organizational justice and job satisfaction, organizational commitment, organizational citizenship behavior, end of employment, performance, and assessment of authority.…”