Organizational justice: what changes, what remains the same?

Silva, Maria Rita; Caetano, António

doi:10.1108/jocm-06-2013-0092

Cited by 34 publications

(14 citation statements)

References 46 publications

(48 reference statements)

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“…Distributional justice can protect employees' personal interests, mainly manifested in the fact that employees can determine how much work they invest in according to established distribution principles. Long-term deviations in their attitudes towards the company may lead to psychological imbalances and a decline in work passion, which are not conducive to stimulating innovation behaviours (Altuna et al, 2015;Rita Silva and Caetano, 2014). Interactional justice can better reflect the emotional evaluation and justice perception of the members in the organisation to the superior managers.…”

Section: Test Of Moderating Effectmentioning

confidence: 99%

The influence of organisational justice and ethical leadership on employees’ innovation behaviour

Liu

Tan

2022

EJIM

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PurposeThis paper aims to explore the influence of organisational justice (including distributional justice, procedural justice and interactional justice) and ethical leadership on employees’ innovation behaviour and to analyse the role of ethical leadership in regulating the relationship between organisational justice and employees’ innovation behaviour.Design/methodology/approachThis paper explores the key factors affecting employees’ innovation behaviour from three forms of organisational justice (distributional justice, procedural justice and interactional justice) and ethical leadership. The questionnaire survey method is used to survey Chinese industrial workers. A total of 323 valid questionnaires are collected, and the model is verified by SmartPLS.FindingsThe study found that distributional justice and interactional justice in organisational justice had a significant positive influence on employees’ innovation behaviour. Ethical leadership had a significant positive influence on employees’ innovation behaviour and interactional justice. At the same time, ethical leadership has a significant regulatory effect on the relationship between interactional justice and employees’ innovation behaviour. The study also found that procedural justice had a significant positive influence on distributional justice and interactional justice.Research limitations/implicationsThis paper is limited to industrial workers in Hubei, China, and the research objects need further expansion. In terms of research methods, future research will use other laboratory research methods, combining experimental environments with real-world situations, enhancing the scientific nature of research methods and increasing the credibility of research results.Practical implicationsIn management practice, organisations can take various measures to improve the interaction level of employees, improve employees’ perception of organisational distribution justice by establishing a scientific distribution system, give full play to the role of ethical leadership, implement more ethical management and stimulate employees' innovation behaviour.Originality/valueThis research theorises the relationship between distributional justice, interactional justice and employees' innovation behaviour and enriches the research system of employees' innovation behaviour. At the same time, it examines the regulatory effect of ethical leadership on the relationship between interactional justice and employees' innovation behaviour, which helps enrich the mechanism of ethical leadership affecting employees' innovation behaviour path. It clarifies the mechanism of the interaction among distributional justice, procedural justice and interactional justice and expands the research theory of organisational justice.

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Section: Test Of Moderating Effectmentioning

confidence: 99%

The influence of organisational justice and ethical leadership on employees’ innovation behaviour

Liu

Tan

2022

EJIM

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“…One of the ways in which organizations help leaders to obtain acceptance is by developing and implementing a proper distributive system. Nasurdin and Khuan (2011) and Silva and Caetano (2014) have focused on the positive impact of DJ on employees' trust in their leaders. Leaders help in communicating a positive image of organization with employees (Naqshbandi, Kaur, Sehgal, & Subramaniam, 2015).…”

Section: Dj and Trust In Leadermentioning

confidence: 99%

“…Moreover, it is easier for leaders to obtain employees' acceptance (Hyllengren et al, 2011). Employees know that their leader's pay mechanisms are in line with the pay policy of the organization (Silva & Caetano, 2014).…”

Section: Dj and Trust In Leadermentioning

confidence: 99%

Impact of Distributive Justice on Trust in Leader and Employee Turnover Intention: Moderating Role of Islamic Work Ethics and Organizational Culture

2017

J. Islam. bus. manag.

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The study investigates the impact of Distributive Justice (DJ) on trust in leader and employee turnover intention in organisations. The paper also tests Islamic Work Ethics (IWE) and organizational culture as moderators. Data were collected from 176 respondents working in telecom sector. Self-administered questionnaire was used for the purpose of data collection. Results show that DJ is positively correlated with trust in leader, but negatively correlated with employee turnover intention. IWE act as a moderator between DJ and trust in leader. DJ trust in leader relationship was strong when IWE were high. It also acts as a moderator between DJ and employee turnover intention. DJ-employee turnover intention relationship weak when IWE were high. Organizational culture acts as a moderator between DJ and trust in leader. DJ-trust in leader relationship was strong when organizational culture was high. However, contrary to our hypothesis, organizational culture does not act as a moderator between DJ and employee turnover intention. Managerial implication and research limitations are also discussed.

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“…Consequently, research on the organizational commitment of contemporary Generation Y workers in the Malaysian FMCG business is considered necessary. This research aims to determine if organizational justice, job happiness, and work-life balance have an effect on the commitment of Generation Y employees to their present FMCG companies (Heidarzadeh Hanzaee & Esmaeilpour, 2017; M. R. Silva & Caetano, 2014). In addition, the purpose of this research is to investigate whether there is a substantial difference between certain personal traits and the organizational commitment of Generation Y workers in the FMCG business.…”

Section: Introductionmentioning

confidence: 99%

Crucial Factor Affecting Generation Y’s commitment to the Malaysian IT sector: A Cross-Sectional Study

Sherief

RAMAMOORTHY

2023

IJIRP

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Today, a company's success or failure is determined more by its employees than by any other factor, including natural resources, technology, or economies of scale, all of which can be replicated with rel-ative ease. Generation Y employees are sometimes referred to as the "next generation of workers," yet contrary to popular belief, several sources claim that this group is less devoted to remaining with a single employer than its predecessors. The increasing incidence of staff turnover has become an urgent problem. The purpose of this research is to determine what factors influence Gen Y workers in Malay-sia's IT sector to remain loyal to their employers over time. Organizational justice, managerial support, job satisfaction, and work-life balance were the independent variables examined, and their effects on the dependent variable, job satisfaction, were calculated (organizational commitment). It was easy to choose a sample of 195 responders from among the IT professionals who work for Selangor-based businesses. Having a positive influence on organizational commitment were factors including distribu-tive and procedural justice, job satisfaction, and work-life balance. Understanding the causes of em-ployees' dedication to the company is essential. Organizations may benefit greatly from the study's findings by tailoring their strategy, pay plans, management styles, and human resource procedures to the preferences of Generation Y workers, who are more likely to be committed to their employers as a result. The results, taken as a whole, show that the factors of organizational justice, managerial support, job happiness, and work-life balance are significantly influential in shaping the organizational commit-ment of Generation Y workers in the IT sector of Malaysia.

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Organizational justice: what changes, what remains the same?

Cited by 34 publications

References 46 publications

The influence of organisational justice and ethical leadership on employees’ innovation behaviour

The influence of organisational justice and ethical leadership on employees’ innovation behaviour

Impact of Distributive Justice on Trust in Leader and Employee Turnover Intention: Moderating Role of Islamic Work Ethics and Organizational Culture

Crucial Factor Affecting Generation Y’s commitment to the Malaysian IT sector: A Cross-Sectional Study

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