The Effects of Organizational Justice on Positive Organizational Behavior: Evidence from a Large-Sample Survey and a Situational Experiment

Abstract

Employees' positive organizational behavior (POB) is not only to promote organizational function but also improve individual and organizational performance. As an important concept in organizational research, organizational justice is thought to be a universal predictor of employee and organizational outcomes. The current set of two studies examined the effects of organizational justice (OJ) on POB of employees with two different studies, a large-sample survey and a situational experiment. In study 1, a total of 2,566 employees from 45 manufacturing enterprises completed paper-and-pencil questionnaires assessing organizational justice (OJ) and positive organizational behavior (POB) of employees. In study 2, 747 employees were randomly sampled to participate in the situational experiment with 2 × 2 between-subjects design. They were asked to read one of the four situational stories and to image that this situation happen to the person in the story or them, and then they were asked to imagine how the person in the story or they would have felt and what the person or they subsequently would have done. The results of study 1 suggested that OJ was correlated with POB of employees and OJ is a positive predictor of POB. The results of study 2 suggested that OJ had significant effects on POB and negative organizational behavior (NOB). Procedural justice accounted for significantly more variance than distributive justice in POB of employees. Distributive justice and procedural justice have different influences on POB and NOB in terms of effectiveness and direction. The effect of OJ on POB was greater than that of NOB. In addition, path analysis indicated that the direct effect of OJ on POB was smaller than its indirect effect. Thus, many intermediary effects could possibly be between them.

Perceived Organizational Support in the Face of Algorithmic Management: A Conceptual Model

“…The concept of fairness originates from the Theory of Organizational Justice [11]. Procedural justice concerns the fairness of the approaches used to determine how resources such as pay, promotions, and job assignments are distributed.…”

“…As an example, in a bid to increase earnings per ride, Uber drivers were found to be gaming Uber's dynamic pricing model by simultaneously logging off the app to deceptively activate surge pricing [17]. Where POS has not only been positively linked to performance, but also to organizational identification and organizational citizenship behavior, the theory of social exchange contends that gig-organizations that are perceived to care about workers' well-being are better positioned to manage workers' performance and to mitigate the risks of deviant behavior [9,10,11,12].…”

“…Perceived organizational support (POS) is the degree to which employees believe that their "organization values their contributions and cares about their well-being" [9, p. 698]. Importantly, perceptions of organizational support among workers are shown to lead to increased job satisfaction, commitment and loyalty, job performance, organizational citizenship behavior (OCB), as well as reduced turnover and employee deviance [9,10,11].…”

Testing a Comprehensive Model of Organizational Justice Perceptions and Personal States with Personal and Organizational Outcomes

“…Consistent with both social exchange theory (SET) (Blau, 1986) and equity theory (Adams, 1965), when employees feel they are treated justly in their organization they will experience a balanced relationship with the organization and manager. They will likely feel compelled to reciprocate by investing higher levels of energy, time, creativity, and work intensity behaviors (Pan, Chen, Hao, & Bi, 2018) -in other words, they have high work motivation (Tziner, Fein, & Oren, 2012). High work motivation leads to the attainment of work goals, followed by appropriate rewards, leading in turn to job satisfaction.…”

Peningkatan Psychological Capital Melalui Program "I’m Superhero In The Workplace" dalam Rangka Optimalisasi Perilaku Kerja Inovatif

“…(Colquit et al, 2001). Beberapa penelitian sebelumnya menunjukkan bahwa keadilan organisasi sebagai kunci utama terhadap beragam faktor yang mempengaruhi attitude karyawan (misalnya kepuasan kerja, turnover intention dan komitmen organisasi) maupun perilaku karyawan misalnya innovative work behavior, organizational citizen behavior, serta performance bekerja (Pan, Chen, Hao & Bi, 2018).…”