The impact of organizational justice on work performance

Abstract

Purpose -The purpose of this paper is to develop and test a model that identifies the impact of organizational justice on work performance. The model examined the mediating role played by organizational commitment and leader-member exchange (LMX) in linking organizational justice and work performance. Design/methodology/approach -The data were collected from 793 completed questionnaires sampling employees from industries across the People's Republic of China. The questionnaire included scales to measure organizational justice, organizational commitment, LMX, and work performance. The measurement of constructs and the hypothesized relationships among variables were assessed by the use of structural equation modeling. The Baron and Kenny approach was used to test the mediating effects. Findings -First, the relationship of organizational justice to work performance was mostly indirect, mediated by organizational commitment and LMX. Second, among the three kinds of organizational justice, interactional justice was the best predictor of performance. Lastly, organizational commitment accounted for more of the variance than LMX did in the mediating mechanism.Research limitations/implications -The model developed in this article provides important insights in the study of the relationship between organizational justice and work performance. Future research needs to examine the model using a cross-national sample. Originality/value -The link between organizational justice and work performance was mostly mediated by organizational commitment and LMX.

Exploring Intervening Influence of Interactional Justice between Procedural Justice and Job Performance: Evidence from South Asian Countries

“…In congruence of these findings we found that interactional justice has significant influence on procedural justice, task, contextual and adaptive performance. Similar findings have also been documented by (Maserson et al, 2000;Wang et al, 2010).…”

“…The findings of this study are in support with the earlier studied conducted by various authors in other countries. Authors have found that procedural justice has influence on wok performance of employees (Wang et al, 2010;Early and Lind, 1987). The interactional justice has been concluded as facilitator to the development of social exchange relationship (Cropanzano et al, 2002).…”

The Mediating Role of Procedural Justice in Formalization-Affective Commitment Relationship

“…On the procedural justice-affective commitment relationship, this result is consistent with the previous studies which suggested that increasing levels of employee commitment resulted in enlarged perceptions of procedural justice (Magoshi & Chang, 2009;Wang et al, 2010). The organization that consistently use fair procedures when determining allocation of resources, employees feel job security and feel personally attached to work at their organization (Muhammad, 2007).…”

“…(Schminke et al, 2000). As such, when the employee perceives procedural justice at work, he or she will feel emotionally attached to the organization, and this is called affective commitment (Magoshi & Chang, 2009;Wang et al, 2010). Accordingly, it is hypothesized that formalization may be related to procedural justice, and the loss in organization fairness is associated with the employee's low affective commitment.…”

Components of Ethical Leadership and Their Importance in Sustaining Organizations Over the Long Term

“…In terms of the workplace, research has shown that organizational justice is a significant predictor of work attitudes and behaviors (Wang et al, 2010). Original work by John Stacy Adams (1963) on Equity Theory also states that individuals seek equality in the workplace and compare their performance and remuneration with those of their peers.…”