The Impacts of Employee Benefits, Procedural Justice, and Managerial Trustworthiness on Work Attitudes: Integrated Understanding Based on Social Exchange Theory

Abstract

Recent public management literature has emphasized the influence of human resource management (HRM) policies, including traditional benefits, family‐friendly benefits, procedural justice, and managerial trustworthiness, on work attitudes. However, little research in public administration has explored more detailed impacts of each HRM policy. This article provides an integrated understanding of the impacts of HRM policies using social exchange theory. In addition, the moderating impacts of procedural justice and managerial trustworthiness on the relationship between employee benefits and work attitudes are examined. Using the Federal Human Capital Survey 2008 data set, the authors find that two types of employee benefits, procedural justice, and managerial trustworthiness are positively related to job satisfaction, whereas family‐friendly benefits, managerial trustworthiness, and procedural justice are negatively associated with turnover intention. The implications of these findings are thoroughly discussed.

Perceived ethical leadership in relation to employees’ organisational commitment in an organisation in the Democratic Republic of Congo

“…promoting and rewarding ethical conduct, involving them in decision making, keeping promises, treating them with fairness, respect and honesty, and clarifying performance goals -employees will feel compelled to stay in the organisation. These findings confirm previous studies (Ko & Hur, 2014;Miao, Newman, Schwarz & Xu, 2013;Ram & Prabhakar, 2011).…”

Work-Family Stressors and Work-Family Satisfaction: Effect of Sense of Coherence at a Metropolitan Municipality

“…On these lines, Falk and Miller (1992) suggests organisations should appraise the coping means available to an individual in line with stressors in making decisions that should reduce the negative results of these stressors. A good understanding of SOC (Griffiths et al, 2011) and work place benefits (Ko & Hur, 2014) is needed to answer this question. In this empirical analysis, the findings show that individual employee SOC is important in managing work and family stressors and achieving WFS.…”

“…Because of this, contemporary workplaces have designed and adopted benefitting practices that assist employees with the management of their work and family stressors towards achieving satisfaction and improved performance (Michel, 2015). Ko and Hur (2014) suggest that there is a need to understand the effects of these benefits on employee outcomes at work and home. Most scholars of these practices examine their outcome on performance and behaviour (Kossek, Baltes & Matthews, 2011).However, in addition to workplace benefits, employees also use their personal resources (Hobfoll, 2001)to address stress in their environment in order to achieve satisfaction with work and family situations.…”

Fulfillment of the employee psychological contract in a healthcare system: Does it drive employee engagement and reduce turnover intention?

“…It also serves to establish reciprocal obligations from the employee. Conversely, work attitudes can become negative in response to unfavorable treatment (Ko & Hur, 2014). Other related concepts have evolved from SET, including organizational support theory, reciprocity theory, and psychological contract theory.…”

“…Psychological contracts represent unique workplace dynamics. Companies strategically use employee benefit policies and programs to provide guidance to their employees about the employee-employer relationship (Ko & Hur, 2014). Relational signals shared by company leaders and the informal organization may create confusion that complicates employee-employer efforts to meet the commitments to which they believe they are psychologically tied.…”