The Mediating role of Job Satisfaction in the Relationship between Organizational Justice and Employee Outcomes

Mashi, Munir Shehu

doi:10.1080/01900692.2017.1388819

Cited by 32 publications

(55 citation statements)

References 38 publications

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“…The current study fills this gap and empirically enriched the body of knowledge about OJ in the Iraqi setting. This study found that OJ has an effect on JS and this result is supported by previous studies (Mashi, 2018;Suifan et al, 2017).…”

Section: Discussionsupporting

confidence: 91%

“…Bayarçelik and Findikli (2016) and Lambert et al (2019) reported that DJ and PJ have a positive impact on JS, whereas IJ had an insignificant effect on JS. A study conducted by Mashi (2018) reported that the 3 dimensions of OJ, namely DJ, PJ, and IJ, have a positive relationship with JS. The study conducted among bank employees in Pakistan by Safdar and Liu (2019) found that job satisfaction was positively impacted by DJ and PJ.…”

Section: Organizational Justice and Job Satisfactionmentioning

confidence: 99%

“…This topic has attracted the attention of many researchers over the past years (Raewf and Thabit, 2015;Bayarçelik and Findikli, 2016;Suifan et al, 2017;Mashi, 2018;Thabit & Raewf, n.d.). However, limited studies have been conducted in the Iraqi context (Ghran et al, 2019).…”

Section: T Abstractmentioning

confidence: 99%

“…Therefore, we propose that a positive perception of OJ at the workplace contributes positively to JS (Ambrose et al, 2007) and that different forms of OJ improve different aspects of JS (Irving et al, 2005;Ouyang et al, 2015). According to Mashi, (2018), individuals who are treated fairly in the workplace will be more satisfied with their job. The study conducted by McFarlin and Sweeney (1992) showed that DJ has a greater impact on JS than PJ.…”

Section: Organizational Justice and Job Satisfactionmentioning

confidence: 99%

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Organizational Justice and Job Satisfaction Among Nurses

Jameel

Hamdi

Karem

et al. 2020

UKHJSS

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Organizations should enhance justice in the workplace to increase the satisfaction among employees. The purpose of this study was to examine the impact of organizational justice on job satisfaction among nurses. The study cohort was composed of nurses from 2 public hospitals. A stratified sampling technique was employed to ensure better representation of samples from the 2 hospitals. A total of 184 valid questionnaires from 2 public hospitals were analyzed by structural equation modeling. The results showed that the 3 dimensions of organizational justice, namely distributive justice, procedural justice, and interactional justice, have a positive and significant impact on the nurses' job satisfaction. Distributive justice showed a greater impact on job satisfaction than procedural justice and interactional justice. The supervisors and administrators should be provided with information on how improvement in organizational justice leads to job satisfaction and on-the-job facilitation of employee innovation. The results of this study provide a clear image for hospital administrations about the substantial role of justice in the workplace.

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Section: Discussionsupporting

confidence: 91%

Section: Organizational Justice and Job Satisfactionmentioning

confidence: 99%

Section: T Abstractmentioning

confidence: 99%

Section: Organizational Justice and Job Satisfactionmentioning

confidence: 99%

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Organizational Justice and Job Satisfaction Among Nurses

Jameel

Hamdi

Karem

et al. 2020

UKHJSS

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“…Conversely, our finding that a high perception of organizational justice and fair treatment links very positively with job satisfaction is not surprising; it coheres with both social exchange theory (Blau, 1986; see also Cole et al, 2002) and the extant literature (Pignata et al, 2016;Mashi, 2018).…”

Section: Discussionsupporting

confidence: 85%

Combining Associations Between Emotional Intelligence, Work Motivation, and Organizational Justice With Counterproductive Work Behavior: A Profile Analysis via Multidimensional Scaling (PAMS) Approach

et al. 2020

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The need for better incorporation of the construct emotional intelligence (EI) into counterproductive work behavior (CWB) research may be achieved via a unified conceptual framework. Accordingly, the purpose of this paper is to use the Profile Analysis via Multidimensional Scaling (PAMS) approach, and a conceptual framework that unifies motivational process with antecedents and outcomes, to assess differences in EI concerning a variety of constructs: organizational justice, CWB, emotional exhaustion, job satisfaction, and intrinsic motivation. Employing established scales within a framework unifying CWB, intrinsic motivation, EI, organizational justice, and outcome constructs, two EI-based profiles displayed associations with CWB based on responses from 3,293 employees. Both the first core profile, high overall justice and low emotional intelligence, and the second core profile, high emotional intelligence and low work motivation, displayed associations with interpersonal deviance and organizational deviance, as well as emotional exhaustion and job satisfaction. The results are discussed with respect to possible underlying theory and an overarching unified motivation framework that incorporates goal choice, intrinsic motivation, antecedents, and outcomes. We also provide directions for future research and implications for managers in the workplace based on heuristic conceptual frameworks that combine multiple motivational perspectives into a unified model.

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Leader’s Positive Humour and Employee Turnover Intention—Role of Employee Engagement and Job Satisfaction as Mediators

Piramanayagam,

Sea

2023

Digital Economy Post COVID-19 Era

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The Mediating role of Job Satisfaction in the Relationship between Organizational Justice and Employee Outcomes

Cited by 32 publications

References 38 publications

Organizational Justice and Job Satisfaction Among Nurses

Organizational Justice and Job Satisfaction Among Nurses

Combining Associations Between Emotional Intelligence, Work Motivation, and Organizational Justice With Counterproductive Work Behavior: A Profile Analysis via Multidimensional Scaling (PAMS) Approach

Leader’s Positive Humour and Employee Turnover Intention—Role of Employee Engagement and Job Satisfaction as Mediators

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