The Relation Between Organizational Justice and Counter-Productive Work Behavior Among Health Care Professionals in Jimma Zone Public Health Institutions

Abstract

Background Counterproductive behavior costs organizations and their members which will ultimately affect work-related outcomes and organizational success. Organizational justice has the potential to affect the level of counter productive behavior. However, there is a paucity of studies to show the link between counterproductive behavior and organizational justice dimensions in the Ethiopian health care system context. Therefore, the purpose of this research was to look into the link between organizational justice, and counterproductive work behavior among health care professionals. Methods The 395 study participants were chosen using a facility-based cross-sectional study methodology. A proportionate stratified systematic random sampling technique was deployed to select study participants from health facilities. Data was gathered using a structured self-report questionnaire by CWB Scale that was developed by Spector and Fox (2005) with Cronbach’s alpha of an average of (0.84–0.87). Data was obtained, cleaned, and entered by Epidata3.1. Finally, for descriptive and inferential statistical analysis, the data was exported to SPSS version 23.0. Results According to the findings, 159 (40.3%) of the study participants engaged in counterproductive job activities. Organizational justice was assumed to be fair by about half of the respondents, 202 (52.2%). Distributive Justice (=−0.141, p.05) was found to be a significant and negative predictor of counterproductive work behavior in the regression analysis. Age (β=−0.014, p< 0.05), the average number of hours worked every week (β=−0.009, p< 0.05), and experience (β=0.016, p< 0.05) were found to be significant predictors of the counterproductive work behaviors. Conclusion and Recommendation This study indicated that distributive justice show significant contribution in reduction of counterproductive work behaviour.As a result, improving organizational justice can aid to reduce counterproductive work behavior which in turn increases the facility’s productivity.

Examining the nexus between situational factors and job performance through the mediating role of work engagement and self‐efficacy

“…A contingency approach initiates a relationship between perceived supervisor support and job performance. Robbins et al (2013) and Adugna et al (2022) further supported the statement that immediate supervisor support is essential for a non-counterproductive environment. These non-counterproductive environments enhance the self-efficacy of the employees, which can further foster the upward performance cycle of employees in organizations.…”

<em>And Justice for All.</em> Organizational Justice – a Coherent Path to Organizational Sustainability

“…For example, it could be assumed that with low levels of justice and low levels of health, there is an increased tendency toward counterproductive work behavior (CWB). Thus far, it has been established that, in contrast to distributive justice, procedural and interpersonal justice are positively and significantly associated with CWB [64]. Organizational constraints, interpersonal conflicts and perceived injustice are stressors at work and CWB can be seen as a response to experienced tension [65].…”

Direct and indirect effects of workplace sexual harassment on the productivity of victims and witnesses: The preventive role of equitable management

“… Predictor. Organizational justice can reduce counterproductive behaviors [ 29 ] and the prevalence of WSH by discouraging perpetrators [ 30 ]. Similarly, Rubino et al [ 31 ] found that sexual harassment is less frequent and, when it occurs, has a lesser impact when greater organizational justice is perceived.…”