The Relationship between Perceived Organizational Justice and OCBs with Consider Moderating Role of Equity Sensitivity: Some Cultural Implications

Abstract

Perceived organizational justice is an important factor for prediction of various aspects of OCBs. This research investigates the extent to which equity sensitivity moderates the relationship between perceived organizational justice and OCBs. It was hypothesized that distributive, procedural, informational and interpersonal justice are related to OCBs (helping behavior, civic virtue, and sportsmanship) and equity sensitivity has been moderate these relationships. Research sample group were 123 employees of a petrochemical company in Iran. The moderated hierarchical regression analysis indicated that equity sensitivity moderates the relationship between perceived distributive organizational justice with civic virtue and sportsmanship. That is, in entitled group (and no in equity sensitive or benevolent groups) distributive justice positively and significantly related to civic virtue and sportsmanship (P<0.05). Also results indicated that equity sensitivity moderates the relationship between perceived procedural organizational justice and sportsmanship. That is, in an equity sensitive group (and no in entitled or benevolent groups) procedural justice positively and significantly related to sportsmanship (P<0.05).

Influence of Informational Justice Practices on Organizational Citizenship Behaviour of Public Servants in Kenya

“…These behaviors support the organization's social and psychological contexts that serve as the critical catalyst for task accomplishment (Arif , Tjutfu , & Eeng, 2017). Golparvar and Zahra (2012) argue that one variable that could be likened to organizational citizenship behavior is how employees look at justice practices in their organization. Organizational justice is considered as one of the political necessities of organizational behaviour (Fatimah, Amiraa, & Halim, 2011).…”

“…The main purpose of this study was to establish the influence of informational justice on organizational citizenship behavior of public servants in Kenya. Informational justice focuses on just information distribution in organization and how information regarding decisions is disseminated and explained to individuals in the organization (Golparvar& Zahra, 2012). The link between informational justice and outcomes like OCB can be explained when higher authorities and managers in an organization keep their employees informed about organizational matters (Srivastava, 2015).…”

“…Alkahtani (2015) confirms that Organ (1988) identified and classified these dimensions into seven: helping Behaviour, Sportsmanship, organizational loyalty, organizational compliance, individual initiative, civic virtue, and self-development, Hosseinkhani and Giyaove (2015) have noted a huge overlap in the dimensions. Golparvar and Zahra (2012) notes that the three dimensions of OCBs identifeid in literature are helping behaviors, sportsmanship, and civic virtue. Miao and Kim (2010) consider helping behaviours as of a worker being helpful to coworkers or other people with little interest in being rewarded for that efforts; sportsmanship as refraining from complaining about trivial matters, and civic virtue as a responsible participation in the social life of the organization such as staying up-to-date with important issues of the organization.…”

How to improve firm performance through employee diversity and organisational culture

“…According to Coyle-Shapiro, Morrow and Kessler (2006), SET provides a sufficient basis for understanding the relationship between employees' work and their commitment, from various points of view. According to Golparvar and Javadian (2012), the individual-organisational perceptions of justice or injustice that predict individual behaviour are derived from this. That is, the exchange relationships are likely derived from the belief of the employee, in which unfair rules will lower the level of commitment to the organisation (Bordia et al, 2017).…”

How to improve firm performance through employee diversity and organisational culture

“…According to Coyle-Shapiro, Morrow and Kessler (2006), SET provides a sufficient basis for understanding the relationship between employees' work and their commitment, from various points of view. According to Golparvar and Javadian (2012), the individual-organisational perceptions of justice or injustice that predict individual behaviour are derived from this. That is, the exchange relationships are likely derived from the belief of the employee, in which unfair rules will lower the level of commitment to the organisation (Bordia et al, 2017).…”