Validation of the Organizational Justice Scale in a Portuguese context.

Abril, Tiago; Waldzus, Sven; Collins, Elizabeth

doi:10.1037/mgr0000106

Cited by 6 publications

(8 citation statements)

References 49 publications

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“…The sample item included in this scale was “when decisions are made about my job, the manager treats me with kindness and consideration.” The reliability (α) for this scale was 0.75. Moreover, this scale has high internal reliability, most frequently used in existing studies across different organizational contexts (Gürbüz and Mert, 2009; Abril et al ., 2020; Mustafa et al ., 2023).…”

Section: Methodsmentioning

confidence: 99%

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The paradoxical effect of perceived organizational politics on employees motivation: the mediation role of hostility and moderating role of organizational injustice

Nazir

Khadim

Asadullah

et al. 2023

EBHRM

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PurposeThis research aims to unpack the relationship between employees' perceived organizational politics (POP) and their self-determined motivation by itemizing the mediating role of hostility and a moderating role of organizational injustice.Design/methodology/approachData were collected at two different times from 270 employees working in various universities in Pakistan. Structural equation modeling (SEM) was used to test the hypotheses.FindingsThe findings revealed that POP negatively influence intrinsic motivation, autonomous extrinsic motivation and positively impact amotivation, whereas POP does not affect employees' controlled extrinsic motivation. Furthermore, POP positively influences hostility. Moreover, hostility mediates the relationships between perceived organizational politics and self-determined motivation. Finally, the findings also revealed that the relationship between perceived organizational politics and hostility was stronger when the perceived organizational injustice was high.Practical implications POP can lead to intentional efforts to harm the organization by enhancing employee hostility, which divulges how this peril can be restrained by implanting organizational fairness. Moreover, proactive employees with superior emotional intelligence skills have a greater capability to control their negative emotions. Emotional intelligence (EI) training can effectively reduce the hostility between employees provoked by POP and ultimately diminish self-determined motivation.Originality/valueThe current study revealed that ambiguous forms of political behavior trigger isolated work emotions, negatively affecting organizational sustainability and outcomes. These results have valuable suggestions regarding organizational injustice as a moderator to diminish the hostility resulting from POP.

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Section: Methodsmentioning

confidence: 99%

“…The reliability (α) for this scale was 0.75. Moreover, this scale has high internal reliability, most frequently used in existing studies across different organizational contexts (G€ urb€ uz and Mert, 2009;Abril et al, 2020;Mustafa et al, 2023).…”

Section: Organizational Injusticementioning

confidence: 99%

The paradoxical effect of perceived organizational politics on employees motivation: the mediation role of hostility and moderating role of organizational injustice

Nazir

Khadim

Asadullah

et al. 2023

EBHRM

View full text Add to dashboard Cite

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“…At the same time, scales for the most preferred research topics in the research were preferred. For example, the alpha values of the organizational justice scale developed by Niehoff and Moorman (1993) were found to be 0.93 and 0.96 in two different study groups in Portugal (Abril et al , 2020), 0.905 in the public sector in Turkey (Gürbüz and Mert, 2009) and 0.892, 0.865 and 0.820 (for the sub-dimensions) in the health sector in Taiwan (Chang, 2014). The alpha values of the organizational silence scale developed by Van Dyne et al (2003) were determined as 0.82 in the health sector in the USA (Tangirala and Ramanujam, 2008), 0.93 and 0.89 (for the sub-dimensions) in the tourism sector in Turkey (Taşkıran, 2010) and 0.869 in the education sector in Pakistan (Shahjehan and Yasir, 2016).…”

Section: Methodsmentioning

confidence: 99%

The mediating role of organizational silence in the relationship between organizational justice and organizational creativity

Ölçer

Çoşkun

2022

SBR

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Purpose The purpose of this study is to determine the relationships between organizational justice, organizational silence and organizational creativity and to examine the mediating role of organizational silence in the effect of organizational justice on organizational creativity. Design/methodology/approach Research data were collected using a face-to-face survey method applied to employees in the automotive industry in Turkey. The research model and hypotheses were tested by structural equation modeling. Findings Research results indicate that organizational justice positively affects organizational silence, organizational creativity is positively affected by organizational justice and organizational silence positively affects organizational creativity. Besides, according to the results, organizational silence has a partial mediating role in the effect of organizational justice on organizational creativity. Originality/value Although the relationships between organizational justice, organizational silence and organizational creativity were examined in previous studies in the literature, the role of organizational silence in the relationship between organizational justice and organizational creativity was not investigated. Besides, although previous studies examined the mediating role of variables that are thought to have a positive effect on the organization between organizational justice and organizational creativity, they did not study the role of a variable of organizational silence, which is considered negative. For these reasons, this study is predicted to differentiate the perspective in the literature and fills a gap in the literature.

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“…Organizational justice has three types namely distributive justice, procedural justice and interactional justice (Chegini et al, 2019). Distributive justice pertains to equity and reciprocity by which individual employees are treated based on the impact or weight of the work they performed (Abril et al, 2020). This is different from equality in which all employees are treated equally.…”

Section: Introductionmentioning

confidence: 99%

“…There is distributive justice if an employee who exerted more effort in achieving an outcome receives more reward or praise than an employee who has less contributions. If both employees receive the same level or type of reward or praise, then there is no distributive justice, only equality (Abril et al, 2020).…”

Section: Introductionmentioning

confidence: 99%

The Relationship between Organizational Justice, Responsibility, and Job Satisfaction among Jordanian Nurses

Fadel

Khrais

Bani-Hani

et al. 2023

Preprint

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Aim: The study aims to examine the relationships between organizational justice, corporate social responsibility, and job satisfaction among nurses in Jordan. Methods: A quantitative, cross-sectional design was utilized the study utilized a descriptive cross-sectional research design. The study was performed in a single hospital site in Jordan. A total of 178 nurses participated in the study. The Organizational Justice Scale, Corporate Social Responsibility Scale, and the Minnesota Satisfaction Questionnaire were used to measure the primary variables. Ethical approval was given by relevant ethical review boards. Results: Nurses had moderate levels of organizational justice, corporate social responsibility, and job satisfaction. Female nurses were found to have significantly higher levels of ethical corporate social responsibility than male nurses (P<0.05). No other significant differences or relationships were found on the levels of organizational justice, corporate social responsibility, and job satisfaction based on sociodemographic characteristics (P>0.05). Organizational justice had a significant, positive relationship with corporate social responsibility (r = 0.50, p = 0.000). Both organizational justice and corporate social responsibility had significant, positive relationships with job satisfaction (r = 0.60, r = 0.74, p < 0.001) consecutively. Conclusion: Healthcare organizations with high levels of organizational justice and corporate social responsibility reflect work environments that are fair, honest, objective, and morally and socially responsible not only to patients who are direct recipients of care but also to the public and wider society. Implementing policies and guidelines that espouse organizational justice and corporate social responsibility can help embed and institutionalize these concepts within healthcare organizations. Future research should be directed towards exploring factors that mediate the levels of job satisfaction, and in turn, how these factors might affect organizational justice and corporate social responsibility.

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Validation of the Organizational Justice Scale in a Portuguese context.

Abstract: The present validated scale is to be shared openly as part of the publication of the article.We have no known conflict of interest to disclose.

Cited by 6 publications

References 49 publications

The paradoxical effect of perceived organizational politics on employees motivation: the mediation role of hostility and moderating role of organizational injustice

The paradoxical effect of perceived organizational politics on employees motivation: the mediation role of hostility and moderating role of organizational injustice

The mediating role of organizational silence in the relationship between organizational justice and organizational creativity

The Relationship between Organizational Justice, Responsibility, and Job Satisfaction among Jordanian Nurses

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