A multilevel analysis of procedural justice context

Mossholder, Kevin W.; Bennett, Nathan; Martin, Christopher L.

doi:10.1002/(sici)1099-1379(199803)19:2<131::aid-job878>3.0.co;2-p

Cited by 218 publications

(209 citation statements)

References 28 publications

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“…Masterson et al, (2000) in their study find that procedural justice is an effective predictor of employees' degree of satisfaction; decisions which have been taken in a fair way tend to please employees more than when decisions are perceived to be taken in an unjust way resulting into dissatisfaction (Cropanzano & Greenberg, 1997). Mossholder et al, (1998) conclude that dynamics of job satisfaction can be well explained by the procedural justice. Other studies suggest that if the processes and procedures of organization are perceived to be fair by employees, they tend to get more satisfied, more willing to accept the resolution of the procedures, and more likely to nurture a higher organizational commitment (Bingham, 1997;Tyler and Lind, 1992).…”

Section: Procedural Justice As a Determinant Of Job Satisfactionmentioning

confidence: 99%

Impact of Organizational Justice on Employee Job Satisfaction: An Empirical Investigation

Rahman

Haque

Elahi

et al. 2015

AJBM

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The current study investigates the impact of the three facets of organizational justice on employee job satisfaction as perceived by the respondents in a particular pharmaceutical company in Bangladesh. A total of 76 executives working in the company provided their responses on the questionnaire used for data gathering. The collected data are coded using SPSS version 16. Descriptive statistics reveal the means of three variables of organizational justice and job satisfaction, which are close to 3.0. Reliability of measurement instrument is considered adequate, since all the Cronbach alpha values are found to be above the threshold point of 0.7. Multiple regression is applied to test the hypothesis of the study. The model explains about 75% of the variance in the employee job satisfaction and it is immune to multi-collinearity among the independent variables. The study findings demonstrate significant impact of distributive justice and interactional justice on job satisfaction at P<0.001 and P<0.01 respectively; conversely, procedural justice does not show any significant relationship with the job satisfaction. This research will facilitate the decision makers, particularly the HR managers to better understand the relationship between organizational justice and employee job satisfaction; accordingly, they can formulate suitable strategies that can lead to higher employee performance through job satisfaction by ensuring justice in the organization. Some suggestions for future works are also discussed in the paper.

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Section: Procedural Justice As a Determinant Of Job Satisfactionmentioning

confidence: 99%

Impact of Organizational Justice on Employee Job Satisfaction: An Empirical Investigation

Rahman

Haque

Elahi

et al. 2015

AJBM

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“…These have reported that employees within the same group share common perceptions of justice in the organisation, as indicated by a significant variation in justice perceptions both within and between work groups. [51][52][53] Implications In addition to effects on mental health, failure to ensure fair treatment may lead to low morale, reduced work output and quality of service, and lost resources-because people who are trained and experienced leave the organisation. 54 While the increased risk of psychiatric morbidity associated with an adverse change in relational justice gives cause for concern, the fact that a favourable change decreases the risk gives cause for optimism.…”

Section: Study Limitationsmentioning

confidence: 99%

Injustice at work and incidence of psychiatric morbidity: the Whitehall II study

Ferrie

Head²,

Shipley³

et al. 2006

Occup Environ Med

196

119

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Background: Previous studies of organisational justice and mental health have mostly examined women and have not examined the effect of change in justice. Aim: To examine effects of change in the treatment of employees by supervisors (the relational component of organisational justice) on minor psychiatric morbidity, using a cohort with a large proportion of men. Methods: Data are from the Whitehall II study, a prospective cohort of 10 308 white-collar British civil servants (3143 women and 6895 men, aged 35-55 at baseline) (Phase 1, 1985-88). Employment grade, relational justice, job demands, job control, social support at work, effort-reward imbalance, physical illness, and psychiatric morbidity were measured at baseline. Relational justice was assessed again at Phase 2 (1989-90). The outcome was cases of psychiatric morbidity by Phases 2 and 3 (1991-93) among participants case-free at baseline. Results: In analyses adjusted for age, grade, and baseline physical illness, women and men exposed to low relational justice at Phase 1 were at higher risk of psychiatric morbidity by Phases 2 and 3. Adjustment for other psychosocial work characteristics, particularly social support and effort-reward imbalance, partially attenuated these associations. A favourable change in justice between Phase 1 and Phase 2 reduced the immediate risk (Phase 2) of psychiatric morbidity, while an adverse change increased the immediate and longer term risk (Phase 3). Conclusion: This study shows that unfair treatment by supervisors increases risk of poor mental health. It appears that the employers' duty to ensure that employees are treated fairly at work also has benefits for health.

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“…This measure originally had six items. However, only five items out of original six items were used by Birnbaum and Somers (1993), McFarlin and Rice (1992), Mossholder, Bennett, and Martin (1998), and Williams, Gavin, and Williams (1996). The coefficient alphas of those five items were reported in range of .81 to .89 (as cited in Fields, 2002).…”

Section: R Upretymentioning

confidence: 99%

Does Chief Executive Officer (CEO) Leadership Style Matter? An Empirical Analysis of the Relationship among CEO Leadership Style, Job Satisfaction and Profitability in Nepali Financial Institutions

Uprety

2016

J. Bus. Mgt. Res.

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The impact of Chief Executive Officer (CEO) leadership style on the profitability of an organization has been a major concern of much academic research work in the past. However, there seems to be no consensus on this issue. It is generally believed that leaders influence organizational performance through those they lead. Therefore, employee job satisfaction is hypothesized to have a mediating effect on the relationship between the CEO leadership style and the profitability of an organization. This study, conducted among 136 employees of 17 finance companies in Nepal during December 2013, found a very weak relationship between the CEO leadership style and the profitability of an organization. The study also refuted the mediating effect of job satisfaction on the relationship between the CEO leadership style and the profitability of an organization. The findings support the contextualists view on the leadership-performance debate. The probable reasons and implications of the findings are discussed.

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A multilevel analysis of procedural justice context

Cited by 218 publications

References 28 publications

Impact of Organizational Justice on Employee Job Satisfaction: An Empirical Investigation

Impact of Organizational Justice on Employee Job Satisfaction: An Empirical Investigation

Injustice at work and incidence of psychiatric morbidity: the Whitehall II study

Does Chief Executive Officer (CEO) Leadership Style Matter? An Empirical Analysis of the Relationship among CEO Leadership Style, Job Satisfaction and Profitability in Nepali Financial Institutions

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