An Empirical Study of Organizational Justice, Organizational Citizenship Behavior and Service Fairness

Deng, Guizhi

doi:10.1007/978-3-642-27711-5_5

Cited by 4 publications

(4 citation statements)

References 4 publications

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“…If employees are treated equally, they will have positive attitudes toward their work and manifest effective working behavior. By contrast, if they are treated unfairly, negative attitudes and behavior occur, such as a reduction of JS [24,25], lack of OC [26,27], and low OCB [28][29][30]. Accordingly, fairness is regarded as the main cause of positive attitudes toward work and the desirable behavior expected by administrators or organizations.…”

Section: Theories For Explaining the Concepts And Study Frameworkmentioning

confidence: 99%

Mediating Effects of Job Satisfaction and Organizational Commitment between Problems with Performance Appraisal and Organizational Citizenship Behavior

Na-Nan

Kanthong

Joungtrakul

et al. 2020

Journal of Open Innovation: Technology, Market, and Complexity

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The objective of this study was to test the developed models with empirical evidence regarding job satisfaction (JS) and organizational commitment (OC) as mediators and influential variables concerning problems with performance appraisal and organizational citizenship behavior (OCB). The sample consisted of 450 employees who worked at the operational level in automobile parts manufacturing companies in the Navanakorn Industrial Estate, Thailand. The study’s instrument was applied from previous research and verified for content validity and reliability before collecting the data. Analysis of mediators method of was conducted. Structural equation analysis of 5000 rounds of bootstrapping was used to examine the model developed from the empirical data and the influence of problem variables in appraising work performance. The developed model fitted well with the empirical evidence. JS and OC were identified as mediators among problem variables in appraising performance and OCB, while problem variables in appraising work performance influenced OCB through JS and OC. Findings from this study expand our knowledge of this field and are useful for effective human resource management and performance appraisal. The developed model explains the phenomena of problems with performance appraisal concerning fairness, JS, OC, and OCB. JS and OC are useful mediators to explain and expand knowledge in human resource management and performance appraisal.

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Section: Theories For Explaining the Concepts And Study Frameworkmentioning

confidence: 99%

Mediating Effects of Job Satisfaction and Organizational Commitment between Problems with Performance Appraisal and Organizational Citizenship Behavior

Na-Nan

Kanthong

Joungtrakul

et al. 2020

Journal of Open Innovation: Technology, Market, and Complexity

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“…Since OCBs have been associated with a variety of positive outcomes, many researchers have attempted to identify its antecedents, which include among others, job satisfaction (Barnes, Ghumman, & Scott, 2013;Koys, 2001;Li, Liang, & Crant, 2010;Williams & Anderson, 1991), organizational commitment (Ng & Feldman, 2011;Podsakoff, MacKenzie, & Bommer, 1996;Williams & Anderson, 1991;Zhu, Newman, Miao, & Hooke, 2013), emotional intelligence (Ramachandran, Jordan, Troth, & Lawrence, 2011)personality (Moon, Kamdar, Mayer, & Takeuchi, 2008), perceived fairness (Deng, 2012;Konovsky & Organ, 1996;van Dijke, De Cremer, Mayer, & Van Quaquebeke, 2012;Yeh, 2011), perceived organizational support (Chiang & Hsieh, 2012;Duffy & Juliana, 2013), transformational leadership (Podsakoff et al, 1996;Podsakoff, MacKenzie, Moorman, & Fetter, 1990;Zhu et al, 2013), role stressors (Eatough, Chang, Miloslavic, & Johnson, 2011), empowerment (Jiang, Sun, & Law, 2011), leader-member exchange (Ilies, Nahrgang, & Morgeson, 2007) and human resource practices (Sun, Aryee, & Law, 2007;Yang, 2012). Despite the popularity of OCB as a research subject, most studies have been conducted in developed economies particularly North America, and outside the field of the hospitality industry.According toRavichandran and Gilmore (2007), studies within the hotel industry have been largely overlooked.…”

Section: Introductionmentioning

confidence: 99%

High Performance Human Resource Practices, Identification with Organizational Values and Goals, and Service-Oriented Organizational Citizenship Behavior: A Review of Literature and Proposed Model

Nasurdin

Ahmad

Ling

2015

SHS Web of Conferences

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Increasing competition within the hospitality industry has recognized the importance of service quality as a key business differentiation strategy. Proactive involvement of employees is a vital component of the service delivery, which in turn, enhances customer satisfaction and loyalty. Hence, hospitality organizations, particularly hotels, need to encourage their employees to perform voluntary behaviors that go "beyond their call of duty". These behaviors are referred to as service-oriented organizational citizenship behaviors (hereafter labeled as SO-OCBs). A review of the literature indicates that an organization's human resource management (henceforth labeled as HRM) practices are instrumental in establishing the tone of the employee-employer relationship, which subsequently affects employees' display of discretionary functional service-related behaviors. Specifically, high-performance HRM practices can nurture a relational employment relationship, leading to internalization of organizational values and goals. This, in turn, would induce employees to engage in greater SO-OCBs. However, conceptual and empirical work explaining the mechanism by which high-performance HRM practices relate to SO-OCBs remains scarce. Therefore, this paper aims to construct a model linking a set of high-performance HRM practices (selective hiring, communication, appraisal, and reward) and SO-OCBs. Identification with organizational values and goals is posited as a mediator in the proposed relationship. A discussion of the literature to support the proposed framework is furnished.

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“…However, if they are treated unfairly, negative attitudes and behaviour occur, such as a reduction of job satisfaction (Bakhshi et al, 2009;Ozel & Bayraktar, 2018), lack of organisational commitment (Jiang et. Al., 2017;Suifan et al, 2017) and low organisational citizenship behaviour (Akan et al, 2009;Deng, 2012;Singh & Singh, 2019). When employees perceive a balance between their efforts and the rewards they receive, they are more motivated and exhibit higher productivity (Tefera & Hunsaker, 2020).…”

Section: Fairness Of Performance Appraisal and Organizational Justicementioning

confidence: 99%

Impact of Performance Appraisal Fairness on Employee Productivity in Nigerian Federal Regulatory Agencies

Uzochukwu,

Shehu-Usman,

Gambo

et al. 2024

EJBIR

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In recent times, and in light of the global economic downturn, there have been calls for accountability and improved efficiency in the Nigerian public sector. The recently announced implementation of performance appraisal system across the entire federal civil service has highlighted the need for a review of the practice of performance appraisal in the public sector given the typical political influence that permeates most organizations in the sector. Drawing upon Equity Theory, this study examines the impact of performance appraisal fairness on employee productivity in Nigerian federal regulatory agencies, with emphasis on the National Agency for Food and Drug Administration and Control (NAFDAC). A descriptive survey research design was adopted, with primary data collected from staff of NAFDAC using a five-point Likert scale model questionnaire. Correlation and regression techniques were used to analyze the data which was collected through non probability quota sampling. The result revealed that interactional, procedural and distributive fairness in performance appraisal were statistically significant and positively influenced employees’ productivity in NAFDAC. Thus, the study recommends that considering the planned implementation of performance appraisal system across the entire federal civil service, government should design performance appraisal systems that will appropriately address these constructs to improve efficiency, accountability and productivity of the public sector.

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An Empirical Study of Organizational Justice, Organizational Citizenship Behavior and Service Fairness

Cited by 4 publications

References 4 publications

Mediating Effects of Job Satisfaction and Organizational Commitment between Problems with Performance Appraisal and Organizational Citizenship Behavior

Mediating Effects of Job Satisfaction and Organizational Commitment between Problems with Performance Appraisal and Organizational Citizenship Behavior

High Performance Human Resource Practices, Identification with Organizational Values and Goals, and Service-Oriented Organizational Citizenship Behavior: A Review of Literature and Proposed Model

Impact of Performance Appraisal Fairness on Employee Productivity in Nigerian Federal Regulatory Agencies

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