Corporate Social Responsibility, Organizational Justice and Positive Employee Attitudes: In the Context of Korean Employment Relations

Jung, Heungjun; Ali, Mohammad A.

doi:10.3390/su9111992

Cited by 30 publications

(27 citation statements)

References 107 publications

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“…According to Jung, Chow, and Wu [25] and Jung and Ali [26], the organizational climate is one of the most important characteristics of a great and comfortable workplace. Therefore, if a leader can create a great workplace, it will increase employees' productivity.…”

Section: Organizational Climate (Oc)mentioning

confidence: 99%

Organizational Climate and Work Style: The Missing Links for Sustainability of Leadership and Satisfied Employees

et al. 2018

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People try to find the role of government in today’s modern society. Citizens of any country look forward to benefit from government services. Although the government implements laws and policies in all areas of society, people only know about it through government’s services. We describe a good government’s service of organization, department, unit, and division that has an appropriate human strategy. Purpose: Purpose of this study is to investigate which factors have been missing that connects and maintains the sustainability between the leadership style and employees’ satisfaction in the government sector of Mongolia. More specifically, the purpose of the study is to investigate the missing link between leadership style and job satisfaction among Mongolian public sector employees. This study reiterates the mediating role of organizational climate (OC) and work style (WS) in a new proposed model. Methodology: The questionnaire is designed by a synthesis of existing constructs in current relevant literature. The research sample consisted of 143 officers who work in the primary and middle units of the territory and administration of Mongolia. Factor analysis, a reliability test, a collinearity test, and correlation analyses confirm the validity and reliability of the model. Multiple regression analysis, using Structural Equation Modeling (SEM), tests the hypotheses of the study. The sample of this study is chosen from the public organization. Mongolia is a developing country. This country needs good public leaders who can serve citizens. This study will be extended further. In addition, Mongolia really needs sufficient studies. Practical implications: This study has several important implications for studies related to organizational behavior and job satisfaction. Furthermore, the implications of these findings are beneficial to organizations aimed at improving policies and practices related to organizational behavior and human resource management. Regulators and supervisors of private or public organizations aiming to increase the level of their employees’ job satisfaction will also benefit from the findings. Therefore, this study’s new proposed model can be the basis of fundamental research to build a better human resource policy. Although the leadership style is an influential factor for job satisfaction, this study identifies the mediating missing links between the leadership style and employees’ job satisfaction. Findings: The findings of this research indicate that the organizational climate and work style complement and fully mediate the relationship between leadership style and job satisfaction. An appropriate leadership style is most effective when it matches the organizational climate as well as employees’ work style. Furthermore, a suitable organizational climate will increase the level of job satisfaction. If the work style of employees is respected and taken into consideration, the leadership style can find its way into job satisfaction. Originality/value: This study is the first to understand the motivators of job satisfaction in the government sector of Mongolia. This study suggests valuable findings for executive officers who are junior and primary unit’s officers of the register sector of government in Mongolia. The findings of this study help managers and executives in their effort develop and implement successful human resource strategies.

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Section: Organizational Climate (Oc)mentioning

confidence: 99%

Organizational Climate and Work Style: The Missing Links for Sustainability of Leadership and Satisfied Employees

et al. 2018

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“…The individual who feels unjustly or justly treated tends to generate affective responses towards change projects and initiatives [13,44,45]. In this regard, justice matters as it predicts affective commitment behavior [46]. Such behavior is important because it may advance, change, or take forms of resistance to change projects, making sustainable change a challenge.…”

Section: The Mediating Role Of Organizational Identificationmentioning

confidence: 99%

Transformational Changes and Sustainability: From the Perspective of Identity, Trust, Commitment, and Withdrawal

et al. 2019

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Drawing upon the psychology of sustainability, effective organizations can create a sense of belongingness for people, and successfully facilitate growth and development activities for both individuals as well as the organization itself. Extending the recommendations of Zappala, Toscano, and Licciardello, the current study considers a range of variables. The role of overall justice judgements and change favorableness are taken as predictors of affective commitment to change and exit-based withdrawal. The relationship is mediated by organizational identification and moderated by trust in organization. Overall, the results support the hypothesized relationships. Specifically, findings showed that both change favorableness and overall justice judgements are positively related to affective commitment to change and negatively related to exit-based withdrawal. Organizational identification mediates the relationships between overall justice judgements-affective commitment to change, change favorableness-affective commitment to change, and change favorableness-exit-based withdrawal, whilst trust in organizations moderated the direct relationship between overall justice judgements-affective commitment to change, and change favorableness-exit-based withdrawal. Furthermore, the indirect effect of trust in organizations positively moderated the relationship of overall justice judgements and change favorableness with affective commitment to change, and at the same time, it negatively moderated the relationship between change favorableness and exit-based withdrawal via organizational identification. Crucially, for practitioners, this brings trust of employees as a key factor that should be managed to ensure sustainable change. Both trust and identity appear important in improving commitment and lowering the exit-based withdrawal behavior of employees. Future recommendations, implications, and limitations are discussed.

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“…Employee satisfaction is important for promoting sustainable development and healthy organizations [31]. The employee's job satisfaction is a multifaceted concept [32] which comes under the influence of various factors, such as institutional norms [33], perception of corporate social responsibility [34,35], wages [36], self-reported health measures [37], work-life balance [38,39], age [40,41] or education [42]. The consequences of the employee's job satisfaction are beneficial for employers.…”

Section: Theoretical Framework and Hypothesesmentioning

confidence: 99%

Enhancing Sustainable Employment Relationships: An Empirical Investigation of the Influence of Trust in Employer and Subjective Value in Employment Contract Negotiations

Clipa

Danileț

et al. 2019

Sustainability

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The article presents the results of an empirical study investigating the relationships between trust in the employer, the subjective value attained in the negotiation of the employment contract, job satisfaction and employee willingness to (re)negotiate in order to maintain long-term employment relationship. The study develops a research model, based on the existing literature, and uses the partial least-squares technique, and data collected from 373 information technology professionals, to test it. The results indicate the positive effect of the employee's trust in the employer on job satisfaction and willingness to (re)negotiate. Furthermore, the subjective value perceived by the employee in the employment contract negotiation has an increased positive influence on both employee satisfaction and employee willingness to use (re)negotiation to overcome potential issues and maintain the employment relationship long term. Overall, the results of the study bring evidence about the importance of trust and the subjective value in attaining sustainable employment relationships, and therefore sustainable human resource management (HRM). The results provide valuable insights for managers committed to the development of their organizations by promoting sustainable employment relationships. The study offers to firms a ready-to-use model for promoting sustainable employment relationships in organizations operating in knowledge-intensive sectors, such as information technology (IT).

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Corporate Social Responsibility, Organizational Justice and Positive Employee Attitudes: In the Context of Korean Employment Relations

Cited by 30 publications

References 107 publications

Organizational Climate and Work Style: The Missing Links for Sustainability of Leadership and Satisfied Employees

Organizational Climate and Work Style: The Missing Links for Sustainability of Leadership and Satisfied Employees

Transformational Changes and Sustainability: From the Perspective of Identity, Trust, Commitment, and Withdrawal

Enhancing Sustainable Employment Relationships: An Empirical Investigation of the Influence of Trust in Employer and Subjective Value in Employment Contract Negotiations

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