Dominance analysis of two measures of organizational justice

Miller, Brian K.; Konopaske, Robert; Byrne, Zinta S.

doi:10.1108/02683941211205817

Cited by 25 publications

(27 citation statements)

References 26 publications

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“…The use of this particular method and not standardized or unstandardized regression coefficients are due to the following reasons. Firstly, standardized coefficients are influenced by the standard deviation and reliability of predictors and because of the fact that the standard deviation and reliability of all the predictors are not the same, standardized coefficients are poor indicators of predictor importance (Miller et al 2011). Secondly, because unstandardized coefficients are often on a different metric, they are also poor indicators of predictor importance (Miller et al 2011).…”

Section: Dominance Analysis Resultsmentioning

confidence: 97%

“…Firstly, standardized coefficients are influenced by the standard deviation and reliability of predictors and because of the fact that the standard deviation and reliability of all the predictors are not the same, standardized coefficients are poor indicators of predictor importance (Miller et al 2011). Secondly, because unstandardized coefficients are often on a different metric, they are also poor indicators of predictor importance (Miller et al 2011). Dominance analysis allows researchers to rank the relative importance of the predictors in multiple regressions (Budescu 1993).…”

Section: Dominance Analysis Resultsmentioning

confidence: 98%

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Moral Foundations and Attitudes Towards the Poor

Low

Wui

2015

Curr Psychol

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Why does the public have such polarizing views on the poor? This paper attempts to understand this issue by examining and exploring what predicts attitudes towards the poor. The exploration of this issue begins with a reference to the Moral Foundations Theory (MFT) and how this particular framework has been used to explain polarizing issues such as abortion, gay marriage and stem cell research, among others. This paper argues that the MFT can provide a similar insight on attitudes towards the poor. With the MFT as a backdrop, the current study tested out the hypothesis using hierarchical multiple regression and explored the results further by using dominance analysis. Results showed that the Moral Foundations were good predictors of attitudes towards the poor. While Harm emerged as the only significant predictor, dominance analysis revealed the importance of each foundation as predictors. Harm is the strongest predictor followed by Fairness, Authority, Ingroup, and Purity. All five foundations appear to be better predictors as compared to one's political affiliation.

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Section: Dominance Analysis Resultsmentioning

confidence: 97%

Section: Dominance Analysis Resultsmentioning

confidence: 98%

Moral Foundations and Attitudes Towards the Poor

Low

Wui

2015

Curr Psychol

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“…In addition to the supplementary regression analyses, we conducted relative weights analyses (Miller, Konopaske, & Byrne, ; Tonidandel, LeBreton, & Johnson, 2009) using RWA Web (Tonidandel & LeBreton, ) to partition the total variance explained in leadership capacity (approximately 5.6%) among leadership‐relevant motivations. MTDL was responsible for 86.61% of the total variance explained whereas affective‐identity, social‐normative, and non‐calculative MTL accounted for 3.35%, 4.09%, and 5.94%, respectively.…”

Section: Resultsmentioning

confidence: 99%

A model of leadership motivations, error management culture, leadership capacity, and career success

Maurer

Hartnell

Lippstreu³

2017

J Occupat & Organ Psyc

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We integrated ideas from literature on error management culture, leadership motivation, and career development to create several contributions for the research literature. First, we examined two situational factorserror management/aversion culture perceptionsthat affect employees' leadership-relevant motivations. Second, we distinguish between two types of leader motivations, motivation to lead (MTL) and motivation to develop leadership skills (MTDL). We offer evidence of discriminant and predictive validity of the two leadership motivations on key leadership processes and outcomes. Third, we tested a linkage model in which error management/aversion perceptions influenced leadership motivations (MTL and MTDL) and these motivations predicted leadership capacity and leader career success (i.e., promotions, increased leadership responsibility, and pay increases). Based upon multisource data collected from 151 employees and their supervisors from diverse occupations and organizations over a period of 1 year, we found that error management perceptions were positively associated with social-normative MTL (the motive to lead out of a sense of duty and obligation) and with MTDL whereas perceptions of error aversion were negatively related with affective-identity and noncalculative MTL. MTDL was distinguishable from MTL and demonstrated better predictive validity on leadership capacity and career success than MTL. We discuss a number of implications for both theory and practice. Practitioner PointsCreating a culture in which errors are constructively managed enhances leadership motivations, leadership capacity (leader behaviour, development, and potential), and career success. In managing leadership development and performance, distinguishing between motivation to be a leader and motivation to develop leadership skills is important, both in terms of how these motivations are influenced by error management and aversion and in terms of the how the motivations influence leadership capacity and success. Motive to lead out of a sense of duty is key.

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“…Organizational justice perception of participants was measured by justice scale [40]. The items were rated on a scale ranging from 1(strongly disagree) to 5 (strongly agree).…”

Section: Organizational Justice Measurementioning

confidence: 99%

Perceived organizational justice and turnover intention among hospital healthcare workers

Mengstie

2020

BMC Psychol

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Background: Organizational justice is the first virtue in social institutions (J Manage 16:399-432, 1990). It is one of the most determinant factors for an effective utilization of human resources and an essential predictor of organizational success (J Manag Dev 28:457-477, 2009). Employees who perceive fairness are more likely happy with their job and less likely leave their organization (Int J Bus Manage 4:145-154, 2009). Perceived injustice, on the other hand, diminishes motivation of workers to accomplish their duties (Int J Bus Manage 4:145-154, 2009; J Educ Sci Univ Tabriz 2:27-34, 2009). Ethiopia has given emphasis to the expansion of health institutions and increasing the number of health professionals. Despite this, little emphasis has been given the human resource aspect of the health sector. Therefore, this study aims to investigate organizational justice perceptions and turnover intentions among healthcare workers in Amhara region. Methods: One hundred ninety seven healthcare workers participated in the study. Data were collected through self-report questionnaire and semi-structured interview. The quantitative data were analyzed through MANOVA, multiple regression, and independent samples t-test. The qualitative data were analyzed through thematic analysis. Results: The results of this study revealed that healthcare workers in the public hospitals held low perceived distributive, procedural, interpersonal and informational justice. Similarly, private hospitals healthcare workers had low perceptions on distributive and procedural justice. On the contrary, healthcare workers in private hospitals reported high perception of fairness on interpersonal and informational justice aspects. Both public and private hospital healthcare workers had high turnover intention. The result revealed significant difference in organizational justice perceptions between private and public hospital healthcare workers (F (4, 182) = 9.17; p < .05; partial η2 =. 168). Organizational justice dimensions (distributive, procedural, interpersonal and informational justice) significantly contributed an additional 9.9% variation in turnover intention (R 2 change = .099, F (4,170) = 4.86, p < .05). Distributive justice was the most important predictor of turnover intention (β = −.23, p < .05). Conclusion: Organizational justice perceptions of healthcare workers significantly predicted turnover intention. Hence, organizational justice should be given due emphasis in designing and implementing policies and strategies of human resource management.

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Dominance analysis of two measures of organizational justice

Cited by 25 publications

References 26 publications

Moral Foundations and Attitudes Towards the Poor

Moral Foundations and Attitudes Towards the Poor

A model of leadership motivations, error management culture, leadership capacity, and career success

Perceived organizational justice and turnover intention among hospital healthcare workers

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