Effects of (Mis)Alignment Between Supervisory and Organizational Justice

Jakopec, Ana; Sušanj, Zoran

doi:10.5559/di.23.4.04

Cited by 8 publications

(4 citation statements)

References 36 publications

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“…In support of this assertion, employees who experience high levels of family-work enrichment benefit from the positive feelings produced at home in the form of stronger beliefs in their ability to accomplish work tasks (Chan et al, 2016). In addition, social support from family and a Significant Other both increase the perceived ability to complete a job at work (Schwarzer & Knoll, 2007) and engage in OCB (Jakopec & Sušanj, 2014).…”

Section: The Interplay Of Self-efficacy Promotion Focus and Family-mentioning

confidence: 94%

Going the Extra Mile: Perceived Self-Efficacy, Family-Work Enrichment, Promotion Focus, and Organisational Citizenship Behaviour

Tresi

Mihelič

2020

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Drawing on control theory, this paper moves closer to understanding the individual antecedents of employee citizenship behaviours. It explores the combined effect of three antecedents – job self-efficacy, family-work enrichment, and promotion focus – on service delivery organisational citizenship behaviour. Moderated Hierarchical Regression Modelling is performed on a sample of 198 call centre employees. The findings show a U-shaped curvilinear relationship between job self-efficacy and service delivery organisational citizenship behaviour for those employees who experience family-work enrichment. The results also confirm the three-way interaction of job self-efficacy, family- -work enrichment, and promotion focus as joint predictors of citizenship behaviour. Theoretical implications are outlined along with practical steps for employers motivated to encourage citizenship behaviours in their teams, departments and sectors.

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Section: The Interplay Of Self-efficacy Promotion Focus and Family-mentioning

confidence: 94%

Going the Extra Mile: Perceived Self-Efficacy, Family-Work Enrichment, Promotion Focus, and Organisational Citizenship Behaviour

Tresi

Mihelič

2020

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“…Folger and Cropanzano (1998) note that perceptions of positive or negative fairness result in positive or negative outcomes, respectively. Similarly, Jakopec and Sušanj (2014) point out that positive perceptions of fairness result in positive outcomes, whereas negative perceptions of fairness encourage destructive behaviors (Akram, et al, 2016a;Kerwin et al, 2015;Priesemuth, Arnaud, & Schminke, 2013). Therefore, when employees perceive fairness in an organization, they exhibit innovative behavior in exchange.…”

Section: Introductionmentioning

confidence: 99%

Organizational Justice, Leader Humility, and Service Employees’ Innovative Behavior in a Collectivistic Culture: The Case of Pakistan

Abbas

Wei

2021

RBGN

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Purpose -This study serves two purposes: first, it analyzes the effects of the overall perception of justice in service industry organizations on their employees' innovative behavior; second, it investigates whether leader humility moderates the relationship between the aforementioned constructs.Design/methodology/approach -This study is quantitative in nature. A crosssectional survey method was used to collect data from 359 respondents, and a PROCESS macro for SPSS was used for the moderation analysis.Findings -The results show that employees who perceive fairness within their organization will reciprocate with innovativeness and that humility is a positive factor that increases innovative behaviors. Originality/value -Few studies have addressed the effect of the overall perception of justice on individuals' innovative behavior in service industries in developing economies and collectivist cultures. There is also a lack of empirical support regarding the role of leader humility in employees' innovative behavior. This study provides new insights into service employees' innovative behavior in a collectivist society and has implications for managers working in the services sector.

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“…Employees with a sense of justice and loyalty are more likely to share their experience and expertise, resulting in an increase in organizational understanding [3,20] . Positive fairness perceptions about work are found to lead to positive attitudes and outcomes from workers, while negative fairness perceptions are found to be detrimental and lead to harmful behaviors from employees (Jakopec and Susanj, 2014) [18] .…”

Section: Introductionmentioning

confidence: 99%

A study on the linkage between organizational justice and organizational citizenship behavior among the faculties of private university: Bangladesh perspective

Jony¹,

Milon²,

Islam³

2020

Int. J. Res. Hum. Resour. Manage.

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Organizational justice has been identified as an important factor that determines organizational citizenship behaviors. However, the aim of this study was to look into the links between organizational justice in the form of distributive, procedural, and interactional justice and faculty members' citizenship activity at different Bangladeshi universities. We have used organizational justice and organizational citizenship behavior questionnaires, which have previously been used by other scholar to obtain data. The data was gathered from 112 faculty members at varying Bangladeshi universities, and the data was analyzed using descriptive statistics, Pearson correlation, and multiple regression analysis. Tthe study's findings show that organizational justice has a special connection with organizational citizenship behavior except for distributive justice with altruism, distributive justice with courtesy, and distributive justice with conscientiousness,. Furthermore, both procedural and interactional justice can be used to forecast OCB.

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Effects of (Mis)Alignment Between Supervisory and Organizational Justice

Cited by 8 publications

References 36 publications

Going the Extra Mile: Perceived Self-Efficacy, Family-Work Enrichment, Promotion Focus, and Organisational Citizenship Behaviour

Going the Extra Mile: Perceived Self-Efficacy, Family-Work Enrichment, Promotion Focus, and Organisational Citizenship Behaviour

Organizational Justice, Leader Humility, and Service Employees’ Innovative Behavior in a Collectivistic Culture: The Case of Pakistan

A study on the linkage between organizational justice and organizational citizenship behavior among the faculties of private university: Bangladesh perspective

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