Inclusion and affective well-being: roles of justice perceptions

Abstract

Purpose -This paper examines the mediating roles of procedural justice and distributive justice in the organizational inclusion-affective wellbeing relationship.Design/methodology/approach -Data were collected from 253 Australian employees using an online survey. The study used confirmatory factor analysis and structural equation modeling to analyze the data.Findings -Organizational inclusion was positively related to both distributive justice and procedural justice. The relationship between organizational inclusion and affective wellbeing was mediated by both distributive justice and procedural justice.Research limitations/implications -The cross-sectional design may have limited the empirical inferences; however, the proposed model was based on robust theoretical contentions, thus mitigating the limitation of the design. Data were collected from a single organization, thus limiting generalizability.Practical implications -Implementation of inclusion training activities at organizational, group, and individual levels is important to enhance perceptions of organizational inclusion and subsequently improve employee affective wellbeing.Originality/value -Based on the group engagement model and group-value model of justice, this paper adds to the literature by demonstrating two mediating mechanisms driving the organizational inclusion-affective wellbeing relationship.

“I Can’t Help at Work! My Family Is Driving Me Crazy!” How Family-to-Work Conflict Diminishes Change-Oriented Citizenship Behaviors and How Key Resources Disrupt This Link

“…Employees’ perceptions that their organization’s reward system is fair (i.e., distributive justice) also should reduce the likelihood that their experience of family-to-work conflict leads to lower change-oriented citizenship behavior. In the presence of distributive justice, employees experience their work situation as safer and their employer as more cognizant of their personal needs (Le et al, 2018), so they are more willing to undertake energy-consuming change-oriented citizenship behaviors, even if their ability to meet their formal performance targets may suffer as a result (Janssen, 2000). Perceptions of fair organizational rewards enhance the likelihood that employees maintain some level of extra-role change-oriented behaviors, even when they suffer from conflicting family and work demands, because they are confident that their employer will forgive them if their regular job performance suffers, due to their voluntary change efforts (B.…”

Fair Treatment for All: Testing the Predictors of Workplace Inclusion in a Canadian Police Organization

“…The growing literature on workplace inclusion suggests that creating inclusive workplaces leads to affective well-being (Le et al, 2018), creativity and innovation (Brimhall & Mor Barak, 2018; Chung et al, 2020), job satisfaction (Brimhall et al, 2017; Mor Barak & Levin, 2002; Nishii, 2013), organizational commitment (Gonzalez & Denisi, 2009; Mor Barak et al, 2006; Nishii, 2013), enhanced individual performance (Chung et al, 2020; Dwertmann & Boehm, 2016), employee helping behaviour (Chung et al, 2020), lower turnover intentions (Brimhall et al, 2014, 2017; Gonzalez & Denisi, 2009; Hwang & Hopkins, 2012; Travis & Mor Barak, 2010) and reduced conflict (Nishii, 2013). Based on prior research, I hypothesize that: Hypothesis 1: Workplace inclusion will be positively related to (a) job satisfaction and (b) lower turnover intentions. …”

“…Further, fair treatment signals to group members that they are valued and included by the group (De Cremer & Tyler, 2005; Ellemers et al, 2004; Leary et al, 2003). Through survey data collected from Australian employees, Le et al (2018) determined that organizational inclusion was positively related to perceptions of justice (i.e., distributive and procedural justice), and that perceptions of justice mediated the relationship between organizational inclusion and well-being. Based on a review of the literature, I propose that when employees are treated fairly, they are more likely to feel included.…”

“…Subsequent testing of the model and scale determined that diversity climate and leader inclusiveness were significantly related to inclusion; however, overall justice was not (Chung et al, 2020). Taking a slightly different approach, Le et al (2018) tested a model in which perceptions of organizational justice mediated the relationship between organization inclusion and affective well-being. In line with Chung et al (2020), the current study investigated organizational justice as an antecedent to workplace inclusion with one significant difference—organizational justice was found to be positively related to inclusion.…”

Leader-member exchange and subjective well-being: the moderating role of metacognitive cultural intelligence

“…A combination of satisfaction and happiness is referred to as subjective well-being (Steel et al, 2018). Subjective well-being is broader than psychological well-being, and refers to employees' attitudes about their work context, such as job satisfaction (Diener, 2000), affective well-being, (which determined by emotion, Le et al, 2018a), as it measures individuals' satisfaction with their health in general and other aspects of life. The construct of subjective well-being asks people to self-report how satisfied they are with eight life domains: living standards, health, work achievements, personal relationships, safety, community belongingness, future security, and religion/spirituality (Cummins et al, 2002;Lau et al, 2005).…”