Leader-Member Exchange, Perceived Organizational Justice, and Cooperative Communication

Lee, Jaesub

doi:10.1177/0893318901144002

Cited by 98 publications

(83 citation statements)

References 30 publications

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“…The perception of organisational justice is fostered with better quality relationship between leader and the subordinate (Lee, 2000(Lee, , 2001Tansky, 1993;Bias and Shapiro, 1987). As conceived in the LMX theory the dyadic relationship is based on trust, confidence, and support for in-group members.…”

Section: Organisational Justice and Employee Engagementmentioning

confidence: 99%

Organisational justice and employee work engagement: LMX as mediator

Hassan¹,

Jubari²

2010

JIBED

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Abstract:The paper examines the role that organisational justice plays in determining employees' work engagement and the way quality of leader-subordinate relationship (LMX) mediates this association. Data was obtained from an airline company from the Middle East. The sample consisted of 218 employees from several job levels who responded to a questionnaire measuring the study variables. Results indicated that distributive and procedural justice perception promoted quality relationship between leader and subordinate and higher quality of leader-subordinate relationship contributed to employees' work engagement. Among the three organisational justice factors, only interactional justice was related to employee work engagement. The study found a full mediation effect of LMX on interactional justice and employee work engagement.

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Section: Organisational Justice and Employee Engagementmentioning

confidence: 99%

Organisational justice and employee work engagement: LMX as mediator

Hassan¹,

Jubari²

2010

JIBED

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“…As originally conceptualized by Moorman, organizational justice is a multidimensional construct, which consists of the following dimensions: distributive justice, procedural justice, and interactional justice (Moorman, 1991). Distributive justice refers to the perceived fairness of resource allocation in respect to the balance between employees' contributions and rewards (Lee, 2001). Perceptions of distributive justice are based largely on comparisons with others (Greenberg, 1987).…”

Section: Antecedents Of Burnoutmentioning

confidence: 99%

The Effects of Burnout on Organizational Commitment in Logistics Sector

Yener

Oskaybaş

Dursun

2014

isader

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Burnout is a psychological syndrome that reduces people's motivation, job satisfaction and organizational commitment. People whose jobs are related with human interaction are usually exposed to burnout. In the literature, three dimensions of burnout were defined as emotional exhaustion, depersonalization and reduced personal accomplishment. In this study antecedents (cynicism, role ambiguity, role conflict and organizational justice) and consequences (job satisfaction, organizational commitment) of burnout were determined in logistics sector which has never been analyzed before in Turkey. Sample size of the study was 420 and judgment sampling method was used. As a result, it was found that antecedents of burnout except organizational justice are positively correlated with burnout factors, and burnout is negatively correlated with its consequences.

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“…This shortcoming, limits our understanding of how communication among workgroup members influences their perceptions of the group cohesiveness. Although the extent literature seems to support our model in conceptualizing the effect of cooperative communication on cohesiveness within workgroups (Lee, 2001;Sias et al, 2012), we cannot eliminate the possibility of a reverse causal model given in the cross-sectional design of this study. Secondly, our sample was restricted to only Malaysian respondents.…”

Section: Resultsmentioning

confidence: 72%

Explaining Cohesion Linkages in Workgroups: The Cooperative Communication in Collectivism and High Power Distance Workgroup Context

Bakar¹

2017

JKMJC

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This study develops a multi-level model to advance research on how cultural context in workplace moderates the relationship between cooperative communication and group cohesion in a collectivist workplace setting. We tested the model by using hierarchical linear modeling (HLM) with the data obtained from 375 employees representing 48 workgroups in a Malaysian organization. It is revealed that at the group level of analysis, cooperative communication is more strongly related to group cohesion-based in the collectivist cultural context in the individual level of analysis. On the other hand, the power distance context in the work group at the individual level of analysis did not moderate the relationship between cooperative communication and group cohesion in the group level of analysis. Practical implications are discussed.

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Leader-Member Exchange, Perceived Organizational Justice, and Cooperative Communication

Cited by 98 publications

References 30 publications

Organisational justice and employee work engagement: LMX as mediator

Organisational justice and employee work engagement: LMX as mediator

The Effects of Burnout on Organizational Commitment in Logistics Sector

Explaining Cohesion Linkages in Workgroups: The Cooperative Communication in Collectivism and High Power Distance Workgroup Context

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