Organisational justice’s relationship with job satisfaction and organisational commitment among Indian police

Abstract

The concept of justice plays an important role in shaping the attitudes of citizens towards criminal justice agencies. Additionally, research indicates that police officers' perceptions of justice within their own organisation can affect their attitudes towards it. Most of the research to date has focused on police officers in Western nations; however, the effects of organisational justice could be universal (i.e. cut across different police agencies and nations) or contextual (i.e. vary between cultures). The current study examined the association between perceptions of two dimensions of organisational justice, distributive (fairness in outcomes) and procedural (fairness in procedures/processes), with job satisfaction and organisational commitment among Indian police officers. Ordinary least squares (OLS) regression analysis of survey data collected from 827 officers stationed in the Sonepat and Rohtak districts in the north Indian state of Haryana indicated that perceptions of distributive justice and procedural justice (in terms of promotions and evaluations) had significant positive relationships with both job satisfaction and affective organisational commitment. The findings support the contention that perceptions of organisational justice have important effects on Indian police officers.

Sexual harassment experienced by police staff serving in England, Wales and Scotland: A descriptive exploration of incidence, antecedents and harm

“…The Police Federation's commissioned surveys find staff noting increased workloads and greater stress burdens. Given that police research demonstrates relationships between organisational commitment, and the belief that one's organisation is a fair environment in which to work (Qureshi et al, 2017, Bradford et al, 2014, this is particularly relevant under conditions of stress.…”

Organisational Justice and Organisational Commitment among Secondary School Teachers

“…Equality implies that all employees are handled the same, regardless of their attempts or effect. Equity means that the result is determined by an individual worker's initiatives and input (Qureshi et al, 2017). Under the equity exchange principle, an individual assesses the organizational output based on inputs and compares these with the results of other workers in similar situations and what is considered as just (Greenberg, 1990).…”

“…PJ refers to how the results are allocated, not the results themselves. PJ Refers to the preconception that the systems and processes used by the organization to achieve remarkable results should be just and fair (Greenberg, 1982;Qureshi et al, 2017). Most employees want accurate, open and honest processes used to determine distribution results regardless of the outcome.…”

“…Most of the past studies conducted in the public administration field, such as among correctional officers/staff (Griffin and Hepburn, 2005;Lambert, 2003;Lambert et al, 2019) or among police officers (Crow et al, 2012;Qureshi et al, 2017) and there is a lack of the previous studies in the education field, particularly among school teachers (Buluc and Gunes, 2014). However, limited studies conducted in the Middle East countries (Elamin, 2012;Suliman and Kathairi, 2013;Raewf and Thabit, 2018;2015;Massoudi and Hamdi, 2017), particularly in the Iraqi setting.…”

Psychological Factors to Retain Teachers in Education in Namibia

“…It was found that when employees experience job satisfaction they would also be more committed towards the organisation (affective commitment) (Qureshi, Frank, Lambert, Klahm & Smith 2017). Ensuring that employees are satisfied with both intrinsic (autonomy, skills utilisations) and extrinsic factors (pay, benefits, and working conditions) would increase their psychological identification with the organisation -wanting to work towards the goals of the organisation.…”