Organizational Justice and Job Satisfaction: A Test of Three Competing Models

Clay-Warner, Jody; Reynolds, Jeremy; Roman, Paul M.

doi:10.1007/s11211-005-8567-5

Cited by 116 publications

(109 citation statements)

References 47 publications

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“…In line with this finding, previous studies revealed that organizational justice has significant association with job performance (Bruker, 1996), trust to supervisors (Bace & Shapiro, 1897), organizational commitment (Qafuri, 2010, health of employees and reduction of work absences (Warner, 2005), customer satisfaction (ELvano, 2001), and managers' commitment (Teo et al, 2001). …”

Section: Discussionsupporting

confidence: 59%

Moderating Role of Perceived Justice in Organizational Citizenship Behavior (Evidence from Iran)

Hosseinkhani¹,

Giyaove²

2015

RES

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Section: Discussionsupporting

confidence: 59%

Moderating Role of Perceived Justice in Organizational Citizenship Behavior (Evidence from Iran)

Hosseinkhani¹,

Giyaove²

2015

RES

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“…Distributive justice may lead to job satisfaction as employees may expect a fair distribution of resources [79] and a fair chance at achieving their instrumental goals. On the other hand, procedural justice may also independently predict job satisfaction when individuals value fair procedures within the workplace [80] that convey respect of the organization towards individual employees [79]. This communication of respect confirms and guarantees employee importance in the organization, thus fulfilling their relational needs and improving their self-worth and eventually job satisfaction.…”

Section: The Mediating Role Of Distributive and Procedural Justice Inmentioning

confidence: 99%

Corporate Social Responsibility, Organizational Justice and Positive Employee Attitudes: In the Context of Korean Employment Relations

Jung

Ali

2017

Sustainability

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Abstract:In recent years, there has been a noticeable increase in scholarly interest in corporate social responsibility and its impact on employee attitudes. We intend to add to this literature by introducing unique explanatory and contextual variables. The study explains the impact of Corporate Social Responsibility (CSR) on employee attitudes through justice within the context of cooperative employee relations. We argue that the concept of justice, which is implied in both socially responsible organizational policies and cooperative employee-employer relations, may be an important addition as a mediating variable. In essence, the study explores the mediating effects of the two primary types of justice, i.e., distributive and procedural, on the relationship between perceived corporate social responsibility, and job satisfaction, and affective commitment. Additionally, we introduce ethics-based psychological foundations, i.e., heuristic and deontic fairness theories to explain the studied relationship. The study also examines the moderated mediation effects of the cooperative industrial relations climate on perceived corporate social responsibility and justice perceptions. Our analysis supports the mediating role of both distributive and procedural justice perceptions. However, a moderated mediation role of the industrial relations climate was only found in the relationship between perceived corporate social responsibility, procedural justice, and employee attitudes. Implications of the study are discussed.

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“…In recent years, management researchers have shifted their attention to organizational justice, which considerably contributes to shaping employee attitudes and behaviors (Clay-Warner et al, 2005). Organizational justice is the fairness to employees in an organization (Randeree, 2008).…”

Section: Distributive Justicementioning

confidence: 99%

Innovative Behavior: Relations with Developmental Culture, Psychological Empowerment, Distributive Justice and Organizational Learning Capacity

Gözükara¹,

Yıldırım²,

Yıldız³

2016

IBR

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Competitive advantage has a significant role in organizations' survival and the key path to achieve that advantage passes through innovation. Organizations need employees who do not just create new ideas but also implement them. These innovative behaviors may provide great contributions to both organizational performance and success. There are certain factors which motivate employees to exhibit such behaviors. Concordantly, the present study aims to discover how innovative behaviors of employees are related with developmental culture and psychological empowerment as well as distributive justice and organizational learning. The study sample included 276 participants from the aviation sector. The study data were collected through the survey method and data analysis was performed via SPPS and AMOS programs. The results showed that developmental culture and psychological empowerment had positive relationships with innovative behavior, whereas distributive justice and organizational learning capacity positively affected developmental culture.

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Organizational Justice and Job Satisfaction: A Test of Three Competing Models

Cited by 116 publications

References 47 publications

Moderating Role of Perceived Justice in Organizational Citizenship Behavior (Evidence from Iran)

Moderating Role of Perceived Justice in Organizational Citizenship Behavior (Evidence from Iran)

Corporate Social Responsibility, Organizational Justice and Positive Employee Attitudes: In the Context of Korean Employment Relations

Innovative Behavior: Relations with Developmental Culture, Psychological Empowerment, Distributive Justice and Organizational Learning Capacity

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