Organizational Justice and Job Satisfaction in Coaching

Whisenant, Warren A.; Smucker, Michael

doi:10.1007/s11115-009-0077-8

Cited by 19 publications

(16 citation statements)

References 25 publications

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“…While the research on organizational justice in intercollegiate athletics has primarily focused on resource allocations with distributive justice, the research focus in interscholastic athletics was on organizational behaviors in relation to the multiple-dimensions of organizational justice. Since Jordan , Gillentine, and Hunt (2004) proposed that the relationships between the construct of organizational justice and individuals’ attitudes and behaviors toward their organizations might be applicable in a team sport setting, there were several attempts that examined the relationships between multi-dimensions of organizational justice and organizational behaviors, such as commitment to sports participation (Whisenant, 2005), job satisfaction (Whisenant & Smucker, 2007, 2009), team performance (Whisenant & Jordan, 2006), and enjoyment in sports participation (Whisenant & Jordan, 2008).…”

Section: Organizational Justice Research In a Sport Settingmentioning

confidence: 99%

Organizational justice–affective commitment relationship in a team sport setting: The moderating effect of group cohesion

2015

Journal of Management & Organization

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Using organizational justice literature, the current study aimed to examine the relationship between three dimensions of organizational justice (distributive, procedural, interactional justice) and affective commitment, and to explore the moderating effect of group cohesion on the relationship between the three dimensions of justice and affective commitment in a collegiate team sport context. Data were collected from 253 college student-athletes of two Football Bowl Subdivision institutions in the Southeastern United States. Results of three hierarchical multiple regression analyses indicated that all three dimensions of justice were positively and significantly related to affective commitment. In regard to the moderating effect, group cohesion significantly moderated the distributive justice–affective commitment and the interactional–affective commitment relationships. Specifically, the two significant relationships were significantly stronger for student-athletes who reported high levels of group cohesion than their counterparts. Strategies by coaches to improve athletes’ perceptions of fairness and group cohesion and suggestions for future researches were discussed.

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Section: Organizational Justice Research In a Sport Settingmentioning

confidence: 99%

Organizational justice–affective commitment relationship in a team sport setting: The moderating effect of group cohesion

2015

Journal of Management & Organization

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“…Those transactions result in the group members forming various perceptions regarding the climate of fairness which exists within the organization. Those fairness perceptions then emerge to shape the level of organizational justice or fairness thought to exist within the organization (Whisenant and Smucker, 2007). According to Guy (2007), although each individual assesses his or her investments and costs relative to another, there is no guarantee that each person in the exchange will make the same assumptions regarding costs, investments, and rewards for self or other.…”

Section: Introductionmentioning

confidence: 99%

Relations between teachers’ organizational justice perceptions and organizational commitment and job satisfaction in the school: A meta-analysis

Demir

2016

HumanSciences

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The purpose of this research study is to investigate the relationship between teachers’ organizational justice perceptions and organizational commitment and job satisfaction in the school via meta-analysis. An extensive literature search was conducted to identify both published and unpublished reports that examined the relationship between teachers’ perceptions of justice, job satisfaction and the organizational commitment to minimize potential availability bias. In total, research reports have identified providing usable data for 24 independent samples. Eight of these studies were published and 16 were unpublished dissertations. In this study, as indicator of effect size is chosen the correlation coefficient. Random effects model was preferred according to heterogeneity tests conducted for organizational commitment and job satisfaction. As a result of meta-analysis, it was found that distributive justice correlated positively with organizational commitment. There is a positive correlation between interactional justice and organizational commitment. Interactional justice has a significant relationship with organizational commitment. Teachers’ overall perception of justice was positively related to organizational commitment. The distributive justice was found to have a significant relationship with teachers’ job satisfaction. Procedural justice was found to be significantly related to the teachers’ job satisfaction. There is a positive correlation between interactional justice and teachers’ job satisfaction. Finally, organizational justice positive correlated with job satisfaction.

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“…Researchers have noted the impact of different organisational justice factors on job satisfaction and commitment, but a review of the literature indicated that the factor of ethical behaviour has been largely neglected in the domain (Whisenant andSmukker, 2009, Elamin, et al, 2011).…”

Section: Discussionmentioning

confidence: 99%

The impact of organisational justice on ethical behaviour

Shah

Anwar

Irani

2017

IJBIR

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Within the workplace, justice is influenced by the interpersonal relationships between colleagues and/or management among other things. The main reason for this research is to examine the correlation between organisational justice and the ethical behaviour of employees. Based on the literature, the conceptual model developed in this paper integrates distributive, procedural, interpersonal and informational justice in relation to ethical behaviour. By applying an adapted survey questionnaire, data were collected from teaching staff at public sector higher education institutions. Multiple regression analysis was applied to 360 samples and this showed that distributive and procedural justice have a more positive and significant impact than informational and interpersonal justice on the ethical behaviour of employees. This is an empirical study which may contribute to the literature on ethical behaviour, organisational development and employee development.

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Organizational Justice and Job Satisfaction in Coaching

Abstract: Justice, Fairness, Job satisfaction, Coaches, Interscholastic athletics,

Cited by 19 publications

References 25 publications

Organizational justice–affective commitment relationship in a team sport setting: The moderating effect of group cohesion

Organizational justice–affective commitment relationship in a team sport setting: The moderating effect of group cohesion

Relations between teachers’ organizational justice perceptions and organizational commitment and job satisfaction in the school: A meta-analysis

The impact of organisational justice on ethical behaviour

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