Organizational justice and organizational citizenship behaviour: the mediating role of psychological ownership

Abstract

PurposeThe purpose of this paper is to propose and empirically test a model that examines psychological ownership as an intervening variable between organizational justice and organizational citizenship behaviour drawing on the social exchange theory, equity theory and event mediated model.Design/methodology/approachThe study was based on a cross-sectional research design, with a sample of 301 full-time employees from various information technology organizations in India. Amos software was used to test the validity of the hypothesised model, and PROCESS macro was used to test the mediation of psychological ownership.FindingsThe findings showed that organizational justice impacted both psychological ownership and organizational citizenship behaviour. Furthermore, psychological ownership impacted the organizational citizenship behaviour of employees. The key finding of this study is the partial mediation of psychological ownership in the relationship between organizational justice and organizational citizenship behaviour.Practical implicationsBesides enriching the organizational behaviour literature, the findings of the study offer valuable messages to the organizational leaders in creating sustained competitive advantage through employee behaviours like organizational citizenship behaviour and psychological ownership.Originality/valueEven though the literature reports the impact of organizational justice on organizational citizenship behaviour, the majority of this research is based on a western context. There is little research work done to examine the direct relationship between these variables in a non-western context, especially in an emerging economy like India. This study bridges this research gap and enriches the literature by elucidating how organizational justice impacts organizational citizenship behaviour by evincing the mediating mechanism of psychological ownership. Moreover, this is one of the primary studies that explore the mediating role of psychological ownership in the relationship between organizational justice and organizational citizenship behaviour.

Unravelling the role of organizational commitment and work engagement in the relationship between self-leadership and employee creativity

“…To elicit honest feedback from the respondents, researchers described the objectives and assured the confidentiality and anonymity of the data. In addition, the use of already validated scales for the study mitigates the risk of CMB (Jnaneswar and Ranjit, 2021). This study also used Harman’s single-factor test, the popular statistical technique to examine CMB.…”

Effect of organisational justice on workplace deviance in Nigerian public universities

“…Organisational justice has been linked with several employee behaviours and attitudes such as organisational citizenship behaviour (Jnaneswar & Ranjit 2022) (Henle 2005) and has been recognised as an important predictor of WDB (Abbasi et al 2020;Bennett & Robinson 2000;Dora & Azim 2019). Oluwole, Aderibigbe & Mjoli 2020, among several researchers proposed that one of the ways employees react to inequity or failure of the http://www.actacommercii.co.za Open Access employers to fulfil their obligation to the employees is by involving in WDB.…”

Role of Organizational Citizenship Behaviour in Firm Performance: A Cross-Sectional Perspective

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