Procedural Fairness, Public Service Motives, and Employee Work Outcomes: Evidence From Pakistani Public Service Organizations

Quratulain, Samina; Khan, Abdul Karim; Sabharwal, Meghna

doi:10.1177/0734371x17718029

Cited by 28 publications

(20 citation statements)

References 85 publications

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“…employee commitment (Whitener, 2001; Salleh et al , 2013; Saxena and Rai, 2015). Some other meta-analytic studies have opined that justice perceptions have a significant effect on the organizational-relevant attitudes and behaviours such as trust, satisfaction, AC and performance (Lind and Tyler, 1988; Cohen-Charash and Spector, 2001; Colquitt et al , 2002; Suliman and Al Kathairi, 2013; Quratulain et al , 2019; Pichler, 2019). It was concluded in a research study that employee commitment towards organization was significantly affected by the perceived fairness of PA (Salleh et al , 2013).…”

Section: Performance Appraisal Justice and Affective Commitmentmentioning

confidence: 99%

Performance appraisal justice and affective commitment: examining the moderating role of age and gender

Rana

Singh

2021

IJOA

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Purpose Performance appraisal (PA) is one of the most indispensable human resource management practices as many critical decisions regarding employees’ performance are heavily based on the PA results as they are responsible for various attitude-related outcomes. This study aims to investigate the relationship between PA justice and affective commitment (AC) of employees in the Indian banking sector, and to examine the moderating effects of age and gender on this relationship. Design/methodology/approach A total of 298 employees from the banking sector were randomly selected to examine the relationship between PA justice and AC along with the moderating role of age and gender on this relationship through structural equation modelling using AMOS 21. Findings The findings of the study supported hypothesized relationships as PA justice significantly predicted the AC of bank employees in India. The moderating effects of age and gender on the relationship of PA justice and AC are found to be high for older employees and female employees, respectively. Research limitations/implications As the present study was cross-sectional, so any inferences regarding causality are limited. Theoretical and managerial implications have been discussed in the context of banking sector. Originality/value The paper contributes new insights to the existing literature by examining the moderating effects of age and gender on the relationship of PA justice and AC in the context of Indian banking sector.

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Section: Performance Appraisal Justice and Affective Commitmentmentioning

confidence: 99%

Performance appraisal justice and affective commitment: examining the moderating role of age and gender

Rana

Singh

2021

IJOA

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“…This connection is particularly salient in regard to the perceived fairness and transparency of the procedures used in decision-making (Karkoulian et al, 2016). Studies have shown a relationship between fairness and favorable employee outcomes, such as innovative work behaviors (Khaola and Coldwell, 2019), job satisfaction (Quratulain et al, 2019;Choi, 2011;Rubin, 2009), intrinsic motivation (Oh and Lewis, 2009) and organizational commitment (Cohen-Charash and Spector, 2001;Rubin, 2009;Quratulain et al, 2019). Research has also shown that being fair is an important criterion of ethical leadership behaviors (Brown and Trevino, 2006).…”

Section: Procedural Justicementioning

confidence: 99%

Inclusive leadership and work engagement: the mediating role of procedural justice

Cenkci

Bircan

Zimmerman

2020

MRR

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Purpose This paper aims to explore the relationship between inclusive leadership (IL) and employee work engagement (WE), as well as the mediating effect of procedural justice (PJ) on this relationship. Design/methodology/approach An online, self-administered questionnaire was used to collect data. A total of 201 information technology (IT) professionals in Turkey participated in the study. The authors used structural equation modeling to analyze the collected data. The authors then used a series of nested model comparisons to test the hypothesized mediating relationship. Findings The outcomes suggest that IL is positively related to PJ while PJ is positively associated with WE. In addition, PJ mediates the relationship between IL and WE. Practical implications The outcomes underline the importance of IL to effectively lead IT professionals. Organizational leaders can cultivate IL by demonstrating openness, availability and accessibility toward their employees and create work environments in which employees’ ideas are valued. Additionally, for employee PJ perceptions, organizations need to ensure that their procedures and policies are transparent and fair in terms of how decisions are made. Moreover, organizations can offer training to their IT managers on IL and PJ topics. Originality/value This study adds to the very scarce literature on IL. In addition, to the researchers’ knowledge, this is the first study to test the IL and PJ relationship. Furthermore, this is the first study to explore the concept of IL in the Turkish context. Moreover, the findings of this research can be beneficial for future theory development on IL in cross-cultural contexts.

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“…Participants were contacted after the training; the average time passed since training was 8 months, the minimum time was 1 week, and the maximum time passed was 2 years. Similar to the existing studies (Carlson, Bozeman, Kacmar, Wright, & McMahan, 2000; Facteau, Dobbins, Russell, Ladd, & Kudisch, 1995; Holton & Baldwin, 2003; Quratulain, Khan, & Sabharwal, 2019), participants were asked to answer questions related to the training program that they attended.…”

Section: Methodsmentioning

confidence: 99%

Effect of Self-Efficacy and Instrumentality Beliefs on Training Implementation Behaviors: Testing the Moderating Effect of Organizational Climate

Quratulain

Khan

Sabharwal

et al. 2019

Review of Public Personnel Administration

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This study examines the individual and work-related factors that can affect the transfer of training processes. Specifically, our study focuses on organizational, individual, and training-related factors that can affect learning transfer in public service organizations. Based on a survey of public sector employees, our findings indicate that instrumentality/utility and self-efficacy beliefs are significant predictors of training implementation behaviors. Furthermore, organizational flexibility and feedback dimensions of organizational climate interact with trainees’ cognitions (instrumentality and self-efficacy) and positively affect training implementation behaviors. Our findings provide important insights that pave the way to extend our current understanding of training transfer processes in public organizations. This study adds to the literature by unpacking instrumentality—an understudied but key element of Vroom’s valence–instrumentality–expectancy framework—as an important predictor of training implementation behaviors among public sector employees.

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Procedural Fairness, Public Service Motives, and Employee Work Outcomes: Evidence From Pakistani Public Service Organizations

Cited by 28 publications

References 85 publications

Performance appraisal justice and affective commitment: examining the moderating role of age and gender

Performance appraisal justice and affective commitment: examining the moderating role of age and gender

Inclusive leadership and work engagement: the mediating role of procedural justice

Effect of Self-Efficacy and Instrumentality Beliefs on Training Implementation Behaviors: Testing the Moderating Effect of Organizational Climate

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