Research Notes. Distributive and Procedural Justice as Predictors of Satisfaction with Personal and Organizational Outcomes

McFarlin, Dean B.; Sweeney, Paul

doi:10.5465/256489

Cited by 489 publications

(616 citation statements)

References 20 publications

Supporting

Mentioning

542

Contrasting

Unclassified

Order By: Relevance

“…29,35 If staff feel they are being treated fairly and justly, they are likely to perform better. If they are treated unfairly they will try to restore justice by holding back performance.…”

Section: Discussionmentioning

confidence: 99%

Understanding job satisfaction amongst mid-level cadres in Malawi: the contribution of organisational justice

McAuliffe

Manafa

Maseko

et al. 2009

Reproductive Health Matters

View full text Add to dashboard Cite

“…29,35 If staff feel they are being treated fairly and justly, they are likely to perform better. If they are treated unfairly they will try to restore justice by holding back performance.…”

Section: Discussionmentioning

confidence: 99%

Understanding job satisfaction amongst mid-level cadres in Malawi: the contribution of organisational justice

McAuliffe

Manafa

Maseko

et al. 2009

Reproductive Health Matters

View full text Add to dashboard Cite

“…Apabila kesejahteraan terpenuhi secara adil berkaitan dengan alokasi distribusi maka karyawan tersebut merasa nyaman dan puas. Hasil ini sejalan dengan penelitian terdahulu yang menjelaskan bahwa keadilan distributif berdampak pada outcomes seperti kepuasan dan kinerja (Folger dan Kovsky, 1989;McFarlin dan Sweeney, 1992;Sweeny dan McFarlin, 1993;Tang dan Baidwin, 1996;Skarlicky dan Folger, 1997;Colquitt, 2001;Colquiit et al, 2001;Viswesvaran dan Ones, 2002).…”

Section: Pengaruh Keadilan Distributif Kompensasi Kepuasan Dan Kinerunclassified

“…Demikian pula keadilan prosedural kompensasi juga berpengaruh positif pada kinerja perawat di rumah sakit tersebut. Hasil penelitian ini sejalan dengan hasil penelitian terdahulu yang menjelaskan bahwa keadila prosedural berdampak pada outcomes seperti kepuasan dan kinerja (Folger dan Konvsky, 1989;McFarlin dan Sweeney, 1992;Sweeney dan McFarlin, 1993;Tang dan Baldwin, 1996;Starlicky dan Forger, 1997;Colquitt, 2001;Colquitt et al, 2001;Viswesvaran dan Ones, 2002). Berkaitan dengan kinerja terlihat bahwa keadilan prosedural tidak berpengaruh pada kinerja perawat.…”

Section: Pengaruh Keadilan Prosedural Tunjangan Kinerja Pada Kepuaunclassified

Pengaruh Keadilan Distributif dan Prosedural Kompensasi terhadap Kepuasan Kerja dan Kinerja Perawat di RSU DR. H. RM. SOESELO di Slawi, Kabupaten Tegal, Jawa Tengah

Sulaefi

2017

JEBIK

View full text Add to dashboard Cite

ABSTRAKThis research examines the organizationa justice include distributive justice compensation and pocedural justice compensation to employess performance both directly and indirectly influenced by job satisfaction. The population in this study were all nurse employees in RSU DR. H. RM. SOESELO in Slawi, Tegal District are totaling 142 people. Data were collected by survey method is to provide a list of questionnaires directly to the resp4.ondent. Data analysis techniques in this study using analysis of SEM (Structural Equation Modeling) program operated by AMOS 21. The results showed that distributive justce compensation significant positive effect on job satisfaction, procedural justice compensation significant positive effect on job satisfaction, distributive justice compensation are not significsantly to employees performance, procedural justice compensation are not significantly to employees performance, job satisfaction significant positive effect on employees performace, job satisfaction as a mediating influence of distributive justice compensation and procedural justice compensation to employees performance. Keywords : Distributive and Procedural Justice, Job Satisfaction, Employees Performance PENDAHULUAN Latar Belakang PenelitianSumber daya manusia tenaga perawat merupakan sumber daya manusia yang mempunyai peran sangat penting dalam menangani pasien dalam keseharian di rumah sakit. Secara umum, pasien dan pengguna jasa lebih banyak berinteraksi dengan tenaga perawat sehingga mereka berperan juga sebagai wajah organisasi rumah sakit. Oleh karena itu kinerja perawat tersebut menjadi salah satu penentu kinerja organisasional di rumah sakit.Saat ini masalah penting yang berkaitan dengan tenaga perawat adalah kepuasan kerja dan kinerja. Banyak di kalangan tenaga perawat merasa peran mereka belum sesuai dengan kompensasi yang mereka peroleh, khususnya apabila dibandingkan dengan mitra kerja mereka yaitu para dokter. Salah satu kasus di rumah sakit di daerah-daerah adalah perasaan ketidakadilan perawat dengan dokter di rumah sakit.Studi keadilan merupakan bagian penting kajian motivasi di tempat kerja yang berawal dari keadilan distributif sampai dengan keadilan prosedural sebagai sentral kajian keadilan di tempat kerja. Studi ini berbasis pada salah satu teori klasik keadilan yang disebut dengan teori equity di mana orang mengevaluasi kontribusi yang diberikan pada organisasi dan apa yang mereka peroleh dari organisasi tersebut. Kemudian dibadingkan dengan karyawan lain yang dinilai dapat diperbandingkan. Sedangkan, keadilan prosedural * Korespondensi : Sulaefi, Prodi Magister Manajemen, Fakultas Pascasarjana, UMY Yogyakarta.

show abstract

“…Consequently, much research has examined the relationship between an organization's fair treatment of its employees or organizational justice and work attitudes and behaviors (Colquitt, Conlon, Wesson, Porter, & Ng, 2001;Cropanzono & Greenberg, 1997). The main effect approach that characterized the first wave of organizational justice research (Alexander & Ruderman, 1987;Folger & Konovsky, 1989;McFarlin & Sweeney, 1992) has since been complemented by research that seeks to explain the mechanisms that underpin the reported relationship between organizational justice and employee work outcomes (Konovsky & Pugh, 1994;Moorman, Blakely, & Niehoff, 1998). Although this stream of research has contributed substantially to explicating the social exchange basis of employee attitudes and behaviors, it is not without limitations.…”

Section: Introductionmentioning

confidence: 99%

Trust as a mediator of the relationship between organizational justice and work outcomes: test of a social exchange model

2002

View full text Add to dashboard Cite

SummaryData obtained from full-time employees of a public sector organization in India were used to test a social exchange model of employee work attitudes and behaviors. LISREL results revealed that whereas the three organizational justice dimensions (distributive, procedural and interactional) were related to trust in organization only interactional justice was related to trust in supervisor. The results further revealed that relative to the hypothesized fully mediated model a partially mediated model better fitted the data. Trust in organization partially mediated the relationship between distributive and procedural justice and the work attitudes of job satisfaction, turnover intentions, and organizational commitment but fully mediated the relationship between interactional justice and these work attitudes. In contrast, trust in supervisor fully mediated the relationship between interactional justice and the work behaviors of task performance and the individually-and organizationally-oriented dimensions of citizenship behavior.

show abstract

Research Notes. Distributive and Procedural Justice as Predictors of Satisfaction with Personal and Organizational Outcomes

Cited by 489 publications

References 20 publications

Understanding job satisfaction amongst mid-level cadres in Malawi: the contribution of organisational justice

Understanding job satisfaction amongst mid-level cadres in Malawi: the contribution of organisational justice

Pengaruh Keadilan Distributif dan Prosedural Kompensasi terhadap Kepuasan Kerja dan Kinerja Perawat di RSU DR. H. RM. SOESELO di Slawi, Kabupaten Tegal, Jawa Tengah

Trust as a mediator of the relationship between organizational justice and work outcomes: test of a social exchange model

Contact Info

Product

Resources

About