Testing a Comprehensive Model of Organizational Justice Perceptions and Personal States with Personal and Organizational Outcomes

Abstract

Managers need to understand the types of perceptions, feelings, and reactions they should elicit from personnel under their direction. To this end, a parsimonious model is required. However, few comprehensive models linking managerial behaviours to employee states and outcomes have been developed and tested. Accordingly, this research articulates the importance of three critical constructs - leader–member exchange (LMX), job satisfaction, and perceived organizational justice – and associations with emotional exhaustion, work motivation, workplace misbehavior, and emotional intelligence as a concise and efficient model that explains the relationships between attitudes and states within individuals, and related, important work and personal outcomes. The model displayed a very high level of reliability and validity based on the exceptional fit of the structural equation models across two very large samples (over 1600 participants in each study).

The interplay between ethics, justice, corporate social responsibility, and performance management sustainability

“…Furthermore, notwithstanding reservations that authentic feedback might generate negative reactions (e.g., Bouskila-Yam and Kluger, 2011 ) and problems for managers ( Brown et al, 2016 ; see also Maley et al, 2021 ), Tziner et al (2020) advocated for punctual and credible feedback, a recommendation that frequently appears in the literature (e.g., McCarthy and Garavan, 2007 ; Aguinis et al, 2012 ; Maley and Kramer, 2014 ; Pulakos et al, 2019 ). Rather than wait with increasing anxiety for the end-of-the-year assessment, employees welcome a good word and encouragement or suggestions for improvement in one-to-one informal settings at various times during the year.…”

Effect of organisational justice on workplace deviance in Nigerian public universities

“…Based on argument in literature, it has become necessary to link the forms of justice to specific forms of deviance (Masterson et al 2000). That is, because distributive justice has to do with outcomes, which is decided by the organisation, harming the organisation in an attempt to seek equity would bring satisfaction to such victims of injustice (Hasting & Finegan 2011;Tziner, Fein & Vasiliu 2020). Berry, Ones and Sackett (2007) found an insignificant positive correlation between distributive justice and organisational deviance.…”

“…Social exchange theory (SET) and the norm of reciprocity explain that individuals reciprocate the treatment they receive, either good or bad. Therefore, when employees perceive they are being treated unfairly, they tend to reciprocate with WDB (Tziner et al 2020). Thus, this study examined the two dimensions of interactional justice, namely,…”