The Effect of Organizational Justice on Contextual Performance, Counterproductive Work Behaviors, and Task Performance: Investigating the moderating role of ability‐based emotional intelligence

Abstract

This study tested the direct effects of three dimensions of organizational justice -distributive justice, procedural justice, and interactional justice -on contextual performance, counterproductive work behaviors, and task performance. The study also examined the moderating effects of an ability measure of emotional intelligence (EI) on the justice-performance relationship. Based on the data from 211 employees across nine organizations from the private and public sectors in a developing country in the Caribbean, the results revealed that all three justice dimensions had significant effects on task performance, contextual performance, and counterproductive work behaviors in the expected direction. Composite EI and its four subdimensions (appraisal and expression of emotion in the self, appraisal and recognition of emotion in others, regulation of emotion, and use of emotion) moderated the relationship between procedural justice and contextual performance, but failed to moderate other justice-performance relationships.

The Relationship between Career Growth and Job Engagement among Young Employees: The Mediating Role of Normative Commitment and the Moderating Role of Organizational Justice

“…Scholars Devonish (2010) shows that organizational justice will affect employee job performance, etc. [20].…”

A Multiple Source Approach to Organisational Justice: The Role of the Organisation, Supervisors, Coworkers, and Customers

“…Organisational justice has shown to be a major predictor of employees' performance (Colquit et al, 2013), well-being (Robbins, Ford, & Tetrick, 2012), and counterproductive behaviours (Devonish & Greenidge, 2010). Research on this field has focused on the justice events employees experience at work, that is, the allocation of rewards, the procedures used to allocate those rewards, and the quality of interpersonal interactions (e.g., CohenCharash & Spector, 2001).…”

Burnout e Justiça Organizacional: Um Estudo em Servidores Públicos Federais

“…Estudos anteriores referentes a relação entre Burnout e Justiça no ambiente organizacional afirmam a existência de uma série de consequência não desejadas como inerente dos reflexos do Burnout na percepção de Justiça e vice versa, tais como Alcoolismo (Kouvonen et al, 2008); Exaustão Emocional (Cole, Bernerth, Walter, & Holt, 2010); Problemas no sono e Stress Emocional (Elovainio et al, 2009); Ansiedade (Elovainio, Kivimaki, Vahtera, Virtanen, & Keltikangas-Jarvinen, 2003); Dificuldade de comprometimento (Deconinck & Stilwell, 2004;Paz-Vega, 2009;Heponiemi, Kuusio, Sinervo & Elovainio, 2011); Redução de produtividade (Paz-Vega, 2009;Heponiemi et al, 2007;Devonish & Greenidge, 2010;Husted & Folger, 2004); Comportamentos negativos no ambiente de trabalho (Deconinck & Stilwell, 2004); Turn Over (Sora, Caballer, Peiro, Silla & Gracia, 2010;Elovainio et al, 2011;Cole et al, 2010;Parker & Kohlmeyer, 2005) entre outras consequências que podem influenciar nas metas e objetivos organizacionais, bem como em demais aspectos da vida dos indivíduos.…”