The influence of organizational justice on job performance

Abstract

Purpose The purpose of this paper is to propose two models: the first examines the impact of different dimension of justice (distributive, procedural and interactional) on job performance taking into consideration the mediating role of affective commitment and the second model utilizes the notion of overall justice to predict job performance considering the mediating role of affective commitment. Design/methodology/approach This study was conducted with a sample group of 343 employees working within French small-and medium-sized enterprises (SMEs). Findings The results support the mediating role of affective commitment between organizational justice and job performance and demonstrate that overall justice has a greater effect on affective commitment than specific dimensions of justice. Originality/value The current study is the first to explore the relationship between JP and OJ, with the latter being measured in more than one focus, in the French SMEs. Therefore, this study contributes to bridge the gap in the understanding of the relationship between OJ and JP in the SMEs. In the French context of SMEs, the authors have stressed the relevance of the perception of organizational justice as a factor affecting the behavior and performance of employees which is then reflected in the success of these firms. In this paper the authors propose two models, with significant implications for researchers, managers, and HR departments. The first examines the impact of different dimension of justice (distributive, procedural and interactional) on job performance taking into consideration the mediating role of affective commitment. The second model utilizes the notion of overall justice to predict job performance considering the mediating role of affective commitment.

Does Social Comparison Orientation Moderate the Organisational Justice, In-role Performance, Citizenship and Counterproductive Behaviours Relationship?

“…This supports the justice -performance relationship found in literature (Swalhi et al 2017;Devonish & Greenidge, 2010) and supports the results found in similar cultures like Saudi Arabia and Jourdan where organisational justice was found to significantly affect OCB (Elamin & Tlaiss, 2015;Al-Quraan & Khasawneh, 2017). However, to the best of authors' knowledge this current research is the first research that investigates the effect of perceived organisational justice on the three dimensions of performance within an Arab context.…”

“…DJ was developed by Adams (1963) who suggested that fairness is evaluated as a result of the ratio between employees' inputs and their outputs that is in contrast with the perceived inputs and outputs of comparable employees (Devonish & Greenidge, 2010). Procedural Justice (PJ) refers to the perceived fairness of the decision making process used to determine the obtained outcomes (Nowakowski & Conlon, 2005), as employees concern about the procedures through which they got their outcomes as much as the outcomes themselves (Swalhi et al 2017). Interactional Justice (IJ) emerged as a reflection of the emphasis on the 'human element' in the organisational context (Devonish & Greenidge, 2010).…”

“…Recent researches extends the scope of employees' performance to include the three dimensions; in-role performance, citizenship behaviours and counterproductive behaviours (Dalal, 2005) (Sackett, 2002;Miles, Borman, Spector, & Fox, 2002;Rotundo & Sackett, 2002;Devonish & Greenidge, 2010) and called for more investigation on the effect of OJ on these three performance' dimensions in different contexts (Devonish & Greenidge, 2010;Miles et al 2002;Swalhi et al, 2017) especially within the limited researches available in the Arab world (Elamin & Tlaiss, 2015;Al-Quraan & Khasawneh, 2017). This current research responds to this call by examining the effects of POJ on employees' performance with its three dimensions in a new context (private and public organizations in Egypt).…”

The role of personal and job resources in boosting nurses’ work engagement and performance

“…Therefore, they seek out those with the necessary skills and knowledge and invest in training to help them improve their performance. Previous research has documented such efforts (Medina‐Garrido, Biedma‐Ferrer, & Ramos‐Rodríguez, ; Swalhi et al, ). Given the growing complexity of job‐related tasks, however, managers are finding it ever more challenging to manage employees’ performance.…”

“…As frontline staff, nurses play a significant role in how patients perceive service quality and their level of satisfaction with the facility where they receive treatment. Moreover, the performance of nurses not only significantly affects the provision of quality healthcare services, but also their own career development (Swalhi, Zgoulli, & Hofaidhllaoui, ).…”