The Relationship between Organizational Justice and Auditors’ Professional Skepticism with the Moderating Role of Organizational Commitment and Identity

Salehi, Mahdi; Sima, Habibe Hashemi; Fahimi, Mohammad Ali

doi:10.1007/s12144-020-00700-9

Cited by 7 publications

(8 citation statements)

References 40 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…The other 48% of the variability of organizational commitment can be explained by other variables which were not explained in this study. The explanation for the percentage variability not explained by this study might be due to other factors like power distance, 44 identity 45 and other factors like the role of individual factors like organization-based self-esteem 46 were not addressed as the predicting variables for organizational commitment.…”

Section: Discussionmentioning

confidence: 73%

The Relationship Between Organizational Commitment and Organizational Justice Among Health Care Workers in Ethiopian Jimma Zone Public Health Facilities

Gelana¹,

Adugna²,

Bezane³

et al. 2022

JHL

View full text Add to dashboard Cite

Background The healthcare service sector is confronting a global labor shortage. Despite this fact, health care professionals are still highly vulnerable to organizational injustice, which negatively influence organizational commitment, putting an additional burden on the health sector. Thus, this study aimed to investigate the correlation between organizational commitment and organizational justice among health care workers. Methods Facility-based cross-sectional study design was conducted among 395 health care professionals in the Jimma zone. Four Hospitals and 10 health centers were involved in the study randomly. The sample was distributed proportionally based on the number of health care workers. To select individuals, a systematic random sampling method was employed. Data were collected through self-report questionnaire using modified Alan and Mayer scale to measure organizational commitment and Niehoff and Moorman scale to measure organizational justice. The validity of the tools was checked using the reliability coefficient alpha and it was >0.7. The collected data were cleaned and entered into EpiData software version 3.1 and exported to SPSS version 20 for analysis. Descriptive and inferential statistics were done. Results This study revealed that 212 (53.7%) of the respondents scored a low level of organizational commitment. About half of the participants, 202 (52.2%), judged organizational justice were fair. All organizational justice dimensions showed a positive and significant correlation with all organizational commitment dimensions. Thus, the finding revealed that overall organizational commitment and organizational justice had a strong and positive correlation (r = 0.695**, P < 0.01). From the regression analysis distributive justice (B = 0.382, 95% CI: 0.31–0.45), and procedural justice (B = 0.17, 95% CI: 0.06–0.283) were among the factors affecting organizational commitment. Conclusion and Recommendation This study showed a strong link between organizational commitment and organizational justice. This suggests that organizational justice has been recognized as a motivator and factor influencing health care workers’ organizational commitment. As a result, enhancing organizational justice can help to maintain the commitment of healthcare workers and the facility’s capabilities.

show abstract

Section: Discussionmentioning

confidence: 73%

The Relationship Between Organizational Commitment and Organizational Justice Among Health Care Workers in Ethiopian Jimma Zone Public Health Facilities

Gelana¹,

Adugna²,

Bezane³

et al. 2022

JHL

View full text Add to dashboard Cite

show abstract

“…Finally, personal or professional experiences resulting from interactions with role models could result in enhanced levels of moral attentiveness (Reynolds, 2008). As such, managers should do their utmost to become role models of ethical behavior as the virtuousness showed to others could make employees gather knowledge on how to perform successfully in moral terms and thus become motivated enough to flourish in moral terms, which should increase their attentiveness to the opportunities that exist in the environment to fulfill such a commendable goal (Al Halbusi and Amir Hammad Hamid, 2018;Dawson, 2018;Salehi et al, 2020aSalehi et al, , 2020b.…”

Section: Practical Implicationsmentioning

confidence: 99%

“…Fairness and justice attitudes in the workplace (Cropanzano and Greenberg, 1997; Greenberg, 1990; O’Keefe et al , 2019), organizational justice encompasses four key components: distributive, procedural, interpersonal and informational (Colquitt, 2001). The first component is distributive justice, which is related to Adams’s (1963) equity theory and addresses the equitable allocation of consequences depending on each individual employee’s performance (Burney et al , 2009; Steensma and Visser, 2007; Salehi et al , 2020a, 2020b). Another component is procedural justice, which pertains to the perceived fairness of the methods, procedures and policies that are used to determine outcomes or resource allocations (Ambrose and Schminke, 2009; Colquitt, 2001; Greenberg, 2001).…”

Section: Theoretical Background and Hypotheses Developmentmentioning

confidence: 99%

Who pays attention to the moral aspects? Role of organizational justice and moral attentiveness in leveraging ethical behavior

Halbusi

2022

IJOES

View full text Add to dashboard Cite

Purpose Although there have been several studies on corporate justice and employee ethical behavior, little is known about the conditions in which this link develops. The purpose of this study is to investigate the direct effect of organizational justice and moral attentiveness toward employee ethical behavior. Importantly, this study also considers the moderating role of moral attentiveness on the links between organizational justice and employee ethical behavior. Design/methodology/approach The data was collected from 350 employees who were assessed directly to supervisors in 12 manufacturing companies placed in Malaysia, operated full-time, and had regular interaction with their direct supervisors. In particular, using two-wave survey data obtained from 270 employees working in the manufacturing industry in Malaysia. Findings Results showed that organizational justice and moral attentiveness positively impact the employee ethical behavior as predicted. New to the literature, findings disclose that moral attentiveness strengthens this relationship. Importantly, the positive impact of organizational justice is sharply positive under high than low moral attentive employees and ceases to be significant among low morally attentive personnel. Research limitations/implications This research focused on the notion of ethics and how important it is for society. The principles, norms and ideals that guide an individual’s behavior are referred to as ethics. Because the authors need to be treated with dignity as human beings, ethical behavior is essential in society. Practical implications The findings of this study send a clear signal to managers that “failing to ensure that their employees perceive organizational justice” may undermine every effort made by them to improve their organizations’ ethical quality. Importantly, the findings emphasize the role of moral attentiveness in improving the ethical behavior of employees both directly and by strengthening the effectiveness of organizational justice to impact such a behavior positively. So, given the advantages of moral attentiveness in terms of improving employee ethical conduct, businesses should make every effort to hire and choose people who meet this requirement because it is not easy to spot this personality trait. Human resource managers may assess candidates’ moral attentiveness using a range of methods such as group debate, an in-basket exercise, organized interviews and business games that concentrate on specific ethical concerns. Social implications This research focused on the notion of ethics and how important it is for society. The principles, norms and ideals that guide an individual’s behavior are referred to as ethics. Because the authors need to be treated with dignity as human beings, ethical behavior is essential in society. Originality/value The results of this study demonstrate how the eye is put to attain organizational moral excellence; the outcomes have shown that acutely attentive employees to the moral cues offered by the organization is vital.

show abstract

“…Therefore, it is assumed that psychological well-being enhances employee satisfaction and effectively involves the employee in work-related tasks. Moving further employees with psychological empowerment have shown a strong willingness to complete work (Pathak and Srivastava, 2020;Salehi et al, 2020). Therefore, and backed up by existing research conducted by Grant et al (2007), Pathak and Srivastava (2020); Spreitzer (2008), Van De Voorde et al (2012) following hypotheses are proposed: H1.…”

Section: Literature Review 21 Psychological Well-being and Empowermentmentioning

confidence: 99%

Investigating the role of employee psychological well-being and psychological empowerment with relation to work engagement and sustainable employability

Rahi

2021

IJOES

View full text Add to dashboard Cite

Purpose This study aims to gain insight into how employee psychological and human resource (HR) practices impact employee work engagement behavior. In addition to that, the research model of this study has tested the moderating relationship of affective employee commitment between employee work engagement and sustainable employability. Design/methodology/approach The research model is empirically tested with data set of 311 responses retrieved from an employee working in private organizations. Sample size of this study is computed with prior power analysis. Data were analyzed with partial least square-based structural equation modeling (SEM). Findings Findings of the SEM revealed that altogether psychological well-being, psychological empowerment, HR compensation, HR training, transformational leadership and job enrichment have explained R2 66.1% variance in employee work engagement. Concerning individual impact size psychological well-being has shown medium level effect size (f2) in measuring employee work engagement. However, all other exogenous variables have shown a small effect in determining employee work engagement. The moderating effect of commitment is confirmed in such a way that the relationship between employee work engagement and sustainable employability will be higher when affective commitment is higher. Practical implications This research has synthesized HR literature into four core dimensions of HR practices and, hence contributes to HR literature. Similarly, this research contributes to well-being theory while integrating employee psychological well-being into the research model. For HR practitioners this research revealed that psychological well-being, psychological empowerment, affective employee commitment, transformational leadership, HR compensation and HR training are core factors, which influence employee behavior toward work engagement and sustainable employability. Originality/value The current research is unique as it investigates sustainable employability phenomenon with an integrated research model that combines employee psychological and HR factors. The concept of sustainable employability is less studied, and therefore this research fills the research gap in this context.

show abstract

The Relationship between Organizational Justice and Auditors’ Professional Skepticism with the Moderating Role of Organizational Commitment and Identity

Cited by 7 publications

References 40 publications

The Relationship Between Organizational Commitment and Organizational Justice Among Health Care Workers in Ethiopian Jimma Zone Public Health Facilities

The Relationship Between Organizational Commitment and Organizational Justice Among Health Care Workers in Ethiopian Jimma Zone Public Health Facilities

Who pays attention to the moral aspects? Role of organizational justice and moral attentiveness in leveraging ethical behavior

Investigating the role of employee psychological well-being and psychological empowerment with relation to work engagement and sustainable employability

Contact Info

Product

Resources

About