The Role of LMX in Explaining Relationships between Organizational Justice and Job Performance

Zeb, Ali; Abdullah, Nor Hazana; Othayman, Majed Bin; Ali, Muazam

doi:10.7441/joc.2019.02.10

Cited by 18 publications

(21 citation statements)

References 59 publications

(85 reference statements)

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“…Lastly, findings confer that incentive reward improved job performance in PTCL. The findings relate to previous studies of Zeb et al (2018b, 2019b), which concluded a significant association between incentive reward and employees' job performance. Pakistan is a developing country and per capita incomes of citizens are low.…”

Section: Discussionsupporting

confidence: 89%

Authentic leadership traits, high-performance human resource practices and job performance in Pakistan

Zeb

Rehman

Imran

et al. 2020

IJPL

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PurposeThis empirical study aims to explore the linkage among authentic leadership traits and job performance via the mediating role of high-performance human resource practices (HPHRPs) in a developing country context. Social exchange theory and trait theory are widely employed in many disciplines but seldom applied to job performance among Pakistan Telecommunication Company Limited (PTCL) employees.Design/methodology/approachThe sample of the study is PTCL's employees. A cross-sectional design was employed and data was collected from 377 employees via questionnaire. This is an exploratory study; therefore, partial least square–structural equation modeling (PLS-SEM) was employed to answer the research questions.FindingsThe findings of this study revealed that relational transparency, directly and indirectly, influenced job performance with the partial mediating role of selective staffing and extensive training. Furthermore, balance processing, directly and indirectly, influenced job performance with the partial mediating role of incentive reward, while self-awareness, internalized moral perspective, employment security and result-oriented appraisal were insignificant influences on job performance.Practical implicationsThe results of the study delineated practical applications for both the researchers and policymakers. The results of this study would also augment the body of knowledge on human resource practices in both developed and developing countries.Originality/valueThis study found and reported authentic leadership traits and HPHR as the main sources of job performance in PTCL. This study empirically examined the influence of authentic leadership traits on job performance with the mediating role of a bundle of HPHRPs in a developing context.

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Section: Discussionsupporting

confidence: 89%

Authentic leadership traits, high-performance human resource practices and job performance in Pakistan

Zeb

Rehman

Imran

et al. 2020

IJPL

Self Cite

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“…Research conducted by Kalay (2016) revealed that procedural justice affects EP. This is similar to evidence by Zeb et al (2019) that revealed that organizational justice (distributive, procedural, interactional) positively correlated significantly with performance. According to Tjahjono et al (2019), employee happiness is very much determined by the justice obtained in the organization, so that it will foster a balance between work and one's own happiness, while doing work.…”

Section: Effect Of Procedural Justice (Pj) On Employee Performance (Ep)supporting

confidence: 87%

Employee Performance Optimization Through Transformational Leadership, Procedural Justice, and Training: The Role of Self-Efficacy

Kusumaningrum¹,

Haryono²,

Handari³

2020

JAFEB

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This study aims to analyze the effect of transformational leadership (TL), procedural justice (PJ), and training (T) on employee performance (EP) mediated by self-efficacy (SE). The object of this research is Rumah Sakit Umum Daerah (RSUD) M.Th. Djaman, a hospital in Sanggau Regency, while the subjects are the institution's staff. Data collection search uses purposive sampling with a total of 120 samples. Data are obtained through questionnaires distributed directly to respondents using the Google Form application. Data analysis techniques used in this study include standard error of mean (SEM) with AMOS software version 24.00. Methods use to test validity and reliability of data include Confirmatory Factor Analysis (CFA), Construct Reliability (CR) and VE. The results of the analysis show that only training has a significant effect on self-efficacy, and self-efficacy has a significant effect on employee performance. Also, self-efficacy is proven to mediate the role of training on employee performance; the other hypotheses are not significant. Training is the most prominent positive factor affecting self-efficacy and self-efficacy has a significant effect on employee performance at RSUD M.Th. Djaman. The results of this study can be used as a reference by management in determining what policy priorities should take precedence.

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“…In this perspective, some studies have also pointed to this positive predictive relationship between organizational justice and individual job perfor- mance, with emphasis, in most studies, on the task performance (Aryee, Walumbwa, Mondejar, & Chu, 2015;Janssen, Lam, & Huang, 2010). In the study by Zeb et al (2019), for example, it was found that the three dimensions of organizational justice (distributive, procedural, and interactional) generated both direct and indirect effects on individual job performance. In the indirect relationship, the LMX variable produces a moderating relationship, causing strong effects on justice and performance.…”

Section: Organizational Justice and Individual Job Performancementioning

confidence: 99%

“…Organizational justice is based on the principle that the organization's treatment is essential to retain loyal employees and provide a good work environment (Aslam, Arfeen, Mohti, & Rahman, 2015;Zeb, Abdullah, Othayman, & Ali, 2019). Organizational justice is not only understood from the perception of the results but also the procedures adopted and the treatment received during the activities performed, culminating, therefore, in its three dimensions: distributive, procedural, and interactional (Cohen-Charash & Spector, 2001).…”

Section: Organizational Justice and Individual Job Performancementioning

confidence: 99%

Relationship Between Job Performance, Well-Being, Justice, and Organizational Support: A Multilevel Perspective

Fogaça

Coelho

Paschoal

et al. 2021

RAM, Rev. Adm. Mackenzie

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Purpose: This research was based on the "happy, productive worker" hypothesis. The objective was to analyze the predictive relationships, through a multilevel approach, between the variables well-being at work, organizational justice, organizational support, and the dependent variable individual job performance. Originality/value: The multilevel study of individual job performance and its relations with well-being and organizational variables are still a current gap in the literature, as well as the possibility of testing whether well-being at work can be considered a collective phenomenon. The presence of organizational support in the model, operationalized at the team level, represents an important contribution to the development of theories focused on teams' roles in organizations, especially their impact on organizational variables. Design/methodology/approach: Considering the proposed analysis at two different levels, a multilevel design model was adopted. The final sample consisted of 730 individuals and 32 units. The data were collected through a questionnaire composed of four previously validated scales. Data analysis followed the six steps proposed by Hox, Moerbeek, and Schoot (2017) for multilevel models for each of the samples. Findings: The explanatory model presented a predictive relationship between achievement (well-being at work factor), operationalized as an individual-level variable, and individual job performance; a predictive relationship between interactional justice, also operationalized as an individual-level variable, and individual job performance, and a predictive relationship between collective perceptions of organizational support, operationalized as a team-level variable, and individual job performance.

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The Role of LMX in Explaining Relationships between Organizational Justice and Job Performance

Cited by 18 publications

References 59 publications

Authentic leadership traits, high-performance human resource practices and job performance in Pakistan

Authentic leadership traits, high-performance human resource practices and job performance in Pakistan

Employee Performance Optimization Through Transformational Leadership, Procedural Justice, and Training: The Role of Self-Efficacy

Relationship Between Job Performance, Well-Being, Justice, and Organizational Support: A Multilevel Perspective

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