The Study of Organizational Justice, Violation of Psychological Contract and its Effect on Job Satisfaction in Paints Industry of Pakistan

Abstract

Human resource is a back bone of every organization, without employee no work can be done. So employee's satisfaction is very important in all terms. Employees will be more satisfied if they get what they expected. When employees are treated fairly overall in the organization, they feel need of reciprocal response to the organization in positive behaviors. Organizational justice and psychological contracts are important factors that influence the satisfactions of the personal in an organization. The purpose of this study is to investigate the relationship among organizational justice (Procedural, Distributional and Interactional), psychological contract and job satisfaction. This paper examines the effect of Job satisfaction on Organizational justice and explains the concept of psychological contract and presents the result of a survey of managers and officers from the paints industry of Pakistan. Data was gathered from 100 employees in the paints industry of Pakistan through the survey method by developing questionnaire. The questionnaire contained the items of all the variables used in the study, for the reason to get the correct results. The data collected was analyzed by using SPSS 17.0. The results revealed a negative relationship between psychological contract violation with both job satisfaction r = -.130 at p = .008 and distributional justice Value of r =-0.115 at p=0.254.

Effect of Organizational Justice, Trust in Bosses and Job Satisfaction on Employee Performance at PT. PLN (Persero) Main Unit of West Sumatra Region

“…Sutrisna and Rahyuda (2014) state that justice is able to reflect individual appreciation for work and its existence in the organization and from justice will also foster a sense of job satisfaction in the individual. In line with Naeem et al (2014), it is of the view that every employee wants justice in the work environment, such as fair procedures used in terms of stipulating rewards, sharing benefits and interacting with superiors will make them more satisfied.…”

Peran Mediasi Kepuasan Kerja Pada Pengaruh Keadilan Organisasional Terhadap Organizational Citizenship Behavior (Ocb)

“…Moorman (1991), menyataka bahwa keadilan organisasional dapat mempengaruhi kepuasan kerja. Salah satu faktor yang dapat mempengaruhi kepuasan kerja dalam organisasi adalah keadilan organisasional (Naeem et al 2014).…”

“…Menurut Anas (2013), apabila kepuasan kerja karyawan terjaga, maka akan mengakibatkan semangat kerja yang tinggi yang dapat membantu pihak perusahaan dalam mencapai tujuan yang diinginkan perusahaan. Naeem et al (2014), mengatakan bahwa organisasi sangat perlu adanya kepuasan kerja karena akan memiliki dampak yang baik bagi perusahaan. Kepuasan kerja dapat dilihat dari kenyamanan seorang karyawan dalam mengerjakan tugas yang diberikan oleh perusahaan (Bakotic dan Babic, 2013).…”

Pengaruh Keadilan Organisasi, Budaya Organisasi Dan Kepuasan Kerja Terhadap Komitmen Organisasional

“…Menurut Robbins and Judge (2008:143) dalam teori keadilan, para karyawan membandingkan apa yang diperoleh dari pekerjaannya misalnya gaji, promosi, atau pengakuan pada apa yang karyawan masukkan ke dalamnya misalnya usaha, pengalaman, dan pendidikan. Naeem et al (2014) berpandangan bahwa setiap karyawan menginnginkan adanya keadilan dalam lingkungan kerja, seperti prosedur adil yang digunakan dalam hal penetapan imbalan, pembagian imbalan dan berinteraksi dengan atasan dapam membuat mereka lebih puas dan berkomitmen terhadap pekerjaan dan organisasi mereka. Sanhaji et al (2016) Hasil analisis menunjukkan bahwa keadilan distributif (keadilan, persamaan, kebutuhan), prosedural (konsistensi, bias/dianggap sama, keakuratan, pertimbangan karyawan, koreksi, etika), interaksional (interpersonal dan informasional) dan komitmen organisasi (Affective, normative dan continuence) berhubungan positif.…”