Why Does Interactional Justice Promote Organizational Loyalty, Job Performance, and Prevent Mental Impairment? The Role of Social Support and Social Stressors

Abstract

Using social exchange theory as a conceptual framework, we investigated the relationship between interactional justice and the outcomes organizational loyalty (affective commitment, turnover intentions), perceived job performance (self-rated performance, personal accomplishment), and mental impairment (cognitive irritation, emotional exhaustion) in an online survey of 218 employees working in the field of computer technology. Specifically, we predicted that interactional justice would heighten the quality of social exchange relationships and therefore expected perceived social support (POS) and bullying to mediate the proposed relationships. We tested our hypotheses applying a latent structural equation model. Our findings revealed that POS mediated the relationship between interactional justice and organizational loyalty, whereas bullying mediated the relationship between interactional justice and mental impairment. Practical implications are discussed concerning how to foster interactional justice and POS and how to weaken bullying behavior.

Do Co‐Worker Conflicts Enhance Daily Worries about Job Insecurity: A Diary Study

“…However, more research is necessary to investigate whether subjective factors such as social stressors remain important beyond (other) objective factors in predicting job insecurity on a daily level. Our findings about the role of co‐worker conflicts on a daily level of job insecurity are in line with prior research about the consequences that social stressors at work exert on employees’ mental and physical health and on their job attitudes (e.g., Bruk‐Lee & Spector, ; Chen & Spector, ; Dormann & Zapf, ; Harris, Harvey, & Kacmar, ; Hershcovis & Barling, ; Kessler et al, ; Kottwitz, Gerhardt, Pereira, Iseli, & Elfering, ; Meier, Semmer, & Spector, ; Otto & Mamatoglu, ; Pereira et al, ; Spector & Jex, ). Thus, in addition to previous results, the present study shows that job insecurity is yet another negative consequence of social stressors—or, more specifically, conflicts with co‐workers—in the workplace.…”

“…Furthermore, studies also show that conflicts at work can affect organisations and personal health or well‐being (e.g., Bruk Lee & Spector, ; Dormann & Zapf, ; Hershcovis & Barling, ; Meier et al, ; Otto & Mamatoglu, ). Therefore, social stressors should be reduced.…”

“…Dormann and Zapf () defined social stressors as including “social animosities, conflict with co‐workers and supervisors, unfair behaviour, and a negative climate” (p. 35). The literature on social stressors shows that the topic has been approached from different angles, for instance in terms of interpersonal conflicts at work (e.g., Bolger, DeLongis, Kessler, & Schilling, ; Dormann & Zapf, ), or of workplace bullying (e.g., Baillien & De Witte, ; De Cuyper, Baillien, & De Witte, ; Otto & Mamatoglu, ), which can be considered as an extreme form of a social stressor (see Rodríguez‐Muñoz, Baillien, De Witte, Moreno‐Jiménez, & Pastor, ). However, mild forms of social stressors are quite common.…”

Review and Prospect on Interactional Justice

“…Ando and Matsuda [9] explored how the perception of interactional justice influenced the employees' role definition and their study showed that the perception of interactional justice could enlarge their role definition and then increased the organizational citizenship behavior of employees. In addition, Otto and Mamatoglu [24] explored the impact effect of interactional justice on the basis of social exchange theory with an investigation on 218 employees from the electronic information industry. The result showed that the perception of interactional justice could increase the organizational commitment of employees and decrease the turnover intention through the employees' perception of social support.…”

Perceptions of justice and organisational commitment in international mergers and acquisitions

“…Therefore, it helps to create good relationships and enhance the interaction and integration of employees and managers from both merging entities (Ellis et al, 2009). By fostering interaction and through demonstrating respect, studies generally conclude that employees will perceive a high level of organisational fairness, and become more loyal towards the organisation (Otto & Mamatoglu, 2014). Similarly to what other scholars have done (Klendauer & Deller, 2009;Luo, 2007), we combine interpersonal and informational justices, referring to it as interactional justice.…”