Search

Background: Until now, numerous empirical investigations have been conducted to examine the correlation between organizational justice and organizational trust. However, it is worth noting that little attention has been given to exploring the role of organizational justice and organizational trust perception on voluntary reporting behavior, which is critical in accessing valuable data for enhancing aviation safety. Objective: The purpose of this study is to propose a mediation model regarding the relationship between the voluntary non-reporting behavior of aviation employees and their organizational justice and organizational trust perceptions. Method: We collected online survey data from a total of 800 employees that work in four different areas of aviation in Turkey. Results: Organizational trust had no intermediary role in the influence of organizational justice over voluntary non-reporting. However, organizational justice had an intermediary role in the influence of organizational trust over voluntary non-reporting. Furthermore, a significant portion of the aviation employees involved in the study refrained from submitting voluntary reports concerning unsafe incidents they witnessed or suggestions to mitigate risks. Conclusion: This study serves as a pioneering effort, examining the mediating role of organizational trust in the relationship between organizational justice and voluntary non-reporting. Given its contextual relevance, the results provide valuable recommendations to practitioners, as it is the first study to explore the relationship between voluntary non-reporting, organizational trust, and justice within the aviation industry. [ABSTRACT FROM AUTHOR]

Copyright of Contaduría y Administración is the property of Facultad de Contaduria y Administracion-Universidad Nacional Autonoma de Mexico and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

This research aims to understand the relationship between employees' perceptions of corporate social responsibility and employee advocacy behavior through organizational justice. Furthermore, it explores the moderating effect of corporate hypocrisy in the relationship of organizational justice with employee advocacy behavior. Grounded in signaling and cognitive inconsistency theories, the proposed hypotheses were tested on data collected from 360 employees from the hospitality sector. The study followed a time‐lagged approach. In phase 1, the data were collected for demographic variables, corporate social responsibility perceptions, and corporate hypocrisy. In the second phase, data were collected for organizational justice and employee advocacy behavior, using separate survey links. Smart PLS 4.0 was applied to test the relationships proposed in the research model. The study found that employees who positively perceive firms' corporate social responsibility will engage in advocacy behavior. The results suggest a significant mediating effect of procedural justice in the relationship between corporate social responsibility and employee advocacy behavior. However, the mediating effect of distributive justice in this relationship could not be established. Further, the study found evidence that corporate hypocrisy moderates the indirect relationship between corporate social responsibility perceptions and advocacy behavior via procedural justice. Also, to the best of our knowledge, literature has no empirical evidence of the moderating effect of corporate hypocrisy in the indirect association between the perception of corporate social responsibility and employee advocacy behavior via organizational justice. It provides several important implications for advancing theoretical knowledge and practical insights for hospitality industry practitioners. [ABSTRACT FROM AUTHOR]

Purpose: Organizational justice plays a crucial role in shaping employee work attitudes. This study examines how and when procedural, distributive, interpersonal, and informational justice affects employees' affective commitment and work engagement. The research is grounded in an extended job demands-resources model, incorporating the social identity theory. The integrated model hypothesizes that all four dimensions of organizational justice positively influence employees' commitment and engagement by fostering organizational identification. Furthermore, it is posited that this cognitive-affective process is particularly significant when employees face high job demands, as opposed to low job demands. Design/methodology/approach: A three-wave prospective study was conducted with a sample of 400 employees in the social and personal services industry in Hong Kong, China. Data were collected at baseline, three months, and one year. Findings: The findings support the hypothesized conditional indirect associations between organizational justice (procedural, distributive, and informational justice) and both measures of work attitudes. Practical implications: This study highlights the importance of fair, ethical, and just procedures, resource distribution, and communication in organizations, particularly in stressful industries. Employers and supervisors are encouraged to adopt employee-oriented management practices, foster positive leader-member exchange relationships, and acknowledge and reward valuable contributions. Originality/value: This study contributes to the existing literature on organizational justice by elucidating its underlying cognitive-affective mechanism and identifying the boundary conditions under which it operates. [ABSTRACT FROM AUTHOR]

In recent years, more and more Chinese judges have resigned from courts, making the judicial profession less attractive. Many reasons shape judges' turnover intention, with organizational justice being one of the potentially important yet overlooked contributing factors. Based on survey data collected from 458 judges in a northern Chinese province, this study tests a theoretical framework linking supervisor, peer, and litigant justice directly to judges' intention to resign and indirectly through occupational stress and satisfaction. Structural equation modeling (SEM) results indicate that supervisor and litigant justice are directly related to lower turnover intention, but peer justice is connected to higher turnover intention among Chinese judges. The association between supervisor justice and judges' turnover intention is also mediated by occupational stress and job satisfaction, while the relationships between peer and litigant justice and judges' turnover intention are mainly mediated by job satisfaction. In addition, seasoned and female judges have lower turnover intention. [ABSTRACT FROM AUTHOR]

Performance appraisal system requires a widespread degree of communication between the rater and ratee. Employees are extremely influenced by the quality of interactional treatment they receive from their supervisor during the enactment of appraisal system. Performance appraisal system and the whole organization are perceived as internationally fair when treatment during appraisal is received in a respectful and sensitive manner. So organizational justice is an essential feature related with the success of an organization. Organization is required to implement fair human resource practices if they want to retain their employee satisfied and loyal towards their organization. Justice perception plays an important role in determining the commitment of employees towards their organization. The present paper has tried to investigate how the perception of interactional justice in the performance appraisal system plays an important role in determining the employees' commitment to the organization. The study has been carried out on 110 managerial-level personnel from the banking organizations. The result revealed that interactional justice perception performance appraisal in the organization is positively related to organizational commitment among employees. [ABSTRACT FROM AUTHOR]

The leadership literature suggests that a servant leadership style can reduce negative employee outcomes, even in challenging work environments such as the educational sector, where teachers play a key role in social development. This research aimed to evaluate the effect of servant leadership on work happiness and organizational justice. An explanatory study was carried out including 210 men and women who declared that they perform teaching activities, aged between 21 and 68 years (M = 38.63, SD = 10.00). The data were collected using a self-report scale of servant leadership, work happiness and organizational justice, obtaining an adequate measurement model (α = between 0.902 and 0.959; CR = between 0.923 and 0.963; AVE = 0.604 and 0.631; VIF = between 1.880 and 2.727). The theoretical model was evaluated using the Partial Least-Squares PLS-SEM method. According to the results, the hypotheses were confirmed, demonstrating that there is a significant positive effect of servant leadership on work happiness (β = 0.69; p < 0.001) and organizational justice (β = 0.24; p < 0.001) and a positive effect of work happiness on organizational justice (β = 0.61; p < 0.001). This research provides valuable insight for educational leaders seeking to improve perceptions of happiness and justice in their organizations and promotes servant leadership to achieve this goal. [ABSTRACT FROM AUTHOR]

Policies related to corporate social responsibility (CSR) can positively impact both businesses and organizational members. However, the potential outcomes of situations where employees perceive inconsistencies between their organization's CSR and other practices remain poorly understood. Using social identity theory, we administered 310 surveys to employees in various organizations to examine how employees' perception of CSR practices affects their organizational cynicism, incorporating the moderating effects of self-sacrificial leadership, perceived organizational justice, and perceived organizational support. The results showed that when self-sacrificial leadership, perceived organizational justice, and perceived organizational support were high, negative perceptions of CSR intensified organizational cynicism. The findings provide a theoretical contribution to the literature on CSR, as well as guidance for managerial practices. [ABSTRACT FROM AUTHOR]

Guanxi, a distinctive Chinese concept, reflects a shared vision of relationships and connections that include mutual understanding, trust, and a deep bond between individuals. Recognized for its potency in shaping the relationships that facilitate business undertakings and access to key resources, Guanxi is postulated as a potential mediator in the nexus between organizational justice and contextual work performance. The depth of Guanxi, intertwined with Chinese culture and values, may be perceived differently across age groups. Specifically, as Chinese millennials usually interact with global paradigms, generational disparities might emerge in valuing these traditional constructs. This study delves into how the dimensions of Guanxi—Ganqing (emotional connection), Renqing (reciprocity), and Xinren (loyalty)—mediate the relationship between organizational justice and contextual work performance, with chronological age as a moderator. The present study includes a convenience sample of 630 Chinese employees, aged 22–67 years, who participated in a quantitative online survey. The findings endorse the mediation role of Guanxi. The total influence of justice was found to be significant, as well as the indirect impacts, that were statistically salient. Although the age‐moderated mediation was not wholly substantiated, the age‐specific indirect effects of Renqing and Xinren did present significant variances between millennials and those above 42 years. The relevance of this study extends beyond the academic field, shedding light on the cultural dynamics at play within Chinese organizational settings. By unveiling the relationships between Guanxi, organizational justice, and performance, and by elucidating the age‐specific variations therein, this research provides insights for organizational leaders and human resource professionals. Based on these findings, businesses can craft targeted interventions that capitalize on the strengths of Guanxi, ensuring fair practices and enhancing performance across diverse age groups. Further, recognizing the unique attributes and values of different generational cohorts can aid in fostering a harmonious, culturally attuned, and efficient workplace environment. [ABSTRACT FROM AUTHOR]

Prison officers have a demanding job and are at risk of burnout. The literature indicates that workplace variables are related to burnout, but there are gaps in the literature that need to be addressed, including the need for additional research on the association of organizational justice with officer burnout. Organizational justice theory holds that employees expect to be treated fairly by their organizations and that psychological strain occurs if they are not, and this strain increases the chances of job burnout. The current study examined how distributive and procedural justice views, which are dimensions of organizational justice, were related to the emotional exhaustion burnout of Nigerian prison officers. Data were collected from 120 officers stationed at medium-security prison in southeast Nigeria. Both procedural justice and distributive justice were significantly associated with lower emotional exhaustion burnout. The current findings support the postulation that workplace fairness is associated with lower levels of job burnout. [ABSTRACT FROM AUTHOR]

Background: Adequate staffing of primary healthcare workers (PHCWs) is essential for strengthening healthcare systems, yet high turnover intention among these workers presents a significant challenge. While existing strategies primarily target economic incentives and career progression, this study proposes that enhancing organizational justice could offer a novel and impactful approach to retention. Drawing on equity theory and self-determination theory, the study examines how organizational justice influences turnover intention and the mediating roles of both the intensity and type of work motivation. Methods: This is a cross-sectional study design. A multi-stage cluster sampling method was utilized to administer a questionnaire survey to 1,200 PHCWs from 36 primary health institutions in Shandong Province, China. Results: Multivariate linear regression analysis revealed that organizational justice significantly reduces turnover intention among PHCWs (β = − 0.435, p < 0.001). Among its three dimensions, distributive justice (β = − 0.203, p < 0.001) and procedural justice (β = − 0.177, p < 0.01) had significant impacts on turnover intention, whereas interactional justice did not. The study also confirmed the mediating role of work motivation, with work motivation type accounting for 18.2% of the total effect, exerting a greater influence than work motivation intensity, which accounted for 13.8% of the total effect. Conclusion: This study finds that organizational justice, especially distributive and procedural justice, reduces turnover intention among PHCWs in China. Work motivation mediates this effect, with motivation type having a stronger influence than motivation intensity. Enhancing organizational justice through transparent systems for compensation, promotion, and inclusive decision-making can foster the internalization of work motivation, providing a sustainable approach to improving retention and supporting the stability of the primary healthcare workforce. [ABSTRACT FROM AUTHOR]

Copyright of Buca Faculty of Education Journal / Buca Egitim Fakültesi Dergisi is the property of Buca Faculty of Education Journal and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Utilizing social cognitive theory, we suggest that leader influence tactics convey salient social cues to be incorporated into followers' self-efficacy evaluation, which shapes their engagement in organizational citizenship behavior (OCB). We contend that leader soft tactics enhance followers' self-efficacy and thereby foster their OCB, whereas leader hard tactics damage their self-efficacy and ultimately hamper their OCB. Further, we propose that organizational justice functions as a key boundary condition for these contentions, as the fair work environment makes social cues from these tactics salient. To test the hypotheses, we collected the data of 198 supervisor-subordinate dyads from various companies located in South Korea. As expected, soft tactics were positively related to self-efficacy, and their indirect effect on OCB toward individuals (i.e., OCBI) via self-efficacy was positive. In addition, the effect of soft tactics on self-efficacy and the indirect effect of soft tactics on OCBI via self-efficacy were stronger when organizational justice was higher. However, self-efficacy was not significantly related to OCB toward the organization (i.e., OCBO), and the indirect effect of soft tactics on OCBO via self-efficacy was not significant. Notably, hard tactics were not significantly related to self-efficacy, and organizational justice did not moderate this relationship. Further, the proposed indirect and conditional indirect effects of hard tactics were not significant. Overall, our research shows that soft tactics can be powerful tools for leaders to enhance followers' self-efficacy and, ultimately, foster their OCB, especially when organizational justice is established at work. [ABSTRACT FROM AUTHOR]

Despite advances in understanding the factors that predict unethical behaviors such as counterproductive workplace behavior (CWB), there is still substantial variance left unexplained in the occurrence of unethical behavior. Recent research has examined how unethical behavior may change beyond initially reported levels due to the gradual erosion of ethicality via justification processes such as moral disengagement. The present study extends this research by examining the role of personality in determining the extent to which individuals make subsequent unethical decisions at greater or lower levels beyond their initial levels. Studies 1 and 2 used an experimental design that presents half of participants with an opportunity to practice moral disengagement by allowing participants to justify their actions. Results in study 1 demonstrate that individuals with high levels of dark personality traits tend to increase their level of unethical decision making when given the chance to justify their actions, whereas those with low levels of dark personality become less unethical. Study 2 examines the extent to which the mediating role of perceived justice changes when participants are given an opportunity to justify their actions. Results from study 2 show the effects of justice as a mediating mechanism are significantly diminished when the justification manipulation is present. Implications emphasize the need to use both selection and development interventions in organizations to reduce gradual decreases in ethicality as well as reduced reliance on cross-sectional research to study a phenomenon that can change as unethical behavior is justified. [ABSTRACT FROM AUTHOR]

Copyright of Global Journal of Economics & Business is the property of Refaad for Studies, Research & Development and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

This study is focused on an empirical investigation of the relationship between organizational support perception (POS) and organizational citizenship behaviour (OCB), and also to find out the effect of employee happiness (EH) as a mediating variable on this relationship. The data was obtained from 219 retail sector employees through the survey questionnaire. The data was analyzed with the use of structural equation modeling (SEM) carried out in AMOS 26 to test the hypotheses. The study's findings pointed out that POS predicts OCB both directly and indirectly through the mediating role of EH. The results of this study suggest that management should strive to improve the factors that influence employees' POS to raise EH at work and OCB. Human resource practices such as flexible work arrangements, training and development opportunities, wellness programs, workplace justice, etc. can contribute to strengthening the relationship between the organization and its employees, thereby enhancing the perception of organizational support. [ABSTRACT FROM AUTHOR]

This study investigates the evolution of job performance from socio-cognitive and knowledge-based perspectives, focusing on key perceived environmental factors. The research model proposed posits that perceived diversity and procedural justice positively affect job performance through the mediation of job self-efficacy and work engagement. Additionally, knowledge-oriented leadership is examined as a moderator influencing the formation of job self-efficacy and work engagement. Empirical testing of these hypotheses was conducted using field survey data collected from working professionals in a prominent computer and communication firm within the high-tech industry. The findings not only have theoretical and practical implications but also acknowledge certain limitations inherent in the research. Specifically, a limitation of this study is that it surveyed professionals in technology companies, so caution is advised when extending its implications to employees in non-tech sectors. [ABSTRACT FROM AUTHOR]

Higher education faculty members who perceive fairness and equity can demonstrate citizenship behavior and they can develop feelings of belongingness and cohesiveness which will assist them to build intellectual assets and appreciate human capital. This study enhances the professional well-being of faculty members by enhancing their human capital, with a specific focus on the importance of their skills, knowledge, and abilities. The study aimed to assess the degree to which organizational commitment (OC) serves as a mediator in the relationship between organizational justice (OJ) and organizational citizenship behavior (OCB). The data analysis was conducted using path analysis, and the data processing was carried out using Smart PLS 3.0. This study employed quantitative methods and involved a sample of 470 faculty members from higher educational institutions (HEIs) in India, selected using a purposive sampling technique. The research results suggest that there exists a favorable correlation between OJ, OCB, and OC. The novelty of this research lies in its ambitious pursuit of creating an extensive knowledge repository, fostering a culture of research-oriented learning, and providing invaluable insights that will empower the future generation to propel the academic sector forward. [ABSTRACT FROM AUTHOR]

Research on how different workplace variables relate to perceptions of organizational justice for police officers is almost absent from the literature. To fill this void, the current study examined the impact of input into decision-making, formalization, instrumental communication, and organizational support on the distributive and procedural justice views of police officers from the Haryana State of India. Based on the social exchange theory's principle of reciprocity, these variables should result in favorable views of the organization, and, in turn, should raise views of the police organization's justice efforts. Measures of distributive justice, procedural justice for promotions, and procedural justice for evaluations were created. Input, formalization, support, and communication had significant associations with higher distributive justice and procedural justice for evaluation views. Formalization, communication, and support had significant associations with higher views of procedural justice for promotions, but input had a nonsignificant relationship. The findings from this study offer police administrators a low cost and practical solution for enhancing organizational justice views of officers by increasing the level of input, formalization, support, and communication. [ABSTRACT FROM AUTHOR]

AbstractFacial recognition technology (FRT) has become widespread in society, and its adoption in organizational settings is viewed as a natural continuation of established surveillance practices. However, concerns and resistance to FRT often arise due to controversial applications and improper use. This study contributes to the understanding of FRT in organizational contexts by conducting semi-structured interviews in a university that illustrates the larger themes of organizational justice and the ethical complexities surrounding the deployment of this technology. Drawing on organizational justice theory, we analyze users’ attitudes towards FRT deployment, their perceptions of organizational justice, and if and how the deployment adhered to or violated organizational justice principles. Our study revealed that this implementation case violated all aspects of organizational justice. Users expressed concerns regarding face capture, potential discrimination, authoritarian practices, and harm to community norms. We also provide recommendations to address organizational justice issues associated with implementing new, controversial technologies, considering technology acceptability perspectives. [ABSTRACT FROM AUTHOR]

ABSTRACT Our work contributes to existing research on student loyalty by testing a model that includes organisational justice as a predictor. In Study 1 (n = 257, Polish sample), students' perceived organisational justice of their university was a positive predictor of their loyalty. In Study 2 (n = 522, Polish sample), we replicated these findings and observed that academic identification accounted for the relationship between university's organisational justice and students' loyalty. In Study 3 (n = 500, American sample), we replicated findings from Study 1 and Study 2 and tested perceived legitimacy of university staff and authorities as another mediator of the investigated relationship. We conclude that the experience of organisational fairness at university translates into stronger academic identification and greater perceived university legitimacy, both of which lead to increased loyalty. Thus, we recommend that evaluation tools in higher education institutions more explicitly measure student perceptions of fairness. [ABSTRACT FROM AUTHOR]

Background In many workplaces, the coronavirus disease 2019 pandemic changed work arrangements, but there is scarce longitudinal evidence on whether psychosocial work environment and employee well-being were affected. Aims To examine the psychosocial work environment and employee well-being before, during and after the pandemic in relation to pandemic-induced changes (working from home, change to other tasks and team reorganization). Methods Survey data from a cohort of 20 944 public sector employees in Finland were collected before (2016–2018), during (2020) and after the pandemic (2022). Multilevel linear and logistic regression was used to examine group differences between the before–during and during–after periods of the pandemic. Results Working from home was associated with a small but favourable change in worktime control, organizational justice and social capital (scale 1–5) during the pandemic and after the pandemic (marginal mean difference ranging from 0.02 to 0.09 with 95% confidence intervals [CIs] from 0.01 to 0.10). There was a post-pandemic increase in work time control, even among participants with a transfer into other tasks (0.11, 95% CI 0.07, 0.14) or team reorganization (0.06, 95% CI 0.02, 0.10). The decline in self-rated work ability (scale 0–10) before and during the pandemic was greater in those transferred into other tasks (−0.10, 95% CI −0.13, −0.06) than in those not (−0.05, 95% CI −0.06, −0.04). Conclusions Working from home during the pandemic was accompanied by small favourable changes in the psychosocial work environment during the pandemic, whereas transition to different tasks was associated with a decline in self-rated work ability. [ABSTRACT FROM AUTHOR]

Prisons are stressful environments for both people living and working in them. Extant literature suggests that correctional staff have increased stress levels that lead to compromised physical health, mental health, social relationships, and increased emotional strain. This article reports on a project utilizing a modified Participatory Action Research (PAR) approach to understand the mechanisms that lead to increased stress levels among correctional officers who reported working overtime. The analysis utilizes organizational justice and social comparison frameworks to explore predictors of individual levels of stress among correctional officers working overtime in a Delaware prison. The findings indicate that individual-level stress spreads through perceptions of coworker's stress and is inversely related to perceived levels of organizational justice. This analysis is useful to prison administrators, leadership, in suggesting avenues to improve the climate of correctional environments. [ABSTRACT FROM AUTHOR]

Despite extensive research on antecedents and consequences of counterproductive work behavior (CWB), factors contributing to it in educational settings and teachers have not been adequately addressed. With participants of secondary school teachers working in public schools (270), private schools (302), and other educational institutions (319) in Iran, this study explored factors associated with CWB at the individual (age, gender, and perceived justice), occupational (interpersonal conflicts and working hours), and organizational (job content, class size, and teaching context) levels. Significant relationships, with small effect sizes, were found between CWB and younger male teachers with low perceived justice. The results also indicated a linear trend with occupational variables and CWB in the public sector. An escalation in CWB engagement was observed with an increase in working hours and class size. There was a strong positive correlation between psychological demands and CWB, and negative associations were found for social support and decision latitude with significant differences in teacher categories. Hierarchal regression analysis confirmed the significant contributions of these variables to the variances in CWB. The implications have been discussed in light of study results by recommending policies and strategies to be used by school psychologists, administrators, and teacher educators to curtail dysfunctional behaviors and ultimately create school environments that promote teachers' job commitment and the delivery of high‐quality education. Practitioner points: Teachers' age and gender predict counterproductive work behavior (CWB), revealing that younger and male teachers exhibit higher levels of interpersonal CWB, particularly within the public sector.Interpersonal conflicts and perceived organizational injustice, the prevalence of which was more pronounced in the public sector, significantly influence teachers' CWB.Psychological demands, extended working hours, and organizational factors such as class size and teaching context are significantly associated with both interpersonal and organizational CWB among teachers. [ABSTRACT FROM AUTHOR]

Purpose: The purpose of this study is to describe and explain the relationship between organizational justice, as an environment and as a buffer and suppressant for influencing cynicism about organizational change (CAOC), thereby influencing change-supportive behavior (CSB) and its impact on higher education performance (OP). The social cognitive theory was applied to test the moderating role of perceived organizational justice in the relationship between CAOC, CSB, and OP. Design/methodology/approach: The research found support for the proposed model using data collected from 91 faculties at 10 autonomous higher education institutions in Indonesia and a multisource research design with a non-academic staff sample. Findings: This finding confirms that distributive and interactional justice only influences organizational performance when perceived as moderate or high. The moderated mediation analysis findings were supported by the moderating variable of procedural justice but were supported by the moderating variables of distributive and interactional justice. Originality/value: As a determinant of CAOC on non-academic staff in Indonesia, a country with a high-power distance, cynicism towards change is difficult to detect due to the prevalence of silent cynicism. [ABSTRACT FROM AUTHOR]

This article explores the evolution of diversity in HRD and explicates various tools for workplace diversity. Based on the Bierema-Callahan model of critical HRD, the literature review outlines four phases of evolution: organising by diversity management, learning from diversity training and higher education curriculum, changing to social justice and intersectional diversity, and relating through diversity intelligence. Each phase reflects the shifts in conceptualisations of workplace diversity and corresponding HRD actions and responses. The discussion introduces the concept of radical intentionality in HRD, emphasising the need for intentional transformative actions to address lingering systemic issues of workplace discrimination and marginalisation. Furthermore, it proposes a framework illustrating how HRD tools for workplace diversity can be deployed within four areas of HRD engagement to positively impact workplace experiences for diverse employees. Implications for HRD practitioners include informed decision-making in selecting appropriate tools for diversity initiatives and evaluating their effectiveness. Future research opportunities involve identifying new tools and intended impacts, advancing the quest for social justice and workplace inclusion for all. [ABSTRACT FROM AUTHOR]

Despite advances in understanding the factors that predict unethical behaviors such as counterproductive workplace behavior (CWB), there is still substantial variance left unexplained in the occurrence of unethical behavior. Recent research has examined how unethical behavior may change beyond initially reported levels due to the gradual erosion of ethicality via justification processes such as moral disengagement. The present study extends this research by examining the role of personality in determining the extent to which individuals make subsequent unethical decisions at greater or lower levels beyond their initial levels. Studies 1 and 2 used an experimental design that presents half of participants with an opportunity to practice moral disengagement by allowing participants to justify their actions. Results in study 1 demonstrate that individuals with high levels of dark personality traits tend to increase their level of unethical decision making when given the chance to justify their actions, whereas those with low levels of dark personality become less unethical. Study 2 examines the extent to which the mediating role of perceived justice changes when participants are given an opportunity to justify their actions. Results from study 2 show the effects of justice as a mediating mechanism are significantly diminished when the justification manipulation is present. Implications emphasize the need to use both selection and development interventions in organizations to reduce gradual decreases in ethicality as well as reduced reliance on cross-sectional research to study a phenomenon that can change as unethical behavior is justified.

This research aims to explain the influence of organizational justice and employees' spiritual intelligence in banks on the potential for fraud, with internal control systems as moderating variables. The method used in this research is asosiatif quantitative. The data source used in this research is primary data. Data collection techniques in this research use a questionnaire. The sample in the research is determined using the simple random sampling method and using the Solvin formula to determine the minimum sample, with a total sample of 126 bank employees in Dompu Regency. The results of this research indicate that organizational justice and spiritual intelligence have a significant negative effect on the potential for fraud. The better the organizational justice and the higher the spiritual intelligence of employees in the workplace, the lower the potential for fraud. Conversely, internal control systems do not moderate organizational justice and spiritual intelligence on the potential for fraud. Internal control systems are unable to weaken or strengthen the influence of organizational justice on the potential for fraud due to mismatches between the design or implementation of internal control systems and the specific needs of the organization or work environment. Internal control systems are unable to weaken or strengthen the influence of spiritual intelligence on the potential for fraud in a context where it is assumed that internal control systems are not implemented. A high level of spiritual intelligence in employees can have a positive impact on reducing the potential for fraud.

The present study aims to examine the distinctions between Likert and Neutrosophic scales in their ability to measure organizational behaviors and the many dimensions of organizational justice. To evaluate procedural justice, 6 questions measuring procedural justice from the Learning Environment Questionnaire were used. Compared to the Likert scale, the Neutrosophic scale exhibited greater decision weights and a more distinct expression of participants' ideas due to its ability to capture more complex replies. The reliability of both scales was found to be high, as indicated by satisfactory Cronbach's alpha coefficients. The results of the exploratory factor analysis indicated that both scales consisted of two sub-dimensions. However, it was observed that the Neutrosophic scale did not necessitate reverse coding for specific items, unlike the Likert scale. This suggests a potential advantage in terms of clarity and interpretability. Furthermore, the study revealed that age and faculty type exerted a substantial impact on participants' replies. Notably, there were considerable variations seen among different age groups on the Likert scale, as well as across different faculty types on the Neutrosophic scale. The results indicate that the Neutrosophic scale may yield more consistent and dependable data, particularly in varied demographic settings. [ABSTRACT FROM AUTHOR]

Purpose: The purpose of this study is to examine the influence of employees' perceptions of organizational justice on workplace incivility and work withdrawal behaviours within the hotel industry. Additionally, the study aims to explore the mediating role of incivility in the relationship between organizational justice and work withdrawal behaviour. Design/methodology/approach: Data for this study were collected from 213 employees in the hotel industry using a structured questionnaire. The collected data were then analysed using structural equation modelling (SEM) technique, allowing for a comprehensive examination of the relationships between organizational justice, incivility and work withdrawal behaviour. Findings: The study reveals that perceptions of organizational justice directly impact workplace incivility and indirectly affect work withdrawal behaviour. Specifically, low perceptions of organizational justice are associated with increased incidences of uncivil behaviour among employees, which, in turn, have detrimental effects on their work withdrawal behaviours. Originality/value: This study contributes to the existing literature by shedding light on the intricate relationships between organizational justice, workplace incivility and work withdrawal behaviour within the hotel industry context. Moreover, it highlights the importance of addressing both organizational justice perceptions and incivility to foster positive employee outcomes and organizational well-being, particularly in environments characterized by changing contextual conditions. [ABSTRACT FROM AUTHOR]

Abstract Accurately understanding the critical elements influencing college students’ professional commitment is both an urgent practical requirement and a critical theoretical proposition in today’s intensely competitive job market. In order to provide new light on career development in the context of higher education, this study intends to investigate the complex interactions among college students between perceived organizational justice, academic stress, and professional commitment. Using descriptive statistics, correlation analysis, regression analysis, and structural equation modeling, we carried out a thorough investigation of H University’s full-time undergraduate students in Central China in order to thoroughly examine our hypothesis. The results show that students’ professional commitment is much lower when they view organizational justice to be lacking, and that there is a partial mediating role for academic stress in this relationship. Interestingly, organizational justice has a positive correlation with professional commitment and a negative correlation with academic stress. These findings provide educators and policymakers with insightful information, indicating that, in an increasingly competitive labor market, professional commitment is largely dependent on students’ ability to manage their academic stress and develop a sense of organizational justice. This study adds a new understanding of career development in higher education settings by merging professional commitment research with organizational justice theory. It also has significant implications for educational practices and career support measures.

Abstract Background With the evolution of disease patterns and the continuous pursuit of persons for high-quality nursing services, new nurses are the reserve talents of the nursing team and shoulder a major mission. However, due to their low work performance and high turnover rate, this is not conducive to the stable development of nursing teams, and it is urgent to solve this problem. The purpose of this study was to explore the effect of work readiness on the work performance of new nurses, focusing on the mediating role of organizational justice and professional identity. Method A cross-sectional design was employed. Using convenience sampling methods, 607 new nurses were surveyed in 5 hospitals in Henan Province, China, from January to February 2023. Data were collected using demographic characteristics questionnaire, the Work Performance Scale, the Work Readiness Scale for Graduate Nurses, the Organizational Justice Scale, and the Professional Identity Rating Scale for Nurses. AMOS 26.0 was used for model drawing and mediation path testing, and SPSS 25.0 was used for data analysis. Results The mediation model shows a good fit (χ2 /df = 2.747, CFI = 0.987, GFI = 0.948, AGFI = 0.926, TLI = 0.984, IFI = 0.987, and RMSEA = 0.054). In this study, we found professional identity is a mediating variable between work readiness and the work performance of new nurses (β = 0.113, P

Abstract Background Although psychological contract breach is linked to various significant organizational consequences, few studies have explored the antecedents of this important concept within the nursing field. This study aimed to investigate the correlation between perceived organizational justice and psychological contract breach among clinical nurses. Methods This descriptive cross-sectional study included 328 inpatient ward nurses from six teaching hospitals in Tehran, Iran. Clinical nurses were selected through multistage random sampling. Data were collected using a demographic questionnaire, the Niehoff and Moorman (1993) Organizational Justice Questionnaire, and the Robinson and Morrison (2000) Psychological Contract Breach Questionnaire.Data analysis was performed in SPSS version 21 using descriptive statistics, Pearson’s correlation coefficient, and multiple linear regression analysis. Results The findings revealed that procedural justice (P

Abstract The occurrence of unethical behavior, especially in government and public organizations, has become a challenge. The purpose of this study is to investigate the effect of perceived organizational justice in the management control system on unethical behaviors in budgeting with emphasis on considering the role of psychological dimensions.This research is applied in terms of purpose and descriptive-survey in terms of implementation with structural equation modeling approach. The statistical population is the managers of the University of Medical Sciences and hospitals in Sistan and Baluchistan province. The sample was determined using Morgan's table, 169 persons were selected using simple random sampling method. The data collection tool is a questionnaire. The results show that the evidence obtained in reducing unethical behaviors is largely contradictory; So that participation in setting goals, using different performance indicators and the quality of feedback have a positive and significant effect on the desire to create a budget slack; While using the principle of controllability does not have a significant effect on creating a budget slack. The results of the path analysis show that organizational commitment has a negative and significant effect on creation of budget slack and data manipulation. Another result is that the effect of trust in superiors on the creation of budget slack is positive and significant. In addition, participation of managers in determining the goals and the principle of controllability do not have a significant effect on data manipulation, and the use of different measures of the organization's performance and the quality of feedback have a negative and significant effect on data manipulation.Introduction In recent years, the increasing attention to the issue of organizational justice and its effects on organizational performance has led organizations to use different models and methods to achieve their goals and continue their existence and gain a new competitive advantage. Be safe from falling, overturning and dangers caused by rapid environmental changes. Organizational justice is socially constructed and affects people's attitude and behavior in the workplace. Organizational justice refers to employees' understanding of what they consider to be fair or unfair in their work environment. Therefore, organizational justice, which is also called organizational fairness, is the fairness that employees perceive about working relationships within the organization.Research has been done to identify how the elements that increase the feeling of injustice and the main reactions of people occur. Langevin and Mendoza (2013) emphasize, if the management control system (MCS) is considered unfair, it can lead to behaviors in managers that are harmful to the organization. For example, this may lead managers to unethical behaviors such as a tendency to create budgetary slack and manipulate data.Case study In this study, the data obtained from the educational and therapeutic institutions of the Ministry of Health, Treatment and Medical Education of Sistan and Baluchistan province (universities of medical sciences of Sistan and Baluchistan province and affiliated hospitals) have been used.Materials and Methods The statistical population used in this study is the managers of the University of Medical Sciences and the heads of affiliated hospitals of Sistan and Baluchistan province, the number of the statistical population in this study is 300 people. In this study, the sample size was determined using Cochran's formula, and the questionnaire was administered online through Google Form to more than 200 middle and senior managers. Among these people, 171 people answered all the questions and the information of 169 people can be analyzed, as it is in accordance with the sampling method based on Morgan's table. Structural equation modeling (SEM) and PLS software will be used to test the hypotheses.Discussion and Results The results of this study show that the role of participation in setting goals on increasing the perceived distributive justice in MCS is not significant. Also, participation in setting goals has a significant relationship with procedural justice. The quality of feedback is significantly related to the procedural and interactive justice of the management control system. In addition, the results indicate the significant impact of multiple performance indicators on distributive and procedural justice. The results show that three of the dimensions of the management control system; That is, participation in setting goals, using different performance measures and the quality of feedback have a positive and significant effect on create a budgetary slack; While application of the controllability principle does not have a significant effect on creation of budgetary slack. The results of the path analysis show that organizational commitment has a negative and significant effect on the two variables of unethical behavior, creation of budgetary slack and data manipulation. While the results show that the dimensions of the management control system do not reduce the creation of budgetary slack. Another result is that the effect of trust in superiors on the creation of budgetary slack is positive and significant. The obtained evidence shows that managers' participation in determining goals and the principle of controllability do not have a significant effect on data manipulation, and the use of different organizational performance measures and the quality of feedback have a negative and significant effect on data manipulation.ConclusionIn the past two decades, a large number of scandals have occurred in non-profit organizations, government or business enterprises, many of them related in various ways to accounting and management control systems. Understanding the inefficient effects of measurement systems and incentives and possible ways to overcome such inefficient effects is essential. Therefore, it is interesting to search for explanations and justifications about possible unethical behaviors in relation to the components of the management control system in organizations, because the result obtained may be one of the roots of many scandals.

Background: Although psychological contract breach is linked to various significant organizational consequences, few studies have explored the antecedents of this important concept within the nursing field. This study aimed to investigate the correlation between perceived organizational justice and psychological contract breach among clinical nurses. Methods: This descriptive cross-sectional study included 328 inpatient ward nurses from six teaching hospitals in Tehran, Iran. Clinical nurses were selected through multistage random sampling. Data were collected using a demographic questionnaire, the Niehoff and Moorman (1993) Organizational Justice Questionnaire, and the Robinson and Morrison (2000) Psychological Contract Breach Questionnaire.Data analysis was performed in SPSS version 21 using descriptive statistics, Pearson's correlation coefficient, and multiple linear regression analysis. Results: The findings revealed that procedural justice (P < 0.001; β=-0.20) and interactional justice (P < 0.001; β=-0.47) explained 41% of the variance in psychological contract breach among nursing staff. Conclusions: The results identified interactional and procedural justice as the most significant dimensions of organizational justice in explaining nurses' perceived psychological contract breach. Therefore, healthcare managers should prioritize fair decision-making processes and interactions with nurses to mitigate ' perceived the psychological contract breach. [ABSTRACT FROM AUTHOR]

Background: When nurses feel that the learning processes in their organization are fair and just, they are more likely to feel confident about sharing their knowledge, expressing their concerns, and contributing to the learning process. Conversely, suppose employees perceive a lack of organizational justice. In that case, they may be less likely to speak up and share their valuable input due to concerns about unfair treatment or possible negative consequences. Objective: Nurses' silence and organizational learning may have a connection yet to be thoroughly investigated. We are exploring whether organizational justice mediates this relationship by improving nurses' perception of it and reducing silence among them. Methods: A study was conducted in Ardabil, Iran, to analyze the correlation between organizational learning, organizational justice, and organizational silence among 319 healthcare professionals from five hospitals. The study utilized three assessment tools: the organizational learning questionnaire, the organizational justice scale, and the organizational silence scale. The collected data were analyzed using IBM SPSS Statistics, and a structural equation model (SEM) was developed using the bootstrap method in AMOS 24.0 to test the proposed model. Results: Our study found a strong positive relationship between organizational learning and organizational justice and a significant negative correlation between organizational learning and silence. Also, there was a significant negative relationship between organizational justice and silence. SEM showed that organizational learning indirectly affects organizational silence through organizational justice as a mediator, explaining 72.3% of all variance in organizational silence. Conclusion: Our findings indicated that organizational learning is positively associated with justice but negatively associated with silence. When nurses experience organizational justice, they are less likely to remain silent. Encouraging nurses to share their opinions and concerns reduces silence and improves working conditions, morale, and patient care. Further research is needed to understand the complex interplay between organizational learning, justice, and silence in nursing settings. [ABSTRACT FROM AUTHOR]

Background: With the evolution of disease patterns and the continuous pursuit of persons for high-quality nursing services, new nurses are the reserve talents of the nursing team and shoulder a major mission. However, due to their low work performance and high turnover rate, this is not conducive to the stable development of nursing teams, and it is urgent to solve this problem. The purpose of this study was to explore the effect of work readiness on the work performance of new nurses, focusing on the mediating role of organizational justice and professional identity. Method: A cross-sectional design was employed. Using convenience sampling methods, 607 new nurses were surveyed in 5 hospitals in Henan Province, China, from January to February 2023. Data were collected using demographic characteristics questionnaire, the Work Performance Scale, the Work Readiness Scale for Graduate Nurses, the Organizational Justice Scale, and the Professional Identity Rating Scale for Nurses. AMOS 26.0 was used for model drawing and mediation path testing, and SPSS 25.0 was used for data analysis. Results: The mediation model shows a good fit (χ2 /df = 2.747, CFI = 0.987, GFI = 0.948, AGFI = 0.926, TLI = 0.984, IFI = 0.987, and RMSEA = 0.054). In this study, we found professional identity is a mediating variable between work readiness and the work performance of new nurses (β = 0.113, P<0.01), organizational justice is a mediating variable between work readiness and the work performance of new nurses (β = 0.269, P<0.01) and Organizational justice and professional identity play a chain mediating role in work readiness and work performance (β = 0.066, P<0.01). Conclusions: The study highlights the importance of improving the work performance of new nurses. To improve work performance, managers should create a fair atmosphere, formulate transparent policies, improve the organizational justice of new nurses, and promote the professional identity and work readiness of new nurses by holding activities or conducting lectures. This will help stabilize the nursing team, improve the medical environment, stimulate the work enthusiasm of new nurses, and contribute to the development of the hospital. [ABSTRACT FROM AUTHOR]

Accurately understanding the critical elements influencing college students' professional commitment is both an urgent practical requirement and a critical theoretical proposition in today's intensely competitive job market. In order to provide new light on career development in the context of higher education, this study intends to investigate the complex interactions among college students between perceived organizational justice, academic stress, and professional commitment. Using descriptive statistics, correlation analysis, regression analysis, and structural equation modeling, we carried out a thorough investigation of H University's full-time undergraduate students in Central China in order to thoroughly examine our hypothesis. The results show that students' professional commitment is much lower when they view organizational justice to be lacking, and that there is a partial mediating role for academic stress in this relationship. Interestingly, organizational justice has a positive correlation with professional commitment and a negative correlation with academic stress. These findings provide educators and policymakers with insightful information, indicating that, in an increasingly competitive labor market, professional commitment is largely dependent on students' ability to manage their academic stress and develop a sense of organizational justice. This study adds a new understanding of career development in higher education settings by merging professional commitment research with organizational justice theory. It also has significant implications for educational practices and career support measures. [ABSTRACT FROM AUTHOR]

Despite universal agreement on the consequences of the organizational trust climate, little attention has been given to studying its determinants. This study aimed to investigate the role of managers' transformational leadership behavior in developing trust climate in the hotel industry. Based on the social exchange theory, this study also examined the mediation effect of organizational justice in the relationship between managers' transformational leadership and trust climate. Data were collected from 323 full-time employees engaged in three-star Bangladeshi hotels. The study employed a PLS-SEM approach to test the hypotheses. Results exposed the significant impact of managers' transformational leadership on the hotels' trust climate, and organizational justice mediates the aforementioned relationship. These findings highlight the role of managerial transformational leadership and organizational justice in developing and nurturing a climate of trust. Based on the results, the study offers theoretical and practical implications, along with further research directions. [ABSTRACT FROM AUTHOR]

Organizational justice refers to individuals' sense of justice regarding the organization and the behaviors resulting from this feeling. It is known that organizational justice causes some negative consequences in businesses. One of these negative consequences is social loafing. Social loafing occurs when individuals knowingly perform at a lower level than their potential and their performance in group work for various reasons. Sometimes, knowingly and sometimes unknowingly, employees can hide their loafing behavior with actions and related tactics to manage the impression they give. This study was conducted to investigate to what extent individuals' perceptions of organizational justice affect their social loafing behaviors and whether the impression management tactics used by employees to manage the impression they create on other members have a mediating role in this effect. The study was tested with data obtained through convenience sampling from 226 white-collar workers working in Istanbul. In the study, significant and negative relationships were found between the perception of organizational justice and social loafing, and positive and significant relationships between impression management and social loafing. Findings reveal that the perception of organizational justice has a negative effect on social loafing, and organizational justice does not have a significant effect on impression management tactics. Finally, the study concluded that impression management differs significantly according to gender, and social loafing varies significantly according to age and education level. [ABSTRACT FROM AUTHOR]

Purpose: This paper proposes a research model in which mental health mediates the impacts of psychological capital (PsyCap) and organizational justice on flight attendant job performance based on the job demands-resources (JD-R) theory. Background: Flight attendants in the airline industry have a differentiated work environment in stressful and demanding situations. The literature has highlighted the prevalence of mental health disorders among flight attendants. Methods: Non-experimental, quantitative research findings from a sample of 384 flight attendants from five airlines in Iran, based on structural equation modeling (SEM) analysis, provide support for the hypotheses. Results: The SEM findings revealed that both PsyCap and organizational justice can enhance flight attendant mental health. As expected, mental health improved job performance. Consistent with the study's predictions, mental health mediated the effects of PsyCap and organizational justice on job performance. Conclusions: This study empirically linked PsyCap and organizational justice to flight attendant perceptions of mental health and job performance. The research findings support the notion that strengthening flight attendant PsyCap and enhancing perceptions of organizational justice can improve performance by improving mental health. These findings have theoretical and practical implications. This research contributes to the extant literature by empirically validating the mediating effect of mental health and clarifying the role of two types of individual psychological job resources on flight attendant performance. [ABSTRACT FROM AUTHOR]

Copyright of Contaduría y Administración is the property of Facultad de Contaduria y Administracion-Universidad Nacional Autonoma de Mexico and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Mistreatment of frontline staff is a widespread issue across all industries, but is particularly prevalent in Emergency Departments (EDs). This paper examines how the orientation toward individualism vs. collectivism of outsiders--namely, patients and their escorts--affects their perceptions of justice within EDs and subsequent mistreatment of frontline staff. We conducted two field studies in major hospitals to test our hypotheses. The first study validated our model, and revealed that mistreatment was particularly likely by outsiders oriented toward individualism. The second study replicated our findings and implemented an intervention that significantly enhanced justice perceptions among these outsiders, subsequently reducing their propensity to mistreat ED staff. Our results offer new insights into the dynamics of mistreatment within EDs, emphasizing the impact of outsider expectations on their perceptions of justice and subsequent behavior. [ABSTRACT FROM AUTHOR]

This study explores the relationship between informational justice and employee engagement. The objectives of the study are to examine the influence of informational justice on affective engagement, behavioral engagement, cognitive engagement, and physical engagement. To guarantee a representative and varied sample of the Nigerian banking industry, a survey design was used, and participants were chosen using the stratified sampling technique. We collected necessary data from primary sources and deemed 209 copies of the 231 distributed questionnaires valid and suitable for the study. Preliminary findings suggest a strong positive relationship between employee engagement levels and perceptions of informational justice. Workers with higher levels of participation in all four categories--behavioral, cognitive, physical, and affective--tend to perceive a high degree of informational justice, where communication is clear, prompt, and comprehensive. This suggests that employees are more likely to be emotionally committed, display positive work behaviors, be intellectually focused, and be physically present in their tasks when they feel well-informed and sense fairness in the sharing of information. The findings contribute to the literature in several ways, including improving the understanding of informational justice in Nigeria's banking sector. Furthermore, the findings offer practical insights for the bank seeking to enhance employee engagement through improvements in communication processes and transparency. [ABSTRACT FROM AUTHOR]