Overseas exporter fairness and Korean importer’s commitment

We argue that organizational justice perceptions are socially constructed through workplace interactions. We examine the relationship between social networks and similarity in distributive, procedural and interactional justice perceptions between employees in a field setting. Results suggest that the most likely conduits of social influence regarding justice perceptions are interpersonal affect networks in an organization, rather than more task-related networks. These affective networks are most closely related to the most ambiguous justice perception (interactional justice), but not to the least ambiguous justice perceptions (procedural and distributive justice). We also found that justice perceptions that generated the greatest amount of affect in this organization (interactional justice) were related to the broadest spectrum of affective relationships (i.e., affect-neutral ties, acquaintances, and friends), while justice perceptions that generated little affect (e.g., procedural justice) were related only to affect-neutral relationships.

The literature on organizational justice has identified 3 key components of this process: distributive, procedural, and interactional justice. On the basis of fairness heuristic theory, we reasoned that employees may use perceptions of these 3 components as a basis for drawing inferences about the fairness of the organization as a whole (i.e., their perceptions of systemic justice). A field study was conducted on a sample of 232 employees working in various organizations. Results show that employees' perceptions of procedural justice and interactional justice in their organizations positively predicted perceptions of systemic justice (i.e., that the organization was fair overall). Perceptions of distributive justice, however, did not predict perceptions of systemic justice. Practical implications of these findings are discussed.

This article considers potential conflicts between the principles of equity, equality and need in perceptions of fairness regarding employee benefits, based on self-interest bias, and makes specific predictions regarding perceptions of distributive justice in specific benefit plans. It includes predictions regarding perceptions of procedural justice. A survey of 497 employees in seven Canadian organizations tested the predictions. Findings indicate that need is still an important criterion for assessing distributive justice in employee benefits, although the survey also found evidence of self-interest bias. Perceptions of procedural justice were found to be significantly higher in plans with extensive communication and employee participation in plan design. Organizations that take a proactive approach to understanding how employees determine their perceptions of procedural and distributive justice in employee benefits, and design a benefit plan accordingly, can potentially increase employees’ perceptions of justice regarding employee benefits and reap associated benefits including improved employee retention, enhanced ability to hire and increased benefit satisfaction.

<p>The main purpose of this study was to examine the relationship between The Dark Triad components (Machiavellianism, Narcissism, and Psychopathy), and perceptions of the different organisational justice dimensions (distributive, procedural, and interactional) among teaching staff in private higher education. The sample included 277 participants (106 male, 171 female) aged 23 to 65. Self-report data were collected online using the Short Dark Triad, and The Organisational Justice Perceptions Questionnaire. Results have shown significant gender differences in the perception of organisational justice. Psychopathy was negatively related to the perception of distributive, procedural, and interactional justice only in men. Narcissism uniquely positively predicted distributive, procedural, and interactional justice in women. Machiavellianism showed no significant effects on perceptions of organisational justice dimensions in both men and women, which suggests that Machiavellianism operates similarly across gender regarding organisational justice. The positive effect of narcissism on the perception of procedural and interactional justice was more pronounced when associated with low Machiavellianism, which indicates that Machiavellianism indirectly negatively affects the perception of organisational justice. The results highlight the importance of including dark traits in explaining the perception of organisational justice.</p><p> </p><p><strong> Article visualizations:</strong></p><p><img src="/-counters-/edu_01/0950/a.php" alt="Hit counter" /></p>

Organization Justice and Organization Citizenship Behavior: Employee Trust Acting As a Mediator.

PurposeThis paper aims to explore the relationship between procedural, interpersonal, informational, and distributive justice and negotiator outcome satisfaction and desire for future negotiations (DFNs).Design/methodology/approachThis research invokes and builds theories suggesting a link between perceptions of fair treatment and counterfactual generation. Data come from freely interacting negotiating dyads comprised of undergraduate students.FindingsOne's own outcomes obtained, procedural, informational, and distributive justice perceptions each uniquely predicted negotiator outcome satisfaction. Procedural and informational justice perceptions also indirectly affected outcome satisfaction through their effect on distributive justice perceptions. In turn, outcome satisfaction, and informational and interpersonal justice perceptions each uniquely predicted DFNs.Research limitations/implicationsWhile this study reveals an important set of effects for study, it is correlational in nature. Future research should experimentally manipulate fair treatment to provide a true experiment and should also test the proposed mediators.Practical implicationsThis paper suggests that listening to the other party, treating him or her with respect and dignity, and explaining oneself can have powerful consequences for the other party's outcome satisfaction and DFNs. Each of these, in turn, can affect one's own long run well‐being.Originality/valueThis is the first empirical study linking procedural and informational justice perceptions and negotiator outcome satisfaction. It is one of the few studies exploring a unique relationship between outcome satisfaction and procedural justice and may be the only one doing so with interactional justice in any setting. It investigates the effects of perceived fair treatment among relative equals rather than in the context of superiors and subordinates.

The purpose of this study was to measure head basketball coaches' attitudes of three dimensions of organizational justice and determine if these attitudes differed based on NCAA divisional membership or sex of the coach. Additionally, this study examined the relationship between distributive, procedural, and interactional justice and overall job satisfaction. A total of 213 head basketball coaches (137 men, 76 women; 110 from Division I, 103 from Division III) participated in this study. Male basketball coaches demonstrated significantly higher scores on measures of interactional and procedural justice while no difference was found for distributive justice. There was no significant difference on scores for the three dimensions of justice based on NCAA divisional membership (I or III). Collectively, the three dimensions of organizational justice explained 28.5% of variance associated with overall job satisfaction, with interactional and distributive justice each making unique contributions. Based on the results of this study, athletic departments should consider basketball coaches' perceptions of organizational justice when attempting to influence their attitudes of job satisfaction.

The effects of distributive and procedural justice on job satisfaction and organizational commitment of correctional staff

The purpose of this study was to investigate how students' use of politeness strategies differed based on their perceptions of distributive, procedural, and interactional justice when they engaged in a face threatening act (FTA) with their instructors. Participants included 76 undergraduate students enrolled in undergraduate communication courses at a large mid-Atlantic university during the summer. Results revealed that students engage in all types of politeness strategies when speaking with their instructor, with students reporting the bald-on-record strategy the most frequently. However, students' use of politeness strategies did not significantly differ based on their perceptions of distributive, procedural, and interactional justice. Implications, limitations, and future research are discussed.

PurposeThe purpose of this investigation is to explore whether perceptions of organizational justice are related to coworker trust and morale. As jobs have become more broadly defined and collaboration with colleagues has become increasingly important for accomplishing work, coworker relationships are especially critical to manage effectively.Design/methodology/approachSurvey packets were distributed to 364 non‐supervisory employees at six small companies in a large Midwestern city in the USA. Useable surveys were returned from 264 respondents for a response rate of 72 percent.FindingsThe results showed that distributive, procedural, and interactional justice perceptions are related to perceptions of coworkers. The distribution of rewards, organizational policies and procedures, and interpersonal treatment by supervisors are related to coworker trust and morale.Research limitations/implicationsThis study was a cross‐sectional field study with the data collected at one point in time, precluding statements regarding causality. In addition, common method variance is a concern given the use of a self‐report survey.Practical implicationsThe results highlight the importance of fairness in rewards, procedures, and treatment for productive coworker relationships. Suggestions are provided for managers to enhance perceptions of distributive, procedural, and interactional justice in the workplace.Originality/valuePrior research on justice has focused primarily on individual and organizational outcomes. The study adds to this research base by examining whether perceptions of justice are associated with the quality of coworker relationships.

PurposeJustice, although well developed in the organisational field, has not been given adequate attention in the area of construction project dispute negotiations. Based on previous studies, the purpose of this paper is to more elaborately discuss whether each dimension of justice (distributive, procedural and interactional) is important for negotiators to cooperate in construction project dispute negotiation and whether their impact was moderated by the completeness of construction contract.Design/methodology/approachA survey of 164 prime negotiators from different construction projects was conducted. A stepwise multiple regression was employed to test the impact of each dimension of justice, and then a moderated multiple regression model was used to test the moderating effect of contract completeness.FindingsThe results indicated that, while distributive justice is related to cooperative behaviours, the impact of procedural justice and interactional justice also have great impact, and even more significantly related to cooperative behaviours. Moreover, while contractual obligatoriness positively moderates the relationship between procedural justice and cooperative behaviours, the term specificity negatively moderates the relationship between procedural and interactional justice and cooperative behaviours.Research limitations/implicationsFirst, the authors aimed to test the effect of justice on cooperative behaviours in construction dispute negotiations originally, but did not determine whether their relationship is mediated by any other factors. Second, contractual governance was chosen as the moderator; other factors may also influence behaviours in project dispute negotiations.Practical implicationsFirst, project dispute negotiators should not focus their attention solely on the distribution of the negotiation issues. For a cooperative approach, negotiators should also give strong consideration to whether their offers reflect procedural justice and whether their opponents are being treated fairly. Second, while contractual design may affect the frame surrounding the negotiations to help negotiators achieve an integrated outcome, they should give more attention to certain forms of justice.Originality/valueIn contrast to previous studies, the authors defined all three forms of justice in project dispute negotiations, and by adding all three forms of justice into the model, the authors attempted to investigate whether distributive, procedural and interactional justice were all related to cooperative behaviours in project dispute negotiations and to ascertain the extent to which each form of justice is important. Furthermore, the authors explored variations in the importance of each form of justice in negotiations under different contractual conditions.

Organizational citizenship behavior can be defined as voluntary and spontaneous behaviors that extend beyond employees' normal job duties. Employee's perception of justice in compensation programs, organizational procedures and interpersonal behaviors can have a key role in developing and encouraging OCB. In order to study the relationship between organizational justice perception and OCB, factor analysis technique has been used to test the validity of related questions and by using path analysis (structural equation modeling) this relationship has been examined as well. The research findings indicate that there is a meaningful relationship between organizational justice perception and OCB, and among three dimensions of justice, interactional justice has the highest correlation with OCB in compare with distributive and procedural justice. The results also show that there is relationship among three dimensions of justice. Keywords: organizational citizenship behavior, distributive justice, procedural justice, interactional justice.

Recently domestic companies pay more attention to operate personnel management system in order to differentiate the performance of members and improve motivation through accurate and fair evaluation. In particular, business competition can be secured by utilizing human resources effectively with active utilization of personnel evaluation in Airline industry as representative service industry. As a result, a large number of studies on fairness regarding performance evaluation and the outcomes have been conducted. Nevertheless, the study on evaluation utility and evaluation accuracy as precedence factors of evaluation fairness is still insufficient in Korea. In this context, drawing on fairness heuristic theory, the purpose of this study is to examine the effects of evaluation utility and evaluation accuracy as precedence factors of evaluation fairness recognition. Moreover, this study aims to explore how two evaluation fairness - distributive justice and procedural justice - recognitions ultimately influence service performance of Airline cabin crew. In order to verify predictions, this study conducted the survey of 300 cabin crews in A Airlines and 204 copies were being actually used for final analyses. The empirical findings showed that evaluation accuracy was not statistically significant in the perceptions of procedural justice and distributive justice. On the contrary, evaluation utility significantly contributed to the increases of employees' distributive and procedural justice perceptions. With bootstrapping, both perceptions of employees' justice had full-mediating effects in the relationship between evaluation utility and service performance. Findings were discussed along with managerial and theoretical implications and recommendations for future research and applications.

This study examines the impact of human resource management (HRM) practices, perceived organizational justice, and organizational citizenship behavior (OCB) on employee turnover intention in the Information and Communication Technology (ICT) sector in Kosovo—a sector facing one of the highest employee turnover rates. Given the competitive nature of ICT industries, understanding the factors influencing retention is crucial for sustainable growth. A total of 459 employees from ICT companies in Kosovo participated in the study, which was conducted during the first half of 2024. Using correlation and hierarchical regression analyses, the results indicated that performance appraisal and compensation practices significantly reduced turnover intentions. Additionally, recruitment and selection, performance appraisal, and compensation practices enhanced OCB at the individual level (OCB-I), while recruitment and selection, training and development, performance appraisal, and compensation practices improved OCB at the organizational level (OCB-O). The findings further revealed that job analysis, training and development, performance appraisal, and compensation practices increased distributive justice perceptions, while training and development, performance appraisal, and compensation practices enhanced procedural and interactional justice perceptions. Higher perceptions of distributive, procedural, and interactional justice were linked to lower turnover intentions, and procedural and interactional justice also positively influenced OCB. Moreover, altruism, sportsmanship, conscientiousness, and civic virtue behaviors significantly reduced turnover intention. This study contributes to the HRM literature by offering practical insights for ICT companies to improve employee retention through strategic HRM and justice-oriented practices, supporting long-term organizational success in Kosovo’s fast-evolving ICT sector.

The nomological net for the construct of organizational justice was investigated. The estimated true score correlation between procedural and distributive justice (N = 4,696, K = 16) was 0.66. The patterns of correlations of both procedural and distributive justice with job satisfaction, OCB, commitment, and productivity were also meta-analytically estimated. Procedural justice was associated to a greater extent than distributive justice with organizational commitment, organizational citizenship behaviors and productivity. Distributive and procedural justice correlated similarly with job satisfaction. Partial correlations and variance reduction ratios suggested that relationships between distributive justice and work attitudes and behaviors were mostly mediated by procedural justice perceptions. Implications for theory and practice are discussed.