Professional Documents
Culture Documents
Introduction
Organizational justice perceptions have received great attention from researchers
and scholars and have been researched frequently in the field of
industrial-organizational psychology, human resource management and
organizational behavior (Cropanzano and Greenberg, 1997). Research on
organizational justice perceptions, which focuses on the role of fairness in the
workplace, has shown that these perceptions strongly affect the attitude of
workersjob satisfaction, turnover intentions, organizational commitment, and
workplace behavior such as absenteeism and organizational citizenship behavior
(Colquitt et al., 2001). In addition, research has also demonstrated the linkages
between perceived organizational justice and individual work performance (Earley
and Lind, 1987; and Colquitt et al., 2001). Although the associations between justice
perceptions and various work outcomes are well established in Western literature,
very few studies have examined the relationship of justice perceptions with work
attitude and work behavior in the Indian culture. A number of studies showed that
culture does influence justice perceptions of the employees and is an important
determinant of the impact that justice perceptions have on various work outcomes.
Tyler and his colleagues (Lind and Tyler, 1988; and Tyler et al., 1997) proposed that
procedural justice concerns are ubiquitous across diverse societal and cultural
settings. Cross-cultural research on procedural justice has recently begun (Lind
and Earley, 1992; Lind et al., 1997; and Brockner et al., 2000). The first question
*
**
*** Lecturer, Department of Commerce, Trikuta Degree College, Jammu 180001, India.
E-mail: ektadeep@ymail.com
2 4 2009 IUP. All Rights Reserved.
The IUP Journal of Management Research, Vol. VIII, No. 10, 2009
Distributive Justice
Before 1975, the study of justice was primarily concerned with distributive justice.
Much of this research was derived from initial work conducted by Adams (1965),
who used a social exchange theory framework to evaluate fairness. According to
Adams, what people were concerned about was not the absolute level of outcomes
per se but whether those outcomes were fair or not.
While Adamss theory advocated the use of an equity rule to determine fairness,
several other allocation rules have also been identified, such as equality and need
(e.g., Leventhal, 1976). Studies have shown that different contexts (e.g., work vs.
family), different organizational goals (e.g., group harmony vs. productivity), and
different personal motives (e.g., self-interest motives vs. altruistic motives), can
activate the use or primacy of certain allocation rules (Deutsch, 1975). Nevertheless,
Organizational Justice Perceptions as Predictor of Job Satisfaction
and Organizational Commitment
25
all the allocation standards have as their goal the achievement of distributive justice;
they merely attempt to create it through the use of different rules.
Procedural Justice
Thibaut and Walkers (1975) research on individuals reactions to dispute
resolution procedures led to the development of the procedural justice theory,
which is concerned with judgments about the process or means by which allocation
decisions are made. Although Thibaut and Walker (1975) introduced the concept
of procedural justice, their work focused primarily on disputant reactions to legal
procedures. Leventhal and his colleagues can be credited for extending the notion
of procedural justice into nonlegal contexts such as organizational settings
(Leventhal, 1980; and Leventhal et al., 1980). In doing so, Leventhal and his
colleagues also broadened the list of determinants of procedural justice far beyond
the concept of process control. Leventhals theory of procedural justice judgments
focused on six criteria that a procedure should meet if it is to be perceived as fair.
A procedure should (a) be applied consistently across people and time; (b) be
free from biases (e.g., ensuring that a third party has no vested interest in a
particular settlement); (c) ensure that accurate information is collected and used
in making decisions; (d) have some mechanism to correct flawed or inaccurate
decisions; (e) conform to personal or prevailing standards of ethics or morality,
and (f) ensure that the opinions of various groups affected by the decision have
been taken into account.
Interactional Justice
Bies and Moag (1986) introduced the most recent advance in the justice literature
by focusing attention on the importance of the quality of the interpersonal treatment
people receive when procedures are implemented. Bies and Moag (1986) referred
to these aspects of justice as interactional justice. More recently, interactional
justice has come to be seen as consisting of two specific types of interpersonal
treatment (e.g., Greenberg, 1990a). The first, labeled interpersonal justice, reflects
the degree to which people are treated with politeness, dignity, and respect, by
authorities or third parties involved in executing procedures or determining
outcomes. The second, labeled informational justice, focuses on the explanations
provided to people that convey information about why procedures were used in a
certain way or why outcomes were distributed in a certain fashion.
Justice perceptions have also been linked to important outcome variables
(Folger and Konovsky, 1989; Dailey and Kirk, 1992; McFarlin and Sweeney, 1992;
and Martin and Bennett, 1996). For instance, perceptions of procedural justice
are negatively related to intentions of quitting (Dailey and Kirk, 1992), significantly
correlate with organizational commitment (Folger and Konovsky, 1989; and Martin
and Bennett, 1996), and produce high subordinates evaluation of supervisors
(McFarlin and Sweeney, 1992). In other words, if employees perceive that the
26
The IUP Journal of Management Research, Vol. VIII, No. 10, 2009
decision-making process is fair, they are less likely to form an intention of quitting.
On the other hand, distributive justice perceptions are associated with pay raise
satisfaction (Folger and Konovsky, 1989), and tend to be a strong predictor of
job satisfaction (McFarlin and Sweeney, 1992; and Martin and Bennett, 1996).
Greenberg (1990b) also reported that organizational justice, which refers to
peoples perceptions of the fairness of treatment received from organizations, is
important as a basic requirement for the effective functioning of organizations.
Job Satisfaction
Job satisfaction or employee satisfaction (also referred to as morale) is one
of the most used variables in organizational behavior. It is an employees
attitudinal response to his/her organization. As an attitude, job satisfaction
is c on cep tu al iz ed as c ons is ti ng of e va lua ti ve , c og ni tiv e and aff ec ti ve
components.
The Evaluative Component: An individuals overall response to the employing
organization is summarized in the evaluative component. It represents dislike vs.
like for the organization.
The Cognitive Component: An individuals perceptions, opinions, beliefs and
expectations regarding the organization are the focus of his/her cognitions.
Employees hold cognitions about each of the four major inducement systems.
Cognitions in which the individual perceives that his/her expectations have been
met generally, lead to positive evaluations. Additionally, positive evaluations are
more likely when cognitions (expectations) support a positive and secure future
with the organization.
The Affective Component: This represents the feeling evoked by the organization.
Does thinking about and association with the organization evoke pleasurable or
uncomfortable feelings, feelings of anger or joy, feelings of security or stress, feelings
of affirmation or invalidation? In general, a positive effect results from information,
feedback, and situations that affirm or reinforce the individuals self-worth and
self-concept, while a negative effect is evoked by invalidating situations. Self-worth
is validated when individuals feel accepted as valued members of the organization
and their competencies and core values are affirmed. When individuals are in a
positive state while working, they tend to evaluate the organization positively.
Organizational Commitment
Organizational commitment has been identified as a critical factor in understanding
and explaining work-related behavior of employees in organizations. Most
definitions of organizational commitment describe the construct in terms of the
extent to which an employee identifies with and is involved with an organization
(Curry et al., 1986). For example, Steer (1977) defined organizational commitment
as the relative strength of an individuals identification with and involvement in a
Organizational Justice Perceptions as Predictor of Job Satisfaction
and Organizational Commitment
27
The IUP Journal of Management Research, Vol. VIII, No. 10, 2009
Methodology
Sample
The sample for the present study consisted of 128 employees working in medical
colleges. A 67.36% response rate (128 out of 190 possible respondents) was obtained.
The gender composition of the sample was 61.72% male (N = 79) and 38.28% female
(N = 49). The average age of the respondents was 30.40 years (SD = 3.25).
On average, respondents had worked in their present jobs for 32.05 months
(SD = 25.31).
Variables
Control Variable: Age, Gender and Job Tenure;
Predictor Variable: Distributive Justice and Procedural Justice; and
Criterion Variable: Job Satisfaction and Organizational Commitment.
Measurements
Distributive Justice Index
Perceptions of distributive justice will be measured with the Distributive Justice
Index, developed by Price and Mueller (1986). A sample item states, My supervisor
has fairly rewarded me when I consider the responsibilities I have. All reliabilities
reported have been above 0.90, and the scale has shown discriminant validity in
relation to job satisfaction and organizational commitment (Moorman, 1991).
Job Satisfaction
Job satisfaction was measured using the job satisfaction scale developed by Singh
and Sharma (1999). The scale consists of 30 items and each item has five
alternatives; the respondent has to choose one option which candidly expresses
his response. The mean score of all the items represent the job satisfaction level
of the individual employee. A sample item states, With regard to post retirement
benefits like pension, gratuity, etc., I rate my job as .... The test-retest reliability of
the scale is reported to be 0.978 with N = 52 and a gap of 25 days.
Organizational Commitment
Organizational commitment was measured by the nine-item short version of the
Organizational Commitment Questionnaire (OCQ) developed by Porter et al., (1974).
There is a seven-point response dimension. A sample item states, I talk up this
organization to my friends as a great organization to work for. Item scores are summed
and the mean is taken. Thus, there is a possible range of scores from one to seven, and
Organizational Justice Perceptions as Predictor of Job Satisfaction
and Organizational Commitment
29
the higher the score, the more organizationally committed an individual is judged to be.
Reliability and validity evidence has been provided by Porter et al., (1974), Stone and
Porter (1975), Steers (1977), and Steers and Spencer (1977). The coefficient alpha is
consistently high in the studies, ranging from 0.82 to 0.93, with a median of 0.90.
Results
Table 1 lists the means, SDs, intercorrelations, and reliabilities for the variables.
The correlations among some of the study variables provided initial support for our
hypotheses. In support of H1, distributive justice was positively correlated with job
satisfaction (r = 0.61, p < 0.01). In addition, procedural justice was positively
correlated with job satisfaction (r = 0.59, p < 0.01), supporting H2. Distributive justice
was also positively correlated with Organizational commitment (r = 0.91, p < 0.01),
supporting H 3 . Finally, procedural justice was positively correlated with
Organizational commitment (r = 0.60, p < 0.01), supporting H4.
Table 1: Means, SDs, Intercorrelations, and Coefficient Alphas
for the Study Variables
Variables
SD
30.40
3.25
0.61
0.48
JT
32.05
25.31
1. DJ
23.37
4.38
(0.82)
2. PJ
61.85
7.18
0.66*
(0.86)
3. JS
74.16
8.82
0.61**
0 .59**
(0.83)
4. OC
33.29
8.29
0.91**
0.60**
Age
Gender
Mean
0.51**
(0.89)
The IUP Journal of Management Research, Vol. VIII, No. 10, 2009
R2
Adjusted R2
R2 Change
0.661a
0.436
0.423
0.436**
0.746b
0.557
0.538
0.120**
SE b
16.03
10.47
Gender
9.10
2.13
0.50**
Age
2.82
0.32
0.04**
0.03
0.03
Step 1
Constant
Job Tenure
0.10
Step 2
Constant
14.77
10.80
Gender
11.92
2.29
Age
0.62
0.67
0.23
Job Tenure
0.02
0.03
0.06
Distributive Justice
2.69
0.51
Procedural Justice
0.14
0.12
0.11
0.67**
rela ted
to
comm itme nt
31
R2
Adjusted R2
R2 Change
0.967a
0.935
0.934
0.935**
0.976b
0.953
0.951
0.017**
Discussion
Table 5: Results for Organizational
Commitment, Demographic Characteristics The present study attempted at
and Perceived Organizational Justice
linking perceived organizational
(Distributive and Procedural)
justice with job satisfaction and
Model
b
SE b
Organizational
commitment.
Step 1
Constant
40.54
3.32
0.03
0.68
0.002
Age
2.42
0.10
0.95**
Job Tenure
0.008
0.10
0.03
51.08
3.32
Gender
0.25
0.70
0.02
Age
3.62
0.21
Job Tenure
0.002
0.009
0.006
Distributive Justice
0.782
0.156
0.42**
Procedural Justice
0.12
0.04
0.10** subordinates
Gender
Step 2
Constant
organizational
outcomes
(organizational commitment and
supervisor).
evaluation
of
Other
studies
The IUP Journal of Management Research, Vol. VIII, No. 10, 2009
(1990) argues that procedural justice has stronger relationships with support for
institutions than distributive justice. However, we should note that several studies
have supported the distributive dominance model instead. For example, Lowe and
Vodanovich (1995) found a stronger relationship between distributive justice and
organizational commitment than for procedural justice, as did Greenberg (1994).
Limitations
Like all research, there are limitations to this study that must be taken into
consideration. First, the data was cross-sectional in nature and this restriction
prevents the inference of causality. At a minimum, a longitudinal design is required
to infer any causality that may exist among these variables. Second, the results
may have been affected by common method variance because all our data was
collected from self-report measures. Since the measures come from the same
source, any defect in that source may contaminate the measures, presumably in
the same fashion and in the same direction. A primary concern of common method
variance is that the relationships observed between variables may be due to the
measurement method, rather than the hypothesized relationships between the
constructs (Podsakoff and Organ, 1986). However, Salancik and Pfeffer (1977) had
suggested that one possible technique that could be used to reduce common
method variance is to reorder the items on the questionnaire such that dependent
or criterion variable follows, rather than precedes, the independent variable. This
method was followed in the design of our questionnaire. Finally, the effect sizes
for the relationships of interest were relatively small. This suggests the possibility
of unknown moderators or mediator variables on the perceived Organizational
justice-commitment-job satisfaction relationship. Organizational variables such as
Organizational Justice Perceptions as Predictor of Job Satisfaction
and Organizational Commitment
33
References
1.
2.
3.
4.
5.
6.
7.
8.
Deutsch M (1975), Equity, Equality and Need: What Determines Which Value
Will Be Used as the Basis of Distributive Justice?, Journal of Social Issues,
Vol. 31, No. 3, pp. 137-150.
9.
10. Folger R and Cropanzano R (1998), Organizational Justice and Human Resources
Management, Sage Publications, Thousand Oaks, London, UK.
11. Folger R and Konovsky M A (1989), Effects of Procedural and Distributive
Justice on Reactions to Pay Raise Decisions, Academy of Management Journal,
Vol. 32, No. 1, pp. 115-130.
34
The IUP Journal of Management Research, Vol. VIII, No. 10, 2009
35
25. Martin C L and Bennett N (1996), The Role of Justice Judgments in Explaining
the Relationship Between Job Satisfaction and Organizational Commitment,
Group & Organizational Management, Vol. 21, No. 1, pp. 84-104.
26. Masterson S S, Lewis K, Goldman B M and Taylor M S (2000), Integrating
Justice and Social Exchange: The Differing Effects of Fair Procedures and
Treatment on Work Relationships, Academy of Management Journal, Vol. 43,
No. 4, pp. 738-748.
27. Mathieu J E and Zajac D M (1990), A Review and Meta-Analysis of the
Antecedents, Correlates, and Consequences of Organizational Commitment,
Psychological Bulletin, Vol. 108, No. 2, pp. 171-194.
28. McFarlin D B and Sweeney P D (1992), Distributive and Procedural Justice as
Predictors of Satisfaction with Personal and Organizational Outcomes, Academy
of Management Journal, Vol. 35, No. 3, pp. 626-637.
29. Meyer J P and Allen N J (1991), A Three-Component Conceptualization of
Organizational Commitment, Human Resource Management Review, Vol. 1,
No. 1, pp. 61-89.
30. Moorman R H (1991), Relationship Between Organizational Justice and
Organizational Citizenship Behaviors: Do Fairness Perceptions Influence
Employee Citizenship?, Journal of Applied Psychology, Vol. 76, No. 6,
pp. 845-855.
31. Mossholder K W, Bennett N and Martin C L (1998), A Multilevel Analysis of
Procedural Justice Context, Journal of Organizational Behavior, Vol. 19, No. 2,
pp. 131-141.
32. Mowday R T, Steers R M and Porter L W (1979), The Measurement of
Organizational Commitment, Journal of Vocational Behavior, Vol. 14, April,
pp. 224-247.
33. Niehoff B P and Moorman R H (1993), Justice as a Mediator of the Relationship
Between Methods of Monitoring and Organizational Citizenship Behavior,
Academy of Management Journal, Vol. 36, No. 2, pp. 527-556.
34. Porter L W, Steers R M, Mowday R T and Boulian P V (1974), Organizational
Commitment, Job Satisfaction, and Turnover Among Psychiatric Technicians,
Journal of Applied Psychology, Vol. 59, No. 5, pp. 603-609.
35. Price J L and Mueller C W (1986), Handbook of Organizational Measurement,
Pittman, Marshfield, MA, USA.
36. Salancik G R and Pfeffer J (1977), An Examination of Need-Satisfaction
Models of Job Attitudes, Administrative Science Quarterly, Vol. 22, September,
pp. 427-456.
37. Singh A and Sharma T R (1999), Manual for Job Satisfaction Scale, National
Psychological Corporation, Agra, India.
36
The IUP Journal of Management Research, Vol. VIII, No. 10, 2009
Reference # 02J-2009-10-02-01
37
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.