Beruflich Dokumente
Kultur Dokumente
Citizenship
1. Introduction
The globalization and the increasing of the international competition which the organizations face,
push them to increase its interest in the human resource, which it is considered as a core element for
success of the organizations. Focusing on the organizational variables which have a good impact on the
employees is one of the most important feasible ways for that.
Organizational justice is one of these variables which have such impact on the employees in the
organizations. Moore (1978) and Okun (1975) claimed that social scientists have long recognized the
importance of the ideals of justice as a basic requirement for the effective functioning of organizations
and the personal satisfaction of the individuals they employ (as cited in Greenberg, 1990b).This
concept, however, has been the target of a great deal of researches, and it has important implications
for organizations and their employees (Greenberg, 1990b).Cropanzano, Bowen, and Gilliland
(2007)also asserted that organizational justice has the potential to create the powerful benefits for
organizations and employees alike.Kim (2009) found when employees who were treated fairly by their
company, they tended to develop and maintain communal relationships with the company.
However, organizational justice, people's perceptions of fairness in organizations, isone of the
topics of greatest interest to scientists in the fields of industrial-organizational psychology, human
resources management, and organizational behavior in recent years (Cropanzano & Greenberg, 1997).
Colquitt (2001) also claimed that the concept of organizational justice has become an increasingly
visible construct in the social sciences over the past few decades.Moreover, Colquitt and Greenberg
(2003) claimed that organizational justice was cited as the most popular topic of papers submitted to
the organizational behavior division of the Academy of Management for several years during the midlate 1990s (as cited in Kim, 2009). Due to the importance of organizational justice in the organizations,
the present article comes to characterize some of the most important sides of the organizational justice.
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outcome.Greenberg (1993b), previously, mentioned to that when he referred that interpersonal justice
may be sought by providing knowledge about procedures that demonstrate regard for peoples
concerns. He gave example about people who receiving negative outcomes such as a rejected proposal
or denied job were more likely to accept those results as fair when they received a reasonable
explanation regarding the procedure used than when no such justification was provided. For
explanations to be perceived as fair, however, they must also be recognized as genuine inintent and
based on sound reasoning.
2.3.2. Informational Justice
Colquitt et al. (2001) referred to the notion of informational justice to the explanationsprovided to
people that give information about why procedures were used in a certain way or why outcomeswere
distributed in a certain fashion.In other words, informational justice indicates on how the information
presented in the society fairly in terms of location, time and situation (Goudarzvandchegini, Gilaninia,
&Abdesonboli, 2011).
However, Colquitt et al., (2001) referred that interpersonal justice acts primarily to alter
reactions to decision outcomes, informational justice acts primarily to alter reactions to procedures, in
that explanation provide the information needed to evaluate structural aspects of the process.
Greenberg (1993b), previously, mentioned that when he referred that informational justice may be
sought by providing knowledge about procedures that demonstrate regard for peoples concerns. He
gave example about people who receiving negative outcomes such as a rejected proposal or denied job
were more likely to accept those results as fairwhen they received a reasonable explanation regarding
the procedure used than when no such justificationwas provided. And for explanations to be perceived
as fair, however, they must also be recognized as genuine inintent and based on sound reasoning.
Colquitt (2001), however, suggested that both of informational or interpersonal justice could be
a formalized aspectof a decision-making system, rather than an authority figure. For example, a
company's website could offer easily accessed explanations of key decisions and deliver that
information in a friendly and respectful manner.
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satisfaction among employees of two medium-sized companies in the Midwestern United States.
Schappe (1998) confirmed the significant correlations expected between job satisfaction and
organizational justice among employees of a mid-Atlantic insurance company. That relationship was
confirmed through both of the structural dimension and the interpersonal dimension of procedural
justice. The study of Colquitt et al. (2001) also considered as one of these studies which showed the
relationship between organizational justice and some of organizational variables such as job
satisfaction. They illustrated the overall and unique relationships among distributive, procedural,
interpersonal, and informational dimensions of organizational justice and several organizational
outcomes such as job satisfaction, organizational commitment, and performance.They found that both
of distributive and procedural dimensions have high correlation with overall job satisfaction. As they
indicated that the procedural dimension is more important antecedent of job satisfaction, while both of
interpersonal and informational dimensions of organizational justice were moderately related to job
satisfaction.Rifai (2005) is another study which concluded there are significant relationships between
both procedural justice and distributive justice and global job satisfaction among nurses who are
working for private hospitals in West Sumatera and Riau Province in Indonesia.In the study of Bakhshi
et al.,(2009), they claimed that distributive justice is just significantly related to job satisfaction which
procedural justice is not.Elamin and Alomaim (2011) is also study which showed that each of
distributive, procedural and interactional dimensions of organizational justice were significant
predictor of job satisfaction for the foreign and Saudi workers group in range of industries including
banking, health care, education, manufacturing, transportation and communication.
3.2. Organizational Justice and Organizational Citizenship Behaviors
Organ (1988b) believedthat fairness perceptions may influence organizational citizenship behavior,
OCB, by prompting an employee to define his or her relationship with the organization as one of social
exchange. If employees consider themselves in conditions ofsocial exchange, they may be more likely
to exhibit organizational citizenship behavior and to benefit their organization, then.(as cited in
Moorman, 1991).
The study of Moorman (1991), however, included support for a relationship between
perceptions of procedural justice, formal procedural and interactional justice, and four of five
citizenship dimensions, altruism, courtesy, sportsmanship, conscientiousness, and civic virtue, among
the employees who work in two medium-sized companies in the Midwestern United States.
Conversely, perceptions of distributive justice failed to influence any dimension of
citizenship.However, interactional justice predicted all the organizational citizenship behavior
dimensions but civic virtue, and distributive justice and formal procedures were not directly
related.Organ and Moorman (1993) also suggested during a review of the empirical related literature
that fairness in both of distributive and procedural terms rather than job satisfaction, accounts for
organizational citizenship behavior; and that the evidence points toward procedural and interactional
fairness as both empirically and conceptually critical in the fairness-organizational citizenship behavior
relationship.Konovsky and Organ (1996) also a study which showed that fairness and satisfaction had
independent effects on all the dimensions of organizational citizenship behavior, altruism, courtesy,
sportsmanship, conscientiousness, and civic virtue, among the employees who work in hospital located
in the south central United States. Moreover, that study showed that there are significant, positive
relationships between formal procedures and courtesy, sportsmanship, and conscientiousness best
described the relationship between perceptions of justice and employee citizenship. On the other hand,
that study showed a negative relationship between interactional justice and sportsmanship also
emerged.Chegini (2009) is another study which showed that all the organizational justice dimensions,
distributive, procedural, interpersonal and informational,are positively related to organizational
citizenship behavior among the staff of Rasht governmental organizations in IranGuilan.Goudarzvandchegini et al., (2011)is also a study which be added to these ones which showed
that there is a relationship between dimensions of organizational justice, distributive justice, procedural
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justice, interactional justice and informational justice, and organizational citizenship behavior among
employees who work in the Rasht public hospitals in Iran.
3.3. Organizational Justice and Organizational Commitment
Mowday et al., (1982), however, claimed that organizational commitment is an identification with and
interest in the overall effectiveness and success of the organization (as cited in Erturk, 2007). On the
other hand, Malik and Naeem (2011) claimed that organizational commitment is an important aspect in
management literature. They referred that among numerous factors which improve commitment,
organizational justice is recognized as the most sensitive and valued factor considered by the
employees. So, studying the impact of organizational justice on organizational commitment is a worth
subject to be researched. Organizational commitment, however, has been studied in the public, private,
and non-profit sector, and more recently internationally as we will see that in this section from this
study.
Cohen-Charash, Spector (2001) showed that affective commitment is predicted by all justice
types, distributive, procedural and interactional dimensions, but best by procedural justice. On the
other hand, they found that procedural, distributive and interactional justices negatively predict
continuance commitment, while normative commitment data exist only for procedural justice.Hassan
(2002)also showed that both distributive and procedural justice factors made significant contributions
to organizational commitment among the middle and lower level managers who work in the banking
and finance, production and manufacturing, and service sectors in Kuala Lumpur in Malaysia.Erturk
(2007), which studied the relationship between perceived organizational fairness, distributive,
procedural and interactional, and affective commitment across blue-collar workers who remain
employed after layoffs in five different service companies in Turkey, showed that distributive justice
was found to be significantly related to the affective commitment of survivors, while procedural justice
was not found to be positively associated with the affective commitment of survivors in the service
industry. The analysis also yields that interactional justice is strongly and positively associated with the
affective commitment of survivors.Zaman, Ali, and Ali (2010) is also one work of these ones which
showed that organizational justice, distributive justice and procedural justice, has a significant
relationship with some organizational variables which researched in that study. Organizational
commitment of the teaching staffs, who work in private sector schools of KPK in Pakistan, is one of
these variables which organizational justice has a significant relationship with.Malik and Naeem
(2011) showed that distributive and procedural justice had significant positive impact on organizational
commitment of junior faculty in Pakistan whereas senior faculty experienced improved commitment on
the provision of distributive justice only.
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intentions and absenteeism (Colquitt et al., 2001), which showed that organizational justice
perceptions,distributive, procedural interpersonal and informational dimensions, strongly effect the
attitude of the workers such as job satisfaction, turnover intentions and organization commitment and
also workplace behavior such as absenteeism and organizational citizenship behavior. The study of
Zaman, Ali, and Ali (2010) is also a study which showed that organizational justice, distributive justice
and procedural justice, has a significant relationship with employees outcomes which are
commitment, job satisfaction and turnover intention.
Organizational justice, however, is a long and wide road to get start with. So,this work
concerned with the organizational variables which most studied with fairness according to many
related literature reviews, in high hoping that this work will help researchers in their further researches.
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