Impact of Organizational Injustice on Employee’s Performance: A Mediating Role of Organizational Commitment
Keywords:
Organizational injustice, Employees’ performance and Organizational commitment.Abstract
Organizational commitment is very basic and important factor that has been researched from many years. This study is aimed at the assessment of the impacts of organizational commitment on the performance of employees for which different variables were measured.
Thus, both the Qualitative and Quantitative methods were adopted to meet the objective of the study. The study was done on the performance of the health sector workers at the civil hospital of Shaheed Benazirabad (old Nawabshah). Almost 222 respondents containing 197 medical and whereas 25 administrative staff were taken for filling out the questionnaire. The respondents were both genders including 135 male and the rest of them were their female counterparts.
The findings of the study have brought to the surface that there was a negative relationship between organizational injustice, employees‟ performance and mediating role of organizational commitment. Mostly organizations compensate employees on the basis of favoritism, managers and supervisors treat their subordinates unfairly, unfair decision making and abusive behavior cause organizational injustice that impacts totally negative on employees‟ performance and organizational commitment. The study findings showed that unethical behavior with employees declines performance and damages an organizational commitment. So, it is very important that organizations should treat their employees with positive and fair attitude, organizational justice is very important factor that can motivate employees to be loyal towards their job.
It is recommended that there is a dire need of this type to be executed more within the health sectors of Sindh (very great if in Pakistan) in the upcoming days, so the health sector may have the greater chances of being refurbished at the best.
Downloads
References
Arnold, H., & Feldman, D. (1982). A multivariate analysis of the determinants of job turnover. Journal Of Applied Psychology, 67(3), 350-360. doi: 10.1037//0021-9010.67.3.350
Ashforth, B., Harrison, S., & Corley, K. (2008). Identification in Organizations: An Examination of Four Fundamental Questions. Journal Of Management, 34(3), 325-374. doi: 10.1177/0149206308316059
Berg, J., Wrzesniewski, A., & Dutton, J. (2010). Perceiving and responding to challenges in job crafting at different ranks: When proactivity requires adaptivity. Journal Of Organizational Behavior, 31(2-3), 158-186. doi: 10.1002/job.645
Berkowitz, L., & Daniels, L. (1964). Affecting the salience of the social responsibility norm: effects of past help on the response to dependency relationships. The Journal Of Abnormal And Social Psychology, 68(3), 275-281. doi: 10.1037/h0040164
Bluedorn, A. (1982). A Unified Model of Turnover from Organizations. Human Relations, 35(2), 135-
doi: 10.1177/001872678203500204
Borman, W. C., & Motowidlo, S. J. (1993). Expanding the criterion domain to include elements of contextual performance. In N. Schmitt, & W. C. Borman, Personnel selection in organizations (pp. 71-98). San Francisco: Jossey-Bass.
Bruce Buchanan, I. (1974). Building Organizational Commitment: The Socialization of Managers in Work Organizations. Administrative Science Quarterly, 19(4), 533-546. doi: 10.2307/2391809
Cremer, D., & Hiel, A. (2006). Effects of another person‟s fair treatment on one‟s own emotions and behaviors: The moderating role of how much the other cares for you. Organizational Behavior And Human Decision Processes, 100(2), 231-249. doi: 10.1016/j.obhdp.2005.10.002
Cropanzano, R., & Greenberg, J. (1997). Progress in organizational justice: Tunneling through the maze. In C. L. Cooper, & I. T. Robertson, International review of industrial and organizational psychology (pp. 317-372). London: John Wiley & Sons.
Cropanzano, R., & Prehar, C. A. (2001). Emerging Justice Concerns in an Era of Changing Psychological Contracts. In R. Cropanzano, Justice in the Workplace: From Theory to Practice (pp. 245-269). Mahwah, New Jersey London: Lawrence Erlbaum Associates.
Farahbod, F., Azadehdel, M., Rezaei-Dizgah, M., & Nezhadi-Jirdehi, M. (2012). Organizational citizenship behavior: The role of organizational justice and leader–member exchange. Interdisciplinary Journal of Contemporary Research in Business, 3(9), 893-903.
Ferris, K., & Aranya, N. (1983). A Comparison Of Two Organizational Commitment Scales. Personnel Psychology, 36(1), 87-98. doi: 10.1111/j.1744-6570.1983.tb00505.x
Francis, L., & Barling, J. (2005). Organizational Injustice and Psychological Strain. Canadian Journal Of Behavioural Science/Revue Canadienne Des Sciences Du Comportement, 37(4), 250-261. doi: 10.1037/h0087260
Friedman, E., & Havinghurst, R. J. (1954). The meaning of work ana retirement. Chicago, IL, US: University of Chicago Press.
Gouldner, A. (1957). Cosmopolitans and Locals: Toward an Analysis of Latent Social Roles.I. Administrative Science Quarterly, 2(3), 281-306. doi: 10.2307/2391000
Greenberg, J. (1990). Organizational Justice: Yesterday, Today, and Tomorrow. Journal Of Management, 16(2), 399-432. doi: 10.1177/014920639001600208
Harlos, K., & Pinder, C. (1999). Patterns of organizational injustice: A taxonomy of what employees regard as unjust. Advances In Qualitative Organizational Research, 2(1), 97-125.
Kahn, W. (1990). Psychological Conditions of Personal Engagement and Disengagement at Work. Academy Of Management Journal, 33(4), 692-724. doi: 10.5465/256287
Maslach, C., & Leiter, M. P. (1997). The truth about burnout: How Organizations Cause Personal Stress and What to Do About it. San Francisco: Jossey-Bass.
Mobley, W. (1977). Intermediate linkages in the relationship between job satisfaction and employee turnover. Journal Of Applied Psychology, 62(2), 237-240. doi: 10.1037//0021-9010.62.2.237
Mueller, C., & Price, J. (1990). Economic, psychological, and sociological determinants of voluntary turnover. Journal Of Behavioral Economics, 19(3), 321-335. doi: 10.1016/0090-5720(90)90034-5
Parker, S. K., & Ohly, S. (2008). Designing Motivating Jobs: An Expanded Framework for Linking Work Characteristics and Motivation. In R. Kanfer, G. Chen, & R. D. Pritchard, Work Motivation: Past, Present, and Future (pp. 233-384). New York: Routledge.
Payne, R., & Graham Jones, J. (1987). The effects of long-term unemployment on attitudes to employment. Journal Of Organizational Behavior, 8(4), 351-358. doi: 10.1002/job.4030080407
Posthuma, R., Maertz, C., & Dworkin, J. (2007). Procedural justice's relationship with turnover: explaining past inconsistent findings. Journal Of Organizational Behavior, 28(4), 381-398. doi: 10.1002/job.427
Ryan, A. (1993). Justice. Oxford, England: Oxford University Press.
Schaufeli, W., & Bakker, A. (2004). Job demands, job resources, and their relationship with burnout and engagement: a multi-sample study. Journal Of Organizational Behavior, 25(3), 293-315. doi: 10.1002/job.248
Skarlicki, D., & Kulik, C. (2004). THIRD-PARTY REACTIONS TO EMPLOYEE (MIS)
TREATMENT: A JUSTICE PERSPECTIVE. Research In Organizational Behavior, 26(1), 183-
doi: 10.1016/s0191-3085(04)26005-1
Steers, R. (1977). Antecedents and Outcomes of Organizational Commitment. Administrative Science Quarterly, 22(1), 46-56. doi: 10.2307/2391745
Tallman, R., Phipps, K., & Matheson, D. (2009). Justice perception in medical administrative governance. International Journal of Business Research, 9(7), 147-155.
Thibaut, J., & Walker, L. (1975). Procedural justice: A Psychological Analysis. Hillsdale, N.J: Erlbaum.
Downloads
Published
How to Cite
Issue
Section
License
You are free to:
- Share — copy and redistribute the material in any medium or format for any purpose, even commercially.
- Adapt — remix, transform, and build upon the material for any purpose, even commercially.
- The licensor cannot revoke these freedoms as long as you follow the license terms.
Under the following terms:
- Attribution — You must give appropriate credit , provide a link to the license, and indicate if changes were made . You may do so in any reasonable manner, but not in any way that suggests the licensor endorses you or your use.
- No additional restrictions — You may not apply legal terms or technological measures that legally restrict others from doing anything the license permits.
Notices:
You do not have to comply with the license for elements of the material in the public domain or where your use is permitted by an applicable exception or limitation .
No warranties are given. The license may not give you all of the permissions necessary for your intended use. For example, other rights such as publicity, privacy, or moral rights may limit how you use the material.