An Analysis of the Relationship between Organizational Justice Dimensions with Employee Performance Dimensions: A Case Study of Universities in Kurdistan Region
DOI:
https://doi.org/10.23918/ijsses.v4i4p161Keywords:
Organizational Justice, Distributive Justice, Procedural Justice, Interactional Justice, Employee Performance, Task Performance, Contextual Performance, Universities, KurdistanAbstract
The purpose of this research is to analyze the relationship of three dimensions of organizational justice, namely, distributive justice, procedural justice and interactional justice with dimensions of employee performance, namely, task performance and contextual performance in three private universities in Kurdistan Region (KR). The study was conducted based on data gathered from 87 members from all academic and administrative staff. The current study used the primary data for allocating questionnaire and the secondary data which is required for conducting research study work was gathered through journal articles and books related to organizational justice dimensions and dimensions of employee performance. The research strategy is quantitative by using survey questionnaire in three private universities in Kurdistan. The findings of the study show that three dimensions of organizational justice, namely, distributive, procedural and interactional justice have positive correlations with task performance and contextual performance.
References
Aguinis, H. (2013). Performance Management (Third Edition ed.). Boston: Pearson.
Ali, M., & Saifullah, Z. (2014). Distributive and procedural justice as predictors of job satisfaction andorganizational commitment: A case study of banking sector of balochistan. Journal of Information Engineering and Applications, 4(11), 25-30.
Al-Zu’bi, H. A. (2010). A Study of relationship between organizational justice and job satisfaction. International Journal of Business and Management, 5(12), 102-109.
Bies, R. J., & Moag, J. S. (1986). Interactional justice: Communication criteria of fairness. Research on Negotiation in Organizations, 1, 43-55.
Colquitt, J. A. (2001). On the dimensionality of organizational justice: A construct validation of a measure. Journal of Applied Psychology, 86(3), 386-400.
Colquitt, J. A., Conlon, D. E., Wesson, M. J., Porter, C. O., & Ng, K. Y. (2001). Justice at the millennium: A meta-analytic review of 25 years of organizational justice research. Journal of Applied Psychology, 86(3), 425-445.
Conway, J. M. (1999). Distinguishing contextual performance from task performance for managerial jobs. Journal of Applied Psychology, 1, 3-13.
Greenberg, J. (1990). Organizational justice: Yesterday, today, and tomorrow. Journal of Management, 16(2), 399-432.
Greenberg, J., & Colquitt, J. A. (2005). Handbook of Organizational Justice. New Jersey: Lawrence Erlbaum Associates .
Griffin, M. A., Neal, A., & Parker, S. K. (2007). A new model of work role performance: Positive behavior in uncertain and interdependent contexts. Academy of Management Journal, 50(2), 327-347.
Kalay, F. (2016). The impact of organizational justice on employee performance: A survey in Turkey and Turkish context. International Journal of Human Resource Studies, 6(1), 1-20.
Koopmans, L., Bernaards, C. M., Hildebrandt, V. H., Vet, H. C., & Beek, A. J. (2014). Construct validity of the individual work performance questionnaire. Journal of Environmental Medicine, 56(3), 331-337.
Mehrabi, J., Javadi, M., Charmian, A., Zadeh, N., Tanhai, M. (2012). Studying relationship between organizational justice and employees’ performance case study: Damloran pharmaceutical company in borojerd, Iran. International Journal of Learning & Development, 2(2), 271-279.
Motowidlo, S. J., & Van Scotter, J. R. (1994). Evidence that task performance should be distinguished from contextual performance. Journal of Applied Psychology, 79(4), 475-480.
Nabatchi, T., Bingham, L., Good, D. (2007). Organizational justice and workplace mediation: A sixfactor model. International Journal of Conflict Management, 18(2), 148-174.
Nasurdin, A. M. (2007). Organizational justice as an antecedent of job performance. Gadjah Mada International Journal of Business, 9(3), 235-343.
Niehoff, B. P., & Moorman, R. H. (1993). Justice as a mediator of the relationship between methods of monitoring and organizational citizenship brhaviour. Academy of Management Journal, 36(3), 527-556.
Rad, A. M., & Yarmohammadian, M. H. (2006). A study of relationship between managers’ leadership style and employees’ job satisfaction. Leadership in Health Services, 19(2), 11-28.
Randeree, K. (2008). Organisational justice: Migrant worker perceptions in organizations in the United Arab Emirates. Journal of Business Systems, Governance and Ethics, 3(4), 59-69.
Shan, S., Ishaq, H. M., & Shaheen, M. A. (2015). impact of organizational justice on job performance in libraries. Emerald Insights, 36(1/2), 70-85.
Sonnentag, S., Volmer, J., & Spychala, A. (2008). Job performance. Micro approaches (Sage handbook of organization behavior), 1, 427-447.
Thibaut, J., & Walker, L. (1975). Procedural Justice: A Psychological Analysis. Hillsdale: Lawrence Erlbaum Associates.
Tremblay, M., Sire, B., & Balkin, D. B. (2000). The role of organizational justice in pay and employee benefit satisfaction, and its effects on work attitudes. Group and Organization Management, 25(3), 268-289.
Van Scotter, J. R., & Motowidlo, S. J. (1996). Interpersonal facilitation and job dedication as separate facets of contextual performance. Journal of Applied Psychology, 81(5), 525-531.
Downloads
Published
Issue
Section
License
Copyright (c) 2024 International Journal of Social Sciences & Educational Studies
International Journal of Social Sciences & Educational Studies applies the
Creative Commons Attribution-NonCommercial 2.0 Generic Licence (CC BY-NC 2.0)
