Keywords : Organizational Justice


The Effect of Organizational Structure on Organizational Justice Perceptions of Employees

Mehtap Özsahin; Senay Yürür

International Journal of Organizational Leadership, 2018, Volume 7, Issue 4, Pages 440-453
DOI: 10.33844/ijol.2018.60290

The antecedents of perceived fairness of employees about their executives and organizations need to become evident because organizational justice results in both positive and negative changes in behaviours and attitudes of employees. Although, organizational justice refers to the employees’ perceptions about organizational structure and practices, the studies systematically examining organizational factors as antecedents of organizational justice are very rare. In this context, this survey aiming to search the effects of structural factors in terms of centralization and formalization on organizational justice perception of employees is expected to contribute to literature. The survey is conducted on 356 employees of 15 SMEs operating in manufacturing and service industry in Marmara Region-Turkey.  Data obtained from those 356 questionnaires were analysed through the AMOS statistical program. Confirmatory factor analysis (CFA) using AMOS 22.00 statistical programme is conducted to test construct validity and reliability. To test hypotheses, researchers employed structural equation modelling (SEM) with maximum likelihood estimation. Survey findings revealed a positive relationship between formalization level as a component of organizational structure and perceived organizational justice of employees, which is consistent with the previous studies in literature. The finding of this survey revealing a non-significant effect of centralization on procedural and distributive justice is inconsistent with the most of previous studies. However, two surveys conducted in Turkey about that issue had produced similar results strikingly. Thus, findings of a non-significant effect of centralization on procedural and distributive justice but a positive effect on interactional justice may have some Turkish culture-specific implications.

Leader-member exchange relationship and organizational justice: Moderating role of organizational change

Muzammal Ilyas Sindhu; Hafiz Mushtaq Ahmad; Shujahat Haider Hashmi

International Journal of Organizational Leadership, 2017, Volume 6, Issue 2, Pages 276-282
DOI: 10.33844/ijol.2017.60422

In modern world, there exists direct relation between leader-member exchange and organizational justice because if subordinates feel satisfied in availing benefits, they will improve organizational performance. Organizational change and modifications are necessary for availing competitive advantage and for survival. This study examined the impact of leader-member exchange relationship on organizational justice with moderating role of organizational change. Supervisors contribute to implement the changes as organization provides justice. Simple and multiple regression analysis were used as statistical technique. Top level managerial personnel have more authority to regulate positive changes for better performance. The findings revealed that there existed significant and positive relationship between LMX and organizational justice. Furthermore, organizational change showed negative moderating effect between LMX and organizational justice. The managerial implications we present may help to address how organizational contexts might be manipulated in an attempt to understand, reduce, and avoid the development of organizational change to produce more effective and successful change.