دانلود رایگان مقاله انگلیسی عدالت سازمانی و نتایج کار در منطقه کردستان عراق - نشریه امرالد

Abstract

Purpose – The purpose of this paper is to investigate the main and interaction effects of organizational justice components as they pertain to job performance and satisfaction in an Eastern region. Design/methodology/approach – Data were gathered utilizing a sample of 402 employee-manager dyads working for various institutions of higher education in the Kurdistan Region of Iraq. Hierarchical regression analyses and relative weight analysis were used to test the research hypotheses. Findings – The results indicated that perceived distributive, procedural, and interactional justice all contribute to employee job satisfaction and job performance, and that among the justice components, interactional justice was more strongly related to job satisfaction and job performance. The results also showed that interactional justice interacts with distributive justice to affect job performance. Research limitations/implications – Although data were gathered from two sources, all data were collected at a single point in time, which may raise a concern about common method variance. Practical implications – Managers who try to enhance employees’ perceptions of organizational justice are advised to constantly develop and evaluate the way they treat their employees, especially in terms of social aspects such as dignity, support, and respect. Originality/value – This study is the first work in the Kurdistan Region or Iraq as a whole that investigates organizational justice as it pertains to work outcomes.

Conclusions and implications for managers

Despite the limitations noted in the previous section, this work has achieved its aim. The results support the relationships between organizational justice perceptions and job performance and job satisfaction, and among the components of organizational justice, interactional justice was more strongly related to job satisfaction and job performance. By investigating the interaction effects of the three justice components with one another in relation to work outcomes, this work concluded that interactional justice interacts with distributive justice to affect job performance, providing further evidence for the main and interaction effects of justice components in an eastern context.

The current work also reveals crucial implications for managers in the KRI. Managers must concentrate on all components of organizational justice, particularly interactional justice. When managers implement procedures at work, it is necessary to constantly develop and evaluate the way employees are treated, especially in terms of social aspects such as dignity, support, and respect. A manager with a western background may believe that if procedures are explicit and clear, employees will perceive the outcome as fair, and probably place more emphasis on procedural justice (Van Dijke et al., 2012). Procedural justice may be ensured through this practice, but will not necessarily result in well-performing and satisfied employees. The findings revealed that employees care more about the way managers treat them than the way managers describe and implement procedures. Accordingly, managers need to ensure a fair environment nurtured by interactional justice, because the quality of interactions and exchanges between employees and their immediate managers is crucial to perform better and to feel more satisfied (Cohen-Charash and Spector, 2001; Suliman and Kathairi, 2013). The demonstrated interaction effect between distributive and interactional justice on job performance suggests that treating employees with respect and providing sound explanations yields a salient impact on job performance, especially when employees perceive a low level of distributive justice. Employees not only perform well due to how much rewards or outcomes they get, but also how they are interpersonally treated when decisions are made about distributing rewards and outcomes.