EXAMINING THE ASSOCIATION OF ORGANIZATIONAL JUSTICE, JOB MOTIVATION AND ORGANIZATIONAL CITIZENSHIP BEHAVIOR
Keywords:
Distributive Justice, Job Motivation, Organizational Citizenship Behavior, Organizational Justice, Procedural JusticeAbstract
This study has examined the chain collaboration of organizational justice and job motivation for the management of better performance of nurses through organizational citizenship behavior in the private hospitals, Hyderabad, Sindh. This study is explanatory in nature, which pursues to explain the collaboration of relationship of the variables that are setup for analysis. The respondents are nurses who have at least one-year experience in two private hospitals of Hyderabad. The stratified random sampling method was selected in this research study. The sample size was based on 234 nurses. The process of collection of data was finalized by using questionnaires. The Structural Equation Models (SEM) was used as an analytical tool for the testing of the hypothesis with the help of program analysis of moment structure (AMOS) version 24. The study found that the two factors of organizational justice named distributive and procedural has a positive and significant influence on the performance of nurses. The work motivation has also positive and significant influences on the performance of nurses concluding with Organizational Citizenship Behavior. As a result, the verdicts can be valuable for the two private hospitals specifically in Hyderabad region to develop the performance of nurses.
References
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Alhaji, I. A., & Yusoff, W. F. W. (2012). Does Motivational Factor Influence Organizational Commitment and Effectiveness? A review of Literature. Journal of Business Management and Economics, 3 (1), 1-9.
Allen, T. D., & Rush, M. C. (1998). The effects of organizational citizenship behavior on performance judgments: A field study and a laboratory experiment. Journal of Applied Psychology, 83(2), 247–260.
Ambrose, M. L., & Schminke, M. (2009). The role of overall justice judgments in organizational justice research: A test of mediation. Journal of Applied Psychology, 94, 491–500.
Ariani, D. W. (2012). Relationship Motives, Personality, and Organizational Citizenship Behaviour in Academic Staffs in Indonesia. international Journal of Business and Social Science, 3(20), 311–319.
Ariani, Dorothea W. (2012). Comparing motives of organizational citizenship behaviour between academic staffs universities and teller staffs banks in Indonesia. international Journal of Business and Management,7(1).
Ariani, D. W. (2012). Relationship Motives, Personality, and Organizational Citizenship Behaviour in Academic Staffs in Indonesia. international Journal of Business and Social Science, 3(20), 311–319.
Ariyani, I., Haerani, S., & Maupa, H. (2016). The Influence of Organizational Culture, Work Motivation and Working Climate on the Performance of Nurses through Job Satisfaction, Organizational Commitment and Organizational Citizenship Behaviour in the Private Hospitals in Jakarta, Indonesia. Scientific Research Journal (SCiRJ), iV(VII), 15–29.
Bateman, T. S., & Organ, D. W. (1983). Job satisfaction and the good soldier: The relationship between affect and employee citizenship. Academy of Management Journal, 26, 587–595.
Barbuto, J. E., & Scholl, R. W. (1999). Leaders motivation and perception of followers motivation as predictors of influence tactics used. Psychological Reports, 84, 1087-1098.
Barbuto, J. E., Fritz, S. M., & Marx, D. (2000). A field study of two measures of work motivation for predicting leaders’transformational behaviour. Psychological Reports, 86, 295-300.
Borman, W. C., Penner, L. A., Allen, T. D., & Motowidlo, S. J. (2001).Personality predictors of citizenship performance. international Journal of Selection and Assessment, 9, 52–69.
Beugre, C. D. (1998). Managing fairness in organizations. Westport CT: Greenwood Press.
Blau, P. M. (1964). Exchange and power in social life. New York: Wiley.
Chan, D. (1998). The conceptualization and analysis of change over time: An integrative approach incorporating longitudinal mean and covariance structures analysis (LMACS) and multiple indicator latent growth modelling (MLGM). Organizational ResearchMethods,1, 421-483.
Chan, S. H. J., & Lai, H. Y. I. (2017). Understanding the link between communication satisfaction, perceived justice and organizational citizenship behaviour. Journal of Business Research, 70, 214–223.
Cohen-Charash, Y., & Spector, P. E. (2001). The role of justice inorganizations: A meta-analysis. Organizational Behaviour and Human Decision Processes, 86(2), 278–321.
Colquitt, J. A., Conlon, D. E., Wesson, M. J., Porter, C. O., & Ng, K. Y.(2001). Justice at the millennium: A metanalytic review of 25years of organizational justice research. Journal of Applied Psychology, 86, 425-445.
Colquitt, J. A., Noe, R. A., & Jackson, C. L. (2002). Justice in teams: Antecedents and consequences of procedural justice climate. Personnel Psychology, 55, 83-109.
Colquitt, J. A., Scott, B. A., Rodell, J. B., Long, D. M., Zapata, C. P.,Conlon, D. E., Wesson, M. J. (2013). Justice at the millennium, a decade later: A meta-analytic test of social exchange and affect based perspectives. Journalof Applied Psychology, 98, 199-236.
Colquitt, J. A., Baer, M. D., Long, D. M., & Halvorsen-Ganepola, M. D.K. (2014). Scale indicators of social exchange: A comparison of relative content validity. Journal of Applied Psychology, 99, 599-618.
Colquitt, J. A., & Zipay, K. P. (2015). Justice, fairness, and employee reactions. Annual Review of Organizational Psychology and Organizational Behavior, 2, 11.1-11.25.
Cropanzano, R., & Mitchell, M. S. (2005). Social exchange theory: An interdisciplinary review. Journal of Management, 31, 874 -900.
Cropanzano, R., Byrne, Z. S., Bobocel, D. R., & Rupp, D. E. (2001).Moral virtues, fairness heuristics, social entities, and other denizens of organizational justice. Journal of Vocational Behavior, 58, 164-209.
Davila, M. C., & Finkelstein, M. A. (2013). Organizational Citizenship behaviour and wellbeing: preliminary results. International Journal of Applied Psychology, 3(3), 45-51.
Eisenberger, R., Huntington, R., Hutchison, S., & Sowa, D. (1986).Perceived organizational support. Journal of Applied Psychology,71, 500-507.
Fassina, N. E., Jones, D. A., & Uggerslev, K. (2008). Relationship cleanup time: Using meta analysis and path analysis to clarify relationships among job satisfaction, perceived fairness, and citizenship behaviours. Journal of Management, 34(2), 161–188.
Foa, E., & Foa, U. (1980). Resource theory: Interpersonal behaviour as exchange. In K. J. Gergen, M. S. Greenberg, & R. H. Willis(Eds.), Social exchange: Advances in theory and research: 77-94. New York: Plenum Press.
George, J. M., & Jones, G. R. (2000). The role of time in theory and theory building. Journal of Management, 26, 657-684.
Ghanbari, S., & Eskandari, A. (2013). Organizational Climate, Job Motivation and Organizational Citizenship Behavior international Journal of Management Perspective, 1(3), 1–14.
Greenberg, J., & Colquitt, J. A. (2005). In N. J. (Ed.), Handbook of organizational justice (eds.). Lawrence Erlbaum Associates.
Hausknecht, J. P., Sturman, M. C., & Roberson, Q. M. (2011). Justice asa dynamic construct: Effects of individual trajectories on distal work outcomes. Journal of Applied Psychology, 96, 872-880.
Ibrahim, M. A., & Aslinda, A. (2013). Relationship between Organizational Commitment and Organizational Citizenship Behaviour (OCB) at government owned corporation companies Journal of Public Administration and Governance.
Jiang, Z., Gollan, P. J., & Brooks, G. (2017). Relationships between organizational justice, organizational trust and organizational commitment: a cross-cultural study of China, South Korea and Australia. international Journal of Human Resource Management, 28(7), 973–1004. http://doi.org/10.1080/09585192.2015.1128457
Jones, D. A., & Skarlicki, D. P. (2013). How perceptions of fairness can change: A dynamic model of organizational justice. Organizational Psychology, 3, 138-160.
Karriker, J. H., & Williams, M. L. (2009). Organizational justice and organizational citizenship behavior: A mediated multifocal model. Journal of Management, 35(1), 112–135.
Konovsky, M. A. (2000). Understanding procedural justice and its impaction business organizations. Journal of Management, 26, 489-511.
Konovsky, M. A., & Pugh, S. D. (1994). Citizenship behaviour and social exchange. The Academy of Management Journal, 37(3), 656–669.Konovsky, M. A., & Organ, D. W. (1996). Dispositional and contextual determinants of organizational citizenship behavior Journal of Organizational Behavior, 17,253–266.
Lam, L. W., Loi, R., & Leong, C. (2013). Reliance and disclosure: How supervisory justice affects trust in supervisor and extra-role performance. Asia Pacific Journal of Management, 30, 231–249.
LePine, J. A., Erez, A., & Johnson, D. E. (2002). The nature anddimensionality of organizational citizenship behavior: A critical review and met analysis. Journal of Applied Psychology, 87(1), 52-65.
Leventhal, G.S. (1980). What should be done with equity theory, in K.J.Gergen, M.S. Greenberg and R.H. Illis (Eds.): Social Exchange: Advances in Theory and Research, 27–55. New York: Plenum.
Li, X., Zhang, J., Zhang, S., & Zhou, M. (2017). A multilevel analysis of the role of interactional justice in promoting knowledge-sharing behavior: The mediated role of organizational commitment. industrial Marketing Management, 62, 226–233. http://doi.org/10.1016/j.indmarman.2016.09.006
Lind, E. A., & Tyler, T. R. (1988).The social psychology of procedural justice. New York: Plenum.
Manzoor, Q. (2012). Impact of Employees Motivation on Organizational Effectiveness. European Journal of Business and Management,3, (3), 36-44.
Marsh, H. W., & Hocevar, D. (1985). Application of confirmatory factor analysis to the study of self-concept: First- and higher order factor models and their invariance across groups,. Psychological Bulletin, 97, 562–582.
Matta, F. K., Scott, B. A., Colquitt, J. A., Koopman, J., & Passantino, L.G. (2017). Is consistently unfair better than sporadically fair? An investigation of justice variability and stress. Academy of Management Journal, 60, 743-770.
Meyer, M., Ohana, M., & Stinglhamber, F. (2018). The impact of supervisor interpersonal justice on supervisor-directed citizenship behaviors in social enterprises: a moderated mediation model. international Journal of Human Resource Management, 29(20), 2927–2948.
Moorman, R. H. (1991). Relationship between organizational justice and organizational citizenship behaviors: Do fairness perceptions influence employee citizenship. Journal of Applied Psychology,76(6), 845–855.
Naumann, S. E., & Bennett, N. (2002). A case for procedural justice climate: Development and test of a multilevel model. Academy of Management Journal, 43, 881-889.
Niehoff, B. P., & Moorman, R. H. (1993). Justice as a mediator between methods of monitoring and organizational citizenship behaviorThe Academy of Management Journal,36, 527–556.
Organ, D. W. (1988). Organizational citizenship behavior: The good soldier syndrome. Lexington, MA: Lexington Books.
Organ, D. W., & Ryan, K. (1995). A met analytic review of attitudinal and dispositional predictors of organizational citizenship behavior Personnel psychology, 48(4), 775-802.
Organ, D. W. (1997). Organizational citizenship behavior: It’s construct clean-up time. Human Performance, 10,85-97.
Park, S., Sturman, M. C., Vanderpool, C., & Chan, E. (2015). Only time will tell: The changing relationships between LMX, job performance and justice. Journal of Applied Psychology, 100,660-680.
Pillai, R., Schriesheim, C. A., & Williams, E. S. (1999). Fairness perceptions and trust as mediators for transformational and transactional leadership: A two-sample study. Journal of Management, 25, 897–933.
Podsakoff, N. P., Whiting, S. W., Podsakoff, P. M., & Blume, B. D. (2009).Individual-and Organizational level consequences of organizational citizenship behaviors: A meta-Analysis. Journal of Applied Psychology, 94(1), 122-141.
Rizwan, K. U., Farooq, S. U., & Ullah, M. (2010). The Relationship Between rewards and Employee Motivation in Commercial Banks of Pakistan. Research Journal of international Studies,14, 37-52.
Rubenstein, A. L., Allen, D. G., & Bosco, F. A. (2017). What’s Past (and Present)Is Prologue: Interactions Between Justice Levels and Trajectories Predicting Behavioral Reciprocity. Journal of Management, XX(X),014920631772810. http://doi.org/10.1177/0149206317728107
Scott, B. A., Garza, A., Conlon, D. E., & Kim, Y. J. (2014). Why do managers act fairly in the first place? A daily investigation of hot and cold motives and discretion. Academy of Management Journal, 57, 1571-1591.
Shah, N., Anwar, S., Iran Z., (2017). The impact of organisational justice on ethical behaviour. international Journal of Business innovation and Research,12(2), 240–258.
Singh, S. K., & Singh, A. P. (2019). Interplay of organizational justice, psychological empowerment, organizational citizenship behavior, and job satisfaction in the context of circular economy. Management Decision, 57(4), 937–952.
Smith, P. C., Kendall, L., & Hulin, C. L. (1969). The measurement of satisfaction in work and retirement. Chicago, IL: Rand McNally.
Thibaut, J. and Walker, L. (1975) Procedural Justice: A Psychological Analysis, Hillsdale, NJ: Lawrence Erlbaum Associates.
Vainieri, M., Ferre, F., Giacomelli, G., & Nuti, S. (2017). Explaining performance in health care: How and when top management competencies make the difference. Health Care Management Review, 1–12.
Williams, S., Pitre, R., & Zainuba, M. (2002). Justice and organizational citizenship behavior intentions: Fair rewards versus fair treatment. Journal of Social Psychology, 142, 33–44.
Wong, Y. T., Ngo, H. Y., & Wong, C. S. (2006). Perceived organizational justice, trust, and Ocb: A study of Chinese workers in joint ventures and state-owned enterprises. Journal of World Business,41, 344–355.
Wu, I. L., & Chiu, M. L. (2018). Examining supply chain collaboration with determinants and performance impact: Social capital, justice, andt echnology use perspectives. international Journal of information Management, 39, 5–19. http://doi.org/10.1016/j.ijinfomgt.2017.11.004.
Zapata-Phelan, C. P., Colquitt, J. A., Scott, B. A., & Livingston, B. (2009).Procedural justice, interactional justice, and task performance:The mediating role of intrinsic motivation. Organizational Behavior and Human Decision Processes, 108(1), 93–105.
Alhaji, I. A., & Yusoff, W. F. W. (2012). Does Motivational Factor Influence Organizational Commitment and Effectiveness? A review of Literature. Journal of Business Management and Economics, 3 (1), 1-9.
Allen, T. D., & Rush, M. C. (1998). The effects of organizational citizenship behavior on performance judgments: A field study and a laboratory experiment. Journal of Applied Psychology, 83(2), 247–260.
Ambrose, M. L., & Schminke, M. (2009). The role of overall justice judgments in organizational justice research: A test of mediation. Journal of Applied Psychology, 94, 491–500.
Ariani, D. W. (2012). Relationship Motives, Personality, and Organizational Citizenship Behaviour in Academic Staffs in Indonesia. international Journal of Business and Social Science, 3(20), 311–319.
Ariani, Dorothea W. (2012). Comparing motives of organizational citizenship behaviour between academic staffs universities and teller staffs banks in Indonesia. international Journal of Business and Management,7(1).
Ariani, D. W. (2012). Relationship Motives, Personality, and Organizational Citizenship Behaviour in Academic Staffs in Indonesia. international Journal of Business and Social Science, 3(20), 311–319.
Ariyani, I., Haerani, S., & Maupa, H. (2016). The Influence of Organizational Culture, Work Motivation and Working Climate on the Performance of Nurses through Job Satisfaction, Organizational Commitment and Organizational Citizenship Behaviour in the Private Hospitals in Jakarta, Indonesia. Scientific Research Journal (SCiRJ), iV(VII), 15–29.
Bateman, T. S., & Organ, D. W. (1983). Job satisfaction and the good soldier: The relationship between affect and employee citizenship. Academy of Management Journal, 26, 587–595.
Barbuto, J. E., & Scholl, R. W. (1999). Leaders motivation and perception of followers motivation as predictors of influence tactics used. Psychological Reports, 84, 1087-1098.
Barbuto, J. E., Fritz, S. M., & Marx, D. (2000). A field study of two measures of work motivation for predicting leaders’transformational behaviour. Psychological Reports, 86, 295-300.
Borman, W. C., Penner, L. A., Allen, T. D., & Motowidlo, S. J. (2001).Personality predictors of citizenship performance. international Journal of Selection and Assessment, 9, 52–69.
Beugre, C. D. (1998). Managing fairness in organizations. Westport CT: Greenwood Press.
Blau, P. M. (1964). Exchange and power in social life. New York: Wiley.
Chan, D. (1998). The conceptualization and analysis of change over time: An integrative approach incorporating longitudinal mean and covariance structures analysis (LMACS) and multiple indicator latent growth modelling (MLGM). Organizational ResearchMethods,1, 421-483.
Chan, S. H. J., & Lai, H. Y. I. (2017). Understanding the link between communication satisfaction, perceived justice and organizational citizenship behaviour. Journal of Business Research, 70, 214–223.
Cohen-Charash, Y., & Spector, P. E. (2001). The role of justice inorganizations: A meta-analysis. Organizational Behaviour and Human Decision Processes, 86(2), 278–321.
Colquitt, J. A., Conlon, D. E., Wesson, M. J., Porter, C. O., & Ng, K. Y.(2001). Justice at the millennium: A metanalytic review of 25years of organizational justice research. Journal of Applied Psychology, 86, 425-445.
Colquitt, J. A., Noe, R. A., & Jackson, C. L. (2002). Justice in teams: Antecedents and consequences of procedural justice climate. Personnel Psychology, 55, 83-109.
Colquitt, J. A., Scott, B. A., Rodell, J. B., Long, D. M., Zapata, C. P.,Conlon, D. E., Wesson, M. J. (2013). Justice at the millennium, a decade later: A meta-analytic test of social exchange and affect based perspectives. Journalof Applied Psychology, 98, 199-236.
Colquitt, J. A., Baer, M. D., Long, D. M., & Halvorsen-Ganepola, M. D.K. (2014). Scale indicators of social exchange: A comparison of relative content validity. Journal of Applied Psychology, 99, 599-618.
Colquitt, J. A., & Zipay, K. P. (2015). Justice, fairness, and employee reactions. Annual Review of Organizational Psychology and Organizational Behavior, 2, 11.1-11.25.
Cropanzano, R., & Mitchell, M. S. (2005). Social exchange theory: An interdisciplinary review. Journal of Management, 31, 874 -900.
Cropanzano, R., Byrne, Z. S., Bobocel, D. R., & Rupp, D. E. (2001).Moral virtues, fairness heuristics, social entities, and other denizens of organizational justice. Journal of Vocational Behavior, 58, 164-209.
Davila, M. C., & Finkelstein, M. A. (2013). Organizational Citizenship behaviour and wellbeing: preliminary results. International Journal of Applied Psychology, 3(3), 45-51.
Eisenberger, R., Huntington, R., Hutchison, S., & Sowa, D. (1986).Perceived organizational support. Journal of Applied Psychology,71, 500-507.
Fassina, N. E., Jones, D. A., & Uggerslev, K. (2008). Relationship cleanup time: Using meta analysis and path analysis to clarify relationships among job satisfaction, perceived fairness, and citizenship behaviours. Journal of Management, 34(2), 161–188.
Foa, E., & Foa, U. (1980). Resource theory: Interpersonal behaviour as exchange. In K. J. Gergen, M. S. Greenberg, & R. H. Willis(Eds.), Social exchange: Advances in theory and research: 77-94. New York: Plenum Press.
George, J. M., & Jones, G. R. (2000). The role of time in theory and theory building. Journal of Management, 26, 657-684.
Ghanbari, S., & Eskandari, A. (2013). Organizational Climate, Job Motivation and Organizational Citizenship Behavior international Journal of Management Perspective, 1(3), 1–14.
Greenberg, J., & Colquitt, J. A. (2005). In N. J. (Ed.), Handbook of organizational justice (eds.). Lawrence Erlbaum Associates.
Hausknecht, J. P., Sturman, M. C., & Roberson, Q. M. (2011). Justice asa dynamic construct: Effects of individual trajectories on distal work outcomes. Journal of Applied Psychology, 96, 872-880.
Ibrahim, M. A., & Aslinda, A. (2013). Relationship between Organizational Commitment and Organizational Citizenship Behaviour (OCB) at government owned corporation companies Journal of Public Administration and Governance.
Jiang, Z., Gollan, P. J., & Brooks, G. (2017). Relationships between organizational justice, organizational trust and organizational commitment: a cross-cultural study of China, South Korea and Australia. international Journal of Human Resource Management, 28(7), 973–1004. http://doi.org/10.1080/09585192.2015.1128457
Jones, D. A., & Skarlicki, D. P. (2013). How perceptions of fairness can change: A dynamic model of organizational justice. Organizational Psychology, 3, 138-160.
Karriker, J. H., & Williams, M. L. (2009). Organizational justice and organizational citizenship behavior: A mediated multifocal model. Journal of Management, 35(1), 112–135.
Konovsky, M. A. (2000). Understanding procedural justice and its impaction business organizations. Journal of Management, 26, 489-511.
Konovsky, M. A., & Pugh, S. D. (1994). Citizenship behaviour and social exchange. The Academy of Management Journal, 37(3), 656–669.Konovsky, M. A., & Organ, D. W. (1996). Dispositional and contextual determinants of organizational citizenship behavior Journal of Organizational Behavior, 17,253–266.
Lam, L. W., Loi, R., & Leong, C. (2013). Reliance and disclosure: How supervisory justice affects trust in supervisor and extra-role performance. Asia Pacific Journal of Management, 30, 231–249.
LePine, J. A., Erez, A., & Johnson, D. E. (2002). The nature anddimensionality of organizational citizenship behavior: A critical review and met analysis. Journal of Applied Psychology, 87(1), 52-65.
Leventhal, G.S. (1980). What should be done with equity theory, in K.J.Gergen, M.S. Greenberg and R.H. Illis (Eds.): Social Exchange: Advances in Theory and Research, 27–55. New York: Plenum.
Li, X., Zhang, J., Zhang, S., & Zhou, M. (2017). A multilevel analysis of the role of interactional justice in promoting knowledge-sharing behavior: The mediated role of organizational commitment. industrial Marketing Management, 62, 226–233. http://doi.org/10.1016/j.indmarman.2016.09.006
Lind, E. A., & Tyler, T. R. (1988).The social psychology of procedural justice. New York: Plenum.
Manzoor, Q. (2012). Impact of Employees Motivation on Organizational Effectiveness. European Journal of Business and Management,3, (3), 36-44.
Marsh, H. W., & Hocevar, D. (1985). Application of confirmatory factor analysis to the study of self-concept: First- and higher order factor models and their invariance across groups,. Psychological Bulletin, 97, 562–582.
Matta, F. K., Scott, B. A., Colquitt, J. A., Koopman, J., & Passantino, L.G. (2017). Is consistently unfair better than sporadically fair? An investigation of justice variability and stress. Academy of Management Journal, 60, 743-770.
Meyer, M., Ohana, M., & Stinglhamber, F. (2018). The impact of supervisor interpersonal justice on supervisor-directed citizenship behaviors in social enterprises: a moderated mediation model. international Journal of Human Resource Management, 29(20), 2927–2948.
Moorman, R. H. (1991). Relationship between organizational justice and organizational citizenship behaviors: Do fairness perceptions influence employee citizenship. Journal of Applied Psychology,76(6), 845–855.
Naumann, S. E., & Bennett, N. (2002). A case for procedural justice climate: Development and test of a multilevel model. Academy of Management Journal, 43, 881-889.
Niehoff, B. P., & Moorman, R. H. (1993). Justice as a mediator between methods of monitoring and organizational citizenship behaviorThe Academy of Management Journal,36, 527–556.
Organ, D. W. (1988). Organizational citizenship behavior: The good soldier syndrome. Lexington, MA: Lexington Books.
Organ, D. W., & Ryan, K. (1995). A met analytic review of attitudinal and dispositional predictors of organizational citizenship behavior Personnel psychology, 48(4), 775-802.
Organ, D. W. (1997). Organizational citizenship behavior: It’s construct clean-up time. Human Performance, 10,85-97.
Park, S., Sturman, M. C., Vanderpool, C., & Chan, E. (2015). Only time will tell: The changing relationships between LMX, job performance and justice. Journal of Applied Psychology, 100,660-680.
Pillai, R., Schriesheim, C. A., & Williams, E. S. (1999). Fairness perceptions and trust as mediators for transformational and transactional leadership: A two-sample study. Journal of Management, 25, 897–933.
Podsakoff, N. P., Whiting, S. W., Podsakoff, P. M., & Blume, B. D. (2009).Individual-and Organizational level consequences of organizational citizenship behaviors: A meta-Analysis. Journal of Applied Psychology, 94(1), 122-141.
Rizwan, K. U., Farooq, S. U., & Ullah, M. (2010). The Relationship Between rewards and Employee Motivation in Commercial Banks of Pakistan. Research Journal of international Studies,14, 37-52.
Rubenstein, A. L., Allen, D. G., & Bosco, F. A. (2017). What’s Past (and Present)Is Prologue: Interactions Between Justice Levels and Trajectories Predicting Behavioral Reciprocity. Journal of Management, XX(X),014920631772810. http://doi.org/10.1177/0149206317728107
Scott, B. A., Garza, A., Conlon, D. E., & Kim, Y. J. (2014). Why do managers act fairly in the first place? A daily investigation of hot and cold motives and discretion. Academy of Management Journal, 57, 1571-1591.
Shah, N., Anwar, S., Iran Z., (2017). The impact of organisational justice on ethical behaviour. international Journal of Business innovation and Research,12(2), 240–258.
Singh, S. K., & Singh, A. P. (2019). Interplay of organizational justice, psychological empowerment, organizational citizenship behavior, and job satisfaction in the context of circular economy. Management Decision, 57(4), 937–952.
Smith, P. C., Kendall, L., & Hulin, C. L. (1969). The measurement of satisfaction in work and retirement. Chicago, IL: Rand McNally.
Thibaut, J. and Walker, L. (1975) Procedural Justice: A Psychological Analysis, Hillsdale, NJ: Lawrence Erlbaum Associates.
Vainieri, M., Ferre, F., Giacomelli, G., & Nuti, S. (2017). Explaining performance in health care: How and when top management competencies make the difference. Health Care Management Review, 1–12.
Williams, S., Pitre, R., & Zainuba, M. (2002). Justice and organizational citizenship behavior intentions: Fair rewards versus fair treatment. Journal of Social Psychology, 142, 33–44.
Wong, Y. T., Ngo, H. Y., & Wong, C. S. (2006). Perceived organizational justice, trust, and Ocb: A study of Chinese workers in joint ventures and state-owned enterprises. Journal of World Business,41, 344–355.
Wu, I. L., & Chiu, M. L. (2018). Examining supply chain collaboration with determinants and performance impact: Social capital, justice, andt echnology use perspectives. international Journal of information Management, 39, 5–19. http://doi.org/10.1016/j.ijinfomgt.2017.11.004.
Zapata-Phelan, C. P., Colquitt, J. A., Scott, B. A., & Livingston, B. (2009).Procedural justice, interactional justice, and task performance:The mediating role of intrinsic motivation. Organizational Behavior and Human Decision Processes, 108(1), 93–105.
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2020-06-01
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Anwar, D. S., Memon, H., & Jamali, D. N. M. (2020). EXAMINING THE ASSOCIATION OF ORGANIZATIONAL JUSTICE, JOB MOTIVATION AND ORGANIZATIONAL CITIZENSHIP BEHAVIOR. Journal of Business Strategies, 14(1), 99–122. Retrieved from https://greenwichjournals.com/index.php/businessstudies/article/view/418
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