Factors and Impacts of Organizational Justice
Introduction
Work-related problems have always been the main point of concern in organization justice. Human resources as a form of capital in an organization has always been one of the most crucial investments.it is clear that if an organization possesses the most skilled and committed personnel, it produces quality and productive work. What is required of an organization is the provision of fair procedures to the workforce, facilitate healthy interactions, and ensure equitable distribution of organizational resources among the employees.
Statement of Problem
In the recent past, many organizations that tend to ignore these directions are faced by workforce problems such as absenteeism, low productivity, and high turnover ratio, in which the total effect is a negative impact on the organization’s organizational justice comes to rescue. It has proven to have implications for work-related outcomes in an organization (Al-Yahya, 385). The research below demonstrates the causes, effects, and extent of organizational justice in various organizations and possible recommendations in mitigating the challenges.
Literature Review
Organizational justice is an integral part of corporate research. It forms the bases for the perception of fairness between the organization output and to an individual in terms of salary, promotions, and distribution of workload. It incorporates other forms of justice in the organization such as distributive justice, procedural justice, and interactional justice (Al-Yahya, 401) Distributive justice is a measure of fairness employees receive concerning the distribution of resources and its outcomes.
This is the law that determines employees’ perception of equity and justice in the dealings of the organization. Regarding procedural justice, the magnitude of perceived fairness is portrayed in outcomes of decisions made if they are free from bias. (Cowherd & David, 303) says that the critical question stands whether these decisions conform to personal or prevailing standards of ethics and molarity. Therefore, the opinion of a particular group is seen to be affected by the decision made if the group had been taken into account. Fairness perceived various interpersonal relationships and communications relative to organizational procedures are covered under interactional justice. The method and impact of communication are treated civilly to gauge if the effect the nature of its results to different members of the organization.
Research concerning organizational justice came up with the conclusion that people are probably less satisfied with unfairly perceived outcomes compared to those observed on fair proceedings (Cowherd & David, 311). As a result, the gain to these organizations is mainly power performance and decreased efficiency to the members due to the general nature of the individual. Demonstrate an understanding of formulating the business problem, context, and ways of collecting data to the elimination of a negative attitude as well as psychological impacts. Job satisfaction is the pleasurable or positive emotional state resulting from appraisal from one opportunity and accounts attitudinal organizational; therefore, organizational justice can be taken as a situation. Another result is corporate commitments is the extent to which an employee is connected to the organization. The employees may either have a strong belief in an organization’s goals and values. The individual willingness is also gauged as a measure of organizational justice. Lack of free will in the workers is as severe as it can lead to collapsing of the organization. (Cowherd & David, 311). In addition to the willingness, the customer performance evaluation is crucial as it compares the individual output to other people in their position.
Organizational justice has been perceived as a fair treatment predictor of employees’ level of satisfaction. (Porter Steers & Mowday 228) explains that the empirical study of an organization is the mediator of the relationship between leaders and the members of the specific organization. In addition to this, it is a measure of employee job satisfaction. Satisfaction has been directly connected to distributive justice as it affects both the organization; therefore, a well set up organization justice impacts positively to both job satisfaction and organizational commitment. Several factors determine the outcome of corporate justice perception. Among them includes the power distance, influence power-sharing, and skill utilization. The power distance shows the degree to which less powerful members of the organization expect and accept the power that is distributed relatively from top ranks to them. Many privileges are reserved for the prime ranking members, while the others act as subordinate and tend to be reverential towards their supervisors (Porter Steers & Mowday 229). The low power distance has minimized the status discrepancies.
In an influence power-sharing, the organization employees participation in decision making and matters affecting the organization. Employee involvement has been among the measures of organizational justice and has worked miracles in meeting the organization’s goals and values. It is associated with success, job satisfaction, motivation, and commitment to authorize the actions that you will conduct, thus motivates the employees. Skill utilization it the degree of congruency between the individual’s skills and an opportunity to utilize one’s skills in that organization. It is evident that when an ability is unutilized or underutilized, the overall result is lost. Motivating factors and needs behind the skill utilization come with self-actualization, job satisfaction, and employee empowerment. Skill utilization is directly proportional to the results obtained from a specific employee (Porter Steers & Mowday, 231). Efficient skill utilization is associated with sound mental health.
Research Hypothesis
The nature of the relationship between various variables is determined by setting up a tentative answer to the variables in question and testing the work-related results. Below is the list of hypotheses to be tested. It is considering organization justice to be a representation of its usual parameter (Cowherd & David, 314) (distributive, procedural, and interactional justice).
- Organizational justice has a positive relationship with work-related outcomes.
- Performance has a positive relationship with distributive, procedural and interactional justice
- Affective commitment to an organization has a relationship with organizational justice.
- Organizational justice positively impacts skill utilization.
- Distributive justice has a negative relationship with skill utilization.
- Distributive and interactional judgments have a relationship with power distance.
- Organization justice parameters (procedural, interactional, and distributive) have a relationship with the influence of power.
Research Methods
The primary reason for the research is to investigate the impact of organizational justice as a whole on power distance utilization of skill, employees’ justice perception model on employees’ work-related attitude, and behavior, including job satisfaction and performance intentions. A group of 20 researchers is selected to interview different organizations after asking for permission from relevant organizations’ authorities. Guide questions are formulated to enable researchers to stick to the point of research without bias. A total of 80 questionnaires were expressed and distributed among four government organizations as interviews would not be recommended due to the disruption of the working schedule. Interviews would not be effective in government offices. The questionnaires comprised of ten open-ended questions. Seventy of these questionnaires were returned, and the total response rate of 85% was perceived. Eleven questionnaire samples were eliminated as they missed crucial information. Therefore, 75% of questionnaires were available for hypothesis testing.
Data analysis
Different hypothesis testing was set up, basing the arguments on demographic values collected during the research. Various measures of central tendency were calculated to be utilized in hypothesis testing. Among the basic parameters that were computed include. Age, job function, overall work experience in years, the gender of different participants, monthly income, and the area they come from and also academic and professional qualifications.
The finding indicated that respective organizations could utilize overall skills abilities and work experiences of employees. This was noted in more than 60% of the organizations and government institutions. In the majority of the organization, people word in their fields of specialization. When the hypothesis testing was done by subjecting it to correlation models, the results showed that there is a strong negative relationship between influence power-sharing, power distance, and skill utilization. There is a positive correlation between performance and the magnitude of commitment (Schappe). Therefore we fail to reject the hypothesis that there is a positive relationship between organizational justice and power influence the continuum model. Hence, lack of skill utilization translates to adverse effects on an organization. Schappe described the use of the regression model of data analysis and hypothesis testing tool when the regression was used; it failed to reject the null hypothesis that organizational justice has a relationship with work-related outcomes such as affective commitment. Also, the regression model estimated that there exists a negative correlation between distributive judgments and power distance.
Research Implications and Recommendations
The research parameters show the cause and effect of organizational justice in various government organizations. The work-related outcomes and other associated factors run the government. The generated results indicate that public sectors, as well as other organizations sectors, use organizational justice, in job stratification performance and commitment. This justice determines the relationships in an organization to influence power-sharing and skill utilization (Fernandes & Awamleh, 704). The organization justice should be put in place in many organizations to enhance performance as it provides insight for public administrators and policy-making in various organizations. The human resource in multiple organizations should train the managers on the job to influence power-sharing variables. The study on organizational justice provides guidelines for managers to reduce organizational problems that bring about losses, such as high employee turnover, absenteeism, and low productivity (Fernandes & Awamleh, 707). It’s also efficient in increasing employee satisfaction, performance, and organizational commitment, which ensures the survival of an organization.
Conclusion
Organizational justice has brought harmony among many organizations to enable employees to perceive fairness at different levels in the workplace. Its branches are distributive, procedural, interactional, and informational justice. Interpersonal relationships in various organizations have upgraded the research works to multilevel standards to enable exploration of new perceptions of justice within the working groups in an organization. Contemporary justice research examines the reasons why employees protect from exploitation. Organizational justice promotes positive organizational behavior as it improves corporate function, individual performance
Work Cited
Al-Yahya, Khalid O. “Power-influence in decision making, competence utilization, and organizational culture in public organizations: The Arab world in comparative perspective.” Journal of Public Administration Research and Theory 19.2 (2009): 385-407.
Cowherd, Douglas M., and David I. Levine. “Product quality and pay equity between lower-level employees and top management: An investigation of distributive justice theory.” Administrative Science Quarterly (1992): 302-320.
Fernandes, C. & Awamleh, R. (1986). “Impact of Organizational Justice in an Expatriate Work Environment,” Management Research News, Vol. 29 No. 11, pg 701-712
Porter, L.W., Steers, R. M., Mowday. (1979). The measurement of organizational commitment. Journal of Vocational Behavior, 14, pp. 224-247
Schappe, S. (1998). Understanding Employee Job Satisfaction: The Importance of Procedural and Distributive Justice. Journal of Business and Psychology