The impacts of organizational justice perception on employees' behavioral outcomes in Hong Kong

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The impacts of organizational justice perception on employees' behavioral outcomes in Hong Kong

 

Author: Wong, Wai-wah Angela
Title: The impacts of organizational justice perception on employees' behavioral outcomes in Hong Kong
Degree: D.B.A.
Year: 2003
Subject: Hong Kong Polytechnic University -- Dissertations
Organizational justice
Organizational effectiveness
Employees -- Attitudes
Department: Graduate School of Business
Pages: x, 202 leaves : ill. (some col.) ; 30 cm
Language: English
InnoPac Record: http://library.polyu.edu.hk/record=b1726536
URI: http://theses.lib.polyu.edu.hk/handle/200/2742
Abstract: The topic of fairness in the workplace has been termed "organizational justice" (Greenberg, 1990). This study aims to provide an integrated view of organizational justice perceptions and their impact on a comprehensive set of employees' behavioral outcomes. Prior empirical research on perceptions of organizational justice shows that justice perceptions have profound effects on a wide variety of organizational attitudes and behaviors. There is a growing research interest in treating interactional justice as the third type of organizational justice variable, distinct from distributive justice and procedural justice. However, there has been little research in a Chinese setting specifically considering interactional justice. This is perhaps surprising, given the relationship-centred culture and personalism of the Chinese people. Based on the 'fairness interpretation of OCB' of Organ & Konovsky (1989) and the EVLN (Exit-Voice-Loyalty-Neglect) typology of Hagedoorn et al.(1999), my study proposed a notion of "fairness interpretation of EVLN responses", underpinned by general exchange theory. My study replicated largely the research strategy of Brockner et al.(2000). Building upon this premise, my research hypothesized that organizational justice perceptions directly and negatively influence employees' behavioral outcomes namely exit, aggressive voice, considerate voice and neglect, with interactional justice as the first-level moderator on the justice-outcome relationships in view of the salience of personalism in the Chinese culture, and with power distance as the second-level moderator on the interactive relationships since power distance has received empirical support in prior Hong Kong studies on moderating the justice-outcome relationships. To critically assess the distinct moderating effect of interactional justice on the distributive justice-outcome relationships, procedural justice was taken as an alternative moderator for comparison purpose. My conceptual model was tested with a sample of alumni members of a local university. The results generally support the salience of interactional justice in Chinese society. The. findings indicated that both interactional justice and distributive justice had direct significant impacts on exit; interactional justice was negatively related to aggressive voice-supervisor but positively to considerate voice. Interactional justice negatively moderated the relationship between distributive justice and exit but, contrary to expectation, the negative link was stronger when interactional justice was high than when interactional justice was low. Contradictory to the conventional wisdom about compensatory effects of interactional justice and distributive justice, the reverse finding of my study suggests these variables as complementary rather than substitutes. It is the presence of both high interactional justice and high distributive justice that appears to strongly influence exit, probably because employees interpret justice in an overall sense. Perhaps justice perceptions are best examined as congruent parts of a system, rather than compensatory elements. This may be especially true for a highly mistrusting society like Hong Kong. Such an explanation can also be applied to my findings on other relationships such as the moderating effects of interactional justice on the relationship between distributive justice and aggressive voice-supervisor. To conclude, it is hoped that this research can provide insights to organizations on enhancing organizational effectiveness by comprehending how employees respond behaviorally to perceived organizational justice.

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