• Management & Information Systems Review
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• v.33 no.3
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• pp.105-128
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• 2014

This study attempted to examine the role of customers in service recovery process. There have been an argument regarding whether the role of customer in service failure situation 'buffer' or 'deteriorate'. Thus, the role of customer such as relationship quality and customer participation was discussed in this research. According to the result of study, (1) customers' perceived recovery have positive effect on positive emotion significantly. (2) customers' perceived distributional justice and interactional justice positively affected encounter satisfaction in the of recovery justice variable. However, whereas procedure justice has no effect on encounter satisfaction directly, there was indirect effect through customers' positive emotion. (3) As a result of the analysis for the effect of perception of recovery justice on recovery satisfaction, the effect of interactional justice was significant only. Distributional and procedural justice have indirect effect on recovery satisfaction through positive emotion or encounter satisfaction. (4) Customers' positive emotion positively affected encounter satisfaction and recovery satisfaction. (5) Relationship quality negatively moderated the relationship between procedural justice and positive emotion while customer participation positively moderated two paths that distributional justice to encounter satisfaction and interactional justice to recovery satisfaction.

• The Korean Journal of Applied Statistics
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• v.22 no.3
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• pp.463-477
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• 2009

This study was intended to examine the mediating roles of trust in CEO and supervisor on the relationships between organizational justice and employee behaviors. Data were collected from 4,055 employees across 18 different companies in Korea. Employees were asked to answer on a self-reported questionnaire. The two dimensions of organizational justice (i.e. procedural justice and distributive justice) were used. Employee behaviors were measured using counter-productive behavior and organizational citizenship behavior. Data were analyzed using a structural equation model. The hypothesized fully mediated model better fitted the data. Relative to distributive justice, procedural justice was more strongly related to both trust in CEO and trust in supervisor. But there were no significant differences in the degree of relationships between the two dimensions of trust and the two types of employee behaviors. These results showed that procedural justice is more important in enhancing trust in leader.

• Journal of Information Technology Services
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• v.18 no.4
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• pp.1-22
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• 2019

Companies have attempted to build a rational and future-oriented new personnel system in order to adapt and survive in a rapidly changing environment. Recently, Samsung, LG, SK, and CJ, which are large domestic corporations, have been introducing new types of simplified personnel systems competitively. Although there are several prior studies that tried to classify these simplified personnel systems from a strategic point of view, there is a lack of empirical research in terms of the specific types from the perspective of employees. Therefore, in this study, an empirical study on the simplified personnel system which has currently been highlighted was carried out. The relationship between perceived justice (i.e., distributive justice and procedural justice) and organizational effectiveness (i.e., organizational commitment and innovative behavior) were tested. In addition, the mediating role of cognitive attitude as well as the moderating role of cognitive intensity in the simplified personnel system were investigated. The results of structural equation model using 157 survey data show that both distributive and procedural justice have a positive effect on cognitive attitude toward the simplified personnel system, which in turn leads to increased organizational commitment and innovative behavior. Interestingly, it is found that cognitive intensity intensifies the effect of distributive justice on cognitive attitude, whereas it attenuates the influence of procedural justice as expected. This study is among one of the first empirical studies focusing on the simplified personnel system and expands the concept of related variables such as perceived justice, cognitive attitude, and cognitive intensity in this context. Moreover, by clarifying the causal relationship between perceived justice and organizational effectiveness through the roles of cognitive attitude and cognitive intensity, it could provide several practical implications to managers who are interested in the introduction and early settlement of simplified personnel systems in a successful manner.

• (The)Study of the Eastern Classic
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• no.66
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• pp.227-250
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• 2017

The Conception of the Dao(道) have a large number of implication. The Dao is Taoism's representative concept, also the Confucianists considered the Dao important. But relatively the Confucianists emphasize the way of Human(人道), Taoists stress the way of Heaven(天道) The Justice is the western philosophical conception. The Justice is necessary for the peace and prosperity in interindividual, inter-social, and international. If closely consider, We can explain the real nature of Justice from the Dao, and know practicing the Dao is namely practicing the Justice. In this paper, I studied the conception of Dao and it's meaning in the philosophy of Lao-tzu (B.C. 604?~531?) and Confucius(B.C. 552~479), and researched the method of practicing the Justice. Through this study, I ascertain that Confucian's the way of Human is the Benevolence(仁), practicing the Benevolence is namely practicing the Justice. And Lao-tzu's he way of Heaven is the real nature of Justice, Nature itself remained intact(無爲自然) is namely practicing the Justice.

• Asia-Pacific Journal of Business
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• v.13 no.1
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• pp.19-36
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• 2022

Purpose - Previous studies tried to find antecedents of innovative behavior. However, research on knowledge hiding behavior, psychological mechanism, and perception of organizational justice has been relatively limited. In this sense, this study has investigated the impact of organizational justice on employees' innovative behavior and explored the factors that affect the above relationship. Especially, this study tested the direct effect of organizational justice on innovative behavior. This study also examines the mediating roles of knowledge hiding behavior in this causal relationship. Moreover, the process of organizational justice to innovative behavior is assumed to be influenced by leadership style. Therefore, we examined the moderating effect of authentic leadership on the relationship between organizational justice and knowledge hiding behavior. Design/methodology/approach - For the empirical test, we collected data via a questionnaire survey of a sample of 252 employees from Korean firms. We conducted a hierarchical regression analysis to test hypotheses. Results - The results of the empirical analysis revealed that organizational justice was positively related to innovative behavior and negatively related to knowledge hiding behavior. The results also showed that knowledge hiding behavior negatively mediated the relationship between organizational justice and innovative behavior. In addition, we found the moderating role of authentic leadership. More importantly, we found that the conditional indirect effect of organizational justice on innovative behavior via knowledge hiding behavior was depending on authentic leadership. Uncovering the relationship between organizational justice and innovative behavior through the mediating role of knowledge hiding behavior and the moderated mediating role of authentic leadership has useful theoretical and practical implications. We also suggest directions for future research by providing several limitations.

• 한국체육학회지인문사회과학편
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• v.54 no.2
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• pp.253-267
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• 2015

This study investigated the effects of perceived organizational justice on innovation resistance among instructors in sport centers and examined the mediating effects of organizational trust on these relationships. Total 274 sport instructors participated in this study. The data were analyzed by structural equation modeling, and the results of this study were as follows: First, distributive justice had a negative effect on psychological resistance, while distributive justice had no significant effect on behavioral resistance. Second, procedural justice had a negative effect on psychological resistance and behavioral resistance. Third, both distributive justice and procedural justice had a positive effect on organizational trust. Fourth, organizational trust had a negative effect on psychological resistance and behavioral resistance. Fifth, organizational trust had a partial mediating effect on the relationship between distributive justice and psychological resistance and a full mediating effect on the relationship between distributive justice and behavioral resistance. Also, organizational trust had a partial mediating effect on the relationship between procedural justice and innovation resistance.

• Health Policy and Management
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• v.13 no.3
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• pp.71-90
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• 2003

The purpose of this study is to investigate the impacts of distributive and procedural justice on job satisfaction, professional commitment and organizational commitment among hospital physicians. The sample of this study consisted of 185 physicians from 8 general hospitals located in Metropolitan area and Youngnam area in Korea. Data were collected using self-administered questionnaires with the response rate of 40.2% and analyzed using hierarchical regression technique. The results of this study showed that procedural justice had a direct impact on job satisfaction, professional commitment and organizational commitment among hospital physicians, whereas distributive justice had no significant impact. The results imply that hospital administrators should take measures to establish procedural justice to increase job satisfaction, professional commitment and organizational commitment among hospital physicians.

• Management Science and Financial Engineering
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• v.2 no.1
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• pp.53-71
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• 1996

In the literature, it is pointed that distributive justice explains pay satisfaction and job satisfaction better than procedural justice, and procedural justice explains organizational commitment and researcher's evaluation about the supervisor better than distributive justice. We empirically tested if these findings are valid in R＆D institutes with the data collected from Korean R＆D professionals. It is found that the relations between the justices and the outcome variables are more complicated. The result of the analysis shows that distributive justice is also significantly related to organizational commitment, but not to job satisfaction, and procedural justice is also significantly related to pay satisfaction, and job satisfaction. Implications of the findings and possible influence of the R＆D setting are discussed.

• Journal of Applied Tourism Food and Beverage Management and Research
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• v.13 no.2
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• pp.71-89
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• 2002

To investigate effect of organization justice on organizational commitment, I surveyed the concept of organization justice, organizational commitment and organizational citizenship behavior and then I reviewed what formative factors of organization justice increased organizational commitment or what formative factors of organization justice and organizational commitment increased organizational citizenship behavior. The result of this study proved that organization justice and organizational commitment influenced organizational citizenship behavior a lot and the purpose of this study was carried out like following ; The formative factors of organization justice, that is, procedure fairness and distribution fairness come out by theoretical study influenced organization commitment and the formative factors of organization commitment, commitment about company and turnover influenced organizational citizenship behavior. In addition, the hypothesis that the higher the organization justice is, the higher the organizational commitment was positive. Therefore, in position control of restaurant employees, giving employees the motive of organization commitment as procedure fairness and distribution fairness control strictly enable employees to have citizenship about organization and enable employers to control employees effectively.

• Proceedings of the Korea Hospitality Industry Research Society Conference
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• 2002.11a
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• pp.31-46
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• 2002

To investigate effect of organization justice on organizational commitment, I surveyed the concept of organization justice, organizational commitment and organizational citizenship behavior and then I reviewed what formative factors of organization justice increased organizational commitment or what formative factors of organization justice and organizational commitment increased organizational citizenship behavior. The result of this study proved that organization justice and organizational commitment influenced organizational citizenship behavior a lot and the purpose of this study was carried out like following; The formative factors of organization justice, that is, procedure fairness and distribution fairness come out by theoretical study influenced organization commitment and the formative factors of organization commitment, commitment about company and turnover influenced organizational citizenship behavior. In addition, the hypothesis that the higher the organization justice is, the higher the organizational commitment was positive. Therefore, in position control of restaurant employees, giving employees the motive of organization commitment as procedure fairness and distribution fairness control strictly enable employees to have citizenship about organization and enable employers to control employees effectively.