• East Asian Journal of Business Economics (EAJBE)
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• v.1 no.1
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• pp.1-7
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• 2013

Purpose: Organizational justice is not considered as objective variable, but considerably, it is the employee's perceptions about an organization. Since the last four decades, researchers endorsed the significant importance of organizational justice on motivation and work behaviours like turnover intentions, trust, motivation, organizational commitment, job satisfaction, in-role and organizational citizenship behaviour. Accordingly, scant literature is available on procedural justice - organizational citizenship behaviour via mediating role of leader-member exchange (LMX) in higher education context especially in Asian countries like Pakistan. Research Design, Data and Methodology: Cross - sectional study design was used and data was collected from the 452 permanent and contractual teaching faculty serving in different positions at private and public sector degree awarding institutes / universities accredited by Higher Education Commission (HEC) of Pakistan. Mediated regression analysis, as proposed by Baron and Kenny (1986), was employed to address the research hypothesis. Results: Results showed that procedural justice and LMX was positively impacted on OCB and LMX also fully mediates the relationship of procedural justice and organizational citizenship behaviour (OCB). Conclusion: The result indicated that LMX fully mediates the relationship of procedural justice and organizational citizenship behaviour.

• Journal of Korea Society of Digital Industry and Information Management
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• v.15 no.3
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• pp.207-223
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• 2019

This study aims to explore the casual relation between construction company employees' Self-Leadership and two variables: Organization Citizenship Behaviour and Organizational Trust through Psychology Empowerment. To explain in details, this study examines how the independent variable, Self Leadership, with its behavior-focused, natural reward and constructive thought pattern strategies, affects the dependent variable, Organization Citizenship Behavior and Organizational Trust through the intervening variable, Psychology Empowerment. A survey was conducted on current employees of construction companies in metropolitan areas to empirically examine the research model. The result of study hypothesis on Self-Leadership is as follows; first, Self-Leadership showed a positive effect on Psychology Empowerment, Organization Citizenship Behaviour and Organizational Trust. Second, Psychology Empowerment showed a positive effect on Organization Citizenship Behaviour. Third, Psychology Empowerment showed a positive effect on Organizational Trust. The capacity of individuals is critical when it comes to competitiveness of construction companies. When employees willingly participate in building trust within the company, the work place will become more and more constructive; based on trust, efficiency will increase because people from different processes can work together and performance will also improve even when project managers are absent because others could help their role instead, thus driving more efficient human resource management to the company. To conclude, a company's vision can be spread wide and far when their employees engage themselves in Learning Organization with Self Leadership. They will also be satisfied with their work through improving interpersonal relationship at work.

• Journal of Digital Convergence
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• v.11 no.11
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• pp.219-231
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• 2013

Many companies are adopting performance measurement systems(PMS) in order to acquire competitive advantage the promote long-term growth in Coping with the rapidly changing business environment. Prior research has focused on the relation between PMS and organizational performance. However, there is limited empirical research that examines the behavioural consequences of PMS. Further, there is little empirical research that examines whether measurement diversity have direct and/or indirect effects on work performance. As such, I examine how the relation between measurement diversity and managerial performance can be explained by the intervening variables of justice and organizational citizenship behaviour. This study is summarized as follows: this study finds that measurement diversity affect managerial performance indirectly through justice and organizational citizenship behaviour.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.20 no.11
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• pp.402-415
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• 2019

This study explores the effect that unresearched organizational conduct has on employee engagement (job immersion) as a cause variable and the results from it. Major results identified in an empirical analysis are as follows. First, the main causes of organizational citizenship behavior (such as altruism, conscientious behavior, moral behavior, participatory behavior, and fair play) are shown to not affect job immersion. In other words, conscientious, participatory, and fair behavior affects job immersion, with participatory behavior having the greatest impact. Second, employees' concentration in an organization was only affected by participatory behavior and fair play behavior from among the factors of organizational citizenship behavior, only more so. That is, it has been shown that some of the causes of organizational citizenship behavior, including participatory behavior and fair play behavior, affect employee inter-behavior, and some of them are more influential than others. Third, the only factor that influences the intention to switch jobs among the organizational citizenship behavior is participatory behavior. In other words, altruism, conscientiousness, politeness, and fair play behavior do not affect the way people move from job to job. Participation in organizational citizenship behavior and fair play may affect employee inter-behavior, and the more influential participatory behavior may also affect the intention to relocate.

• The Journal of Asian Finance, Economics and Business
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• v.8 no.5
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• pp.1019-1029
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• 2021

The study aims to investigate the impact of psychological climate, self-resilience, Organizational Citizenship Behaviour (OCB) and job stress on employee performance during Covid-19 pandemic. This paper also attempts to find out the mediating role of OCB and job stress in this context. A confirmatory survey was conducted on 316 employees of several institutions in Indonesia who worked from home during Covid-19 for a minimum period of 2 months. The research revealed that 1) PC has significant and positive influence on OCB and performance; 2) Self resilience have positive and significant influence on performance; 3) PC and self-resilience have a negative influence on job stress; 4) there are insignificant relationship between self-resilience on OCB; OCB and job stress on performance; 5) PC and self-resilience have no indirect influence on performance through OCB and job stress. The findings of this study reveal that organizations expected to have strategic approach in order to handle Covid-19 pandemic in different work patterns that are required to carry out routine office tasks from home, including handling stress as a fast adaptation for both employees and organizations that have a routine task from home.

• The Journal of the Korea Contents Association
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• v.12 no.7
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• pp.123-137
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• 2012

The purpose of this study was to investigate the differential effects of distributive and procedural justice on the MICE industrial employee's job attitudes. For the study, data were collected from 303 MICE industrial employees in metropolitan area by self-stated questionnaires. Collected data were analyzed by hierarchical regression technique. The result of this study showed that distributive justice had more important effects on MICE industrial employee's job satisfaction than that of procedural justice, while the procedural justice had influenced more effects on organizational commitment, intent to stay, and organizational citizenship behaviour than that of distributive justice; and that there was no the moderating role of the procedural justice to the MICE industrial employee's job satisfaction and job commitment, while the positive effects of the distributive justice was more strongly related to MICE industrial employee's intent to stay and organizational citizenship behaviour when the procedural justice was high. The theoretical implications of the findings were discussed in terms of two-factor model, cultural model and interaction model, and directions for future research were presented.

• The Journal of the Korea Contents Association
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• v.14 no.7
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• pp.435-448
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• 2014

The purpose of this study was to investigate the effects of distributive and procedural justice on organizational effectiveness and the mediating role of supervisor trust among the MICE industry employees. For the study, data were collected from 303 MICE industry employees in metropolitan area by self-administered questionnaires. Collected data were analyzed using structural equation modeling technique. The results of this study showed that organizational justice had effects on organizational effectiveness measured in terms of job satisfaction, organizational commitment and organizational citizenship behaviour of MICE industrial employees and that supervisor trust mediated the relationship between organizational justice and organizational effectiveness. Based on the results of this study, the theoretical implications of the findings were discussed and directions for future research were advanced.