• The Journal of Korean Academic Society of Nursing Education
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• v.14 no.2
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• pp.195-204
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• 2008

Purpose: This study was performed to measure the justice of compensation (distributive justice, procedural justice) and the intention of turnover perceived by nurses, and to identify the relationship between these two variables. Method: This study was a cross-sectional survey. From May 26 to June 30, 2008, data were collected from the 300 nurses working at 6 general hospitals in 5 cities, Korea. Result: The score of compensatory justice was 2.47(distributive justice was 2.46, procedural justice was 2.48), and the score of turnover intention was 3.39. The Pearson Correlation Coefficient between these two variables was -.496. The perceived compensatory justice(distributive justice, procedural justice)by nurses, their age and working periods were the affecting factors on their turnover intention, and the power of explanation of these affecting factors was 43.4%. Conclusion: According to the results, procedural justice is the most powerful factor among these affecting factors. Therefore, it is concluded that to decrease nurses' turnover intention, nursing or hospital managers have to fairly operate their compensation system, especially procedural justice, in their organization.

• Journal of Korean Academy of Nursing Administration
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• v.12 no.1
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• pp.32-40
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• 2006

Purpose: The purpose of this study was to identify the effects of organizational justice(distributive justice and procedural justice) on job involvement and organizational commitment in nurses. Method: The subjects were 336 nurses who were working at the 7 hospitals with over 500 beds. The data were collected using structured questionnaire from Mar. 15 to April 16 of 2004. For data analysis, the SPSS/PC program was used. Results: The mean score of distributive justice was 2.77, procedural justice was 2.74, job involvement was 3.26, and organizational commitment was 3.30. The distributive justice were positively correlated with job involvement (r=.188, p<.01) and organizational commitment(r=.264, p<.01), the procedural justice were positively correlated with job involvement(r=.231, p<.01) and organizational commitment(r=.296, p<.01) in nurses. The organizational justice explained 37.5% of the job involvement and 40.4% of the organizational commitment. The procedural justice was shown to expert even more significant effect on both job involvement(${\beta}=.188$, p=.003) and organizational commitment(${\beta}=.219$, p=.001) rather than distributive justice. Conclusion: The procedural justice was ascertained to influence on job involvement and organizational commitment rather than distributive justice in nurses. Therefore, the nursing manager must develop to promote the procedural justice perception of the nurses in order to enhance the job involvement and organizational commitment.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.27 no.1
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• pp.93-102
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• 2004

In recent several studies, interactional justice as well as distributional justice and procedural justice was founded as a important factor of justice. But the other studies proposed that interactional justice was a sub-dimension of procedural justice because of a very close correlation between two factors. So there are mixed point of view of the factor structure of justice. In this study, we examined the factor structure of justice using confirmative factor analysis. We hypothesized that the facto, structure of justice would be divided into three factors; distributional justice, procedural justice and interactional justice. The results of empirical study supported these hypotheses. The results of this study suggest that interactional justice should be regarded as a important factor of justice to analyze the justice and the relationship with justice and related variables more accurately.

• Journal of Korean Academy of Nursing Administration
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• v.15 no.3
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• pp.365-371
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• 2009

Purpose: The purpose of this study was to identify the influence of justice on empowerment perceived by nurses. Method: The subjects of this study were 388 nurses who were working at seven general hospitals in Seoul. The data were collected by structured questionnaires from April 1st to April 30th in 2007. Data were analyzed using descriptive statistics, mean, Pearson correlation, and stepwise multiple regression on SPSS/pc 14.0 program. Results: The mean score of procedural justice was 2.64(0.48), distributive justice was 2.45(0.51), and empowerment was 2.80(0.43). The result of correlation among the study variables, the procedural justice were positively correlated with empowerment(r=.462, p=<.001) and distributive justice(r=.563, p=<.001). The procedural justice explained 24.9% of the empowerment and distributive justice explained only 2.9% of the empowerment and both explained 27.8% of the empowerment when the variables run hierarchial regression. Conclusion: The findings showed that procedural justice was the most important factor for nurses' empowerment therefore nursing organizations must establish the strategies to improve procedural justice in order to promote nurses empowerment.

• Management & Information Systems Review
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• v.15
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• pp.71-90
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• 2004

This study has uncovered some important relationships among employees perceptions of distributive justice and procedural justice and organizational effectiveness. The present study attempts, first, to identify the perceived justice in promotion and transfer, performance evaluation, pay raise, job allocation and job fire. Second, to determine the relative importance of distributive justice and procedural justice. relationships of organizational effectiveness. The research is the identification of a modest but significant relationship between the two justice and organizational effectiveness. The result make it clear that employee find that right personnel management of fairness. To summarize the result of three variables's relationship influence is as below. The results indicated that perceptions of procedural justice as much organizational effectiveness than do perceptions of distributive justice. As also predicted, the perception of distributive justice did not impact organizational effectiveness. Therefore, Partially supporting the hypothesis. The research implications of these study suggest that great causality should be this paper' research model in three variables. The result indicate that manager must pay attention to employees perceptions of procedural justice and distributive justice.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.41 no.3
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• pp.97-107
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• 2018

The purpose of this study is to verify the mediating effect of pay satisfaction on the relation between procedural justice and organizational commitment. A survey was conducted to examine the mediating effect of pay satisfaction on the responses of 529 employees. The study chose sex, age, education, position, job type and career as control variable, and the regression model which treated procedural justice as independent variable and organizational commitment as criterion variables were set. A pay satisfaction was supposed as mediating variable of these relationships. The data analysis was conducted by SAS 9.4ver and LISREL 8.80. The results of this study confirm underneath the followings. First, the relation of procedural justice and organizational commitment are significantly unique. Second, procedural justice are positively related to pay satisfaction. Third, pay satisfaction is significantly positively related to organizational commitment. Fourth, the pay satisfaction is partially mediated on the relationship between procedural justice and organizational commitment. This means that the pay satisfaction mediates the relation of procedural justice and organizational commitment. These results are different from the prior researches which had treated pay satisfaction as mediating variable of procedural justice and organizational commitment. Based on the findings of the study, this study presented managerial implications and suggestions for future studies.

• 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.

• Korea Journal of Hospital Management
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• v.9 no.1
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• pp.115-132
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• 2004

The purpose of this study is to investigate the impacts of distributive and procedural justice on job satisfaction and organizational commitment among hospital nurses. The samples of this study consisted of 353 nurses from 8 general hospitals located in Seoul and Youngnam area in Korea. Data were collected with self-administered questionnaires and analyzed using hierarchical regression technique. Contrary to the predictions of the interaction, main effect or cultural model, the results of this study show that both distributive and procedural justice have significant positive impacts on job satisfaction and organizational commitment among hospital nurses, and the former has stronger effects than the latter. The results imply that hospital administrators should take measures to establish procedural and distributive justice to increase job satisfaction and organizational commitment among hospital nurses.

• Journal of the Korean Operations Research and Management Science Society
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• v.27 no.4
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• pp.127-137
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• 2002

This study aims at developing and empirically testing a comprehensive model of organizational justice derived from the prior empirical studies on organizational justice. The study seeks to understand the antecedents to and the consequences are addressed. The first question is what characteristics of the HRM systems determine the levels of perceived distributive and procedural justice. Hypotheses are derived from the two prominent theoretical models, i.e., the self-interests model (SIM) and the group value model (GVM). Those factors include neutrality, consistency, accuracy. ethicality. credibility. and reciprocity in the processes of making HRM decisions. All nine factors suggested by the two models aye adopted for this study as major determinants of both distributive and procedural justice. The second question of this study is related to the moderating effects of individual differences on the relationship between the SIM and GVM variables and perceived distributive and procedural justice in organizational contexts. The final research question deals with the consequences of perceived organizational justice. specifically job - related altitudes and organizational commitment. Job-related attitudes in this study refer to job satisfaction, job motivation, and job involvement, i.e., the willingness to make contributions. identification with organization, and intent to stay. In examining the consequences of perceived organizational justice, the study focuses on the interaction effects of procedural and distributive justice on the above nine outcome variables. The results show that both SIM and GVM variables significantly influence distributive and procedural justice. However, hierarchical regression analyses reveal that the GVM variables except more influence has been focused on the consequences of perceived distributive justice with regard to outcomes provided by the organization.

• 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.