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How perceived organizational justice impacts organizational citizenship behavior? 

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Perceived organizational justice has a significant and positive impact on organizational citizenship behavior (OCB) . Specifically, dimensions of organizational justice such as distributive justice, procedural justice, and interactional justice have been found to influence OCB positively . Additionally, the relationship between perceived organizational justice and OCB is mediated by factors such as job satisfaction and psychological capital . Job satisfaction acts as a mediator between justice perceptions and OCB, indicating that when employees perceive fairness in the organization, they are more likely to be satisfied with their jobs, leading to higher levels of OCB . Similarly, psychological capital mediates the relationship between procedural justice and OCB, suggesting that employees with higher levels of psychological capital are more likely to engage in OCB when they perceive fairness in the organization .

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The paper states that there is a direct and positive significant association between organizational justice and organizational citizenship behavior (OCB). The dimensions of organizational justice, such as spatial justice, interactional justice, and distributive justice, have a positive substantial influence on OCB. However, the dimensions of procedural justice and temporal justice do not have a noteworthy impact on OCB.
The paper states that perceived justice has a greater impact on employees' organizational commitment than emotional intelligence. However, it does not specifically mention how perceived justice impacts organizational citizenship behavior.
The paper states that perceived organizational justice has a substantial and positive impact on organizational citizenship behavior (OCB).
The paper investigates the relationship between organizational justice and organizational citizenship behavior (OCB). It finds that interactional justice is positively associated with interpersonally focused OCB, and psychological capital mediates the relationship between procedural justice and OCB.

Related Questions

What is the relationship between organizational justice and mental well-being?5 answersOrganizational justice has been found to be significantly associated with mental well-being. Perceptions of fairness in decision-making rules and policies in the workplace can predict employees' mental health and lower levels of sickness absence. In the context of hospitals, organizational justice was a significant predictor of occupational stress, which in turn mediated the relationship between justice and mental health. In the context of schoolteachers, organizational justice was significantly associated with job satisfaction, which in turn mediated the relationship between justice and mental well-being. Additionally, the relationship between organizational justice and employee well-being was completely mediated by work engagement and moderated by psychological capital. Overall, organizational justice plays a crucial role in promoting mental well-being among employees.
What is the relationship between organizational citizenship behavior and job satisfaction?4 answersOrganizational citizenship behavior (OCB) is influenced by job satisfaction. Job satisfaction has a significant effect on OCB. Organizational commitment, which is related to job satisfaction, also contributes to OCB. However, the influence of job characteristics on OCB is not significant. Additionally, job satisfaction does not have a significant effect on employee performance and OCB in some cases. It is important for organizations to foster a positive work environment, enhance career development, and promote emotional intelligence to increase job satisfaction and ultimately improve OCB. Organizational culture also plays a role in influencing OCB. Overall, job satisfaction is a significant factor in determining OCB, but its impact may vary depending on other factors such as organizational commitment, work environment, and culture.
What are the factors that influence organisational citizenship behaviour?4 answersFactors that influence organizational citizenship behavior include organizational communication, perception of organizational support, work motivation, job satisfaction, organizational culture, gender, job commitment, and work engagement. Organizational communication and perception of organizational support have a major impact on organizational citizenship behavior, and this relationship can be mediated by work motivation. Individual factors, leadership styles, and organizational factors are studied as factors influencing organizational citizenship behavior, while performance, employee psychological state, and behavior are the outcomes of organizational citizenship behavior. Job satisfaction, motivation, organizational culture, and gender are dominant factors influencing organizational citizenship behavior in teachers and education personnel. Job satisfaction and organizational commitment have a significant effect on organizational citizenship behavior. Work engagement, specifically dedication, influences organizational citizenship behavior among Malaysian police officers.
Why organizational citizenship behavior importanr?5 answersOrganizational citizenship behavior (OCB) is important because it contributes to the sustainable development and performance of an organization. OCB refers to voluntary behaviors exhibited by employees that go beyond their job descriptions and positively impact the organization. Research has shown that OCB is a leading cause of improved organizational performance. It has been found that individual factors, leadership styles, and organizational factors influence OCB. OCB is also influenced by employees' psychological state and motivations. Additionally, OCB is associated with positive outcomes such as employee performance and psychological well-being. Understanding the factors that affect OCB can help organizations enhance their effectiveness and achieve their goals. Therefore, promoting and motivating OCB among employees is crucial for the sustainable development and success of an organization.
Does communication increase employee perception of justice?5 answersCommunication in organizations has a positive impact on employee perception of justice. Effective communication leads to positive organizational perceptions among employees, encouraging distributive, procedural, and interactional justice perceptions. In the context of organizational change, justice perceptions are correlated with employee commitment, and organizational and supervisory communication moderate these perceptions to enhance employee commitment. Communication about pay systems, when combined with feelings of procedural justice, increases the effect on job performance. In the context of divestiture, managerial communication helps employees understand the events and increases perceptions of procedural justice, leading to trust in new ownership and commitment to the organization. Although previous research on justice perception in performance appraisal focused on the three-dimensional model of organizational justice, communication plays a role in influencing employee perception of justice in performance appraisal.
How do perceptions of organizational justice influence envy in the workplace?5 answersPerceptions of organizational justice have been found to influence envy in the workplace. Research has shown that employees' perceptions of fairness or unfairness in workplace procedures, outcomes, and interactions can impact their levels of envy. Studies have identified individual differences, such as narcissism and neuroticism, as well as organizational contexts, such as competition and position, as predictors of workplace envy. Additionally, perceptions of organizational justice have been linked to negative behaviors, negative emotions, turnover intentions, and moral disengagement. The relationship between perceptions of fairness and envy is complex, with some variables, such as self-esteem and fairness, potentially acting as both antecedents and consequences of workplace envy. Future research should further investigate the contextual predictors and moderators of the social comparison process that triggers envy in the workplace.

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