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Role of Perceived Organizational Justice in Predicting Extra-Role Behaviors of Employees
Poster Presentation
Paper ID : 1474-11THCONF
Authors
Assistant Professor in Department of Physical Education, Zahedan University of Medical Sciences
Abstract
Introduction: One of the most important features of organizations is having employees who are willing to participate in successful organizational changes without having to fulfill the formal requirements of the job - Behaviors that go beyond official expectations, are known as Extra-Role Behaviors (Organizational Citizenship Behaviors). Moreover, Employee perception of organizational justice is one of the mechanisms affecting employee performance. Justice is an important motivator for employees. In fact, proper and fair treatment of employees leads to develop the talents and increased commitment and willingness to stay in the organization and helps to indication of organizational citizenship behaviors. In this regard, the main purpose of study was to examine the role of perceived organizational justice in predicting Extra-Role Behaviors among experts in sport and youth offices of Sistan and Baluchestan province.
Methodology: The research method was descriptive, and correlational. The statistical population was the same as the statistical sample, all the experts of these organizations. 80 questionnaires were distributed. The data of 69 returned questionnaires were analyzed. For data collection, basic demographic information questionnaire, Nijouff and Morman organizational justice questionnaire (1993) and organizational citizenship behavior questionnaire (1990) were used. Reliability of questionnaires was determined using Cronbach's alpha coefficient of 0.95 and 0.73, respectively. The Kolmogorov -Smirnov test was used to determine the normality of the data distribution and for data analysis Multiple Regression & Pearson Correlation coefficient tests were used to determine the relationships and role of predicting variables.
Results: Findings indicated that perceived organizational justice predict expert’s Organizational Citizenship Behaviors. About 98 percent of changes in organizational behavior were affected by perceived organizational justice. Also, there was a positive and significant relationship between dimensions of distributed, interactive and procedural justice with organizational citizenship behavior. Perceived organizational justice had a positive and significant relationship with all dimensions of organizational citizenship behavior (conscientiousness, civil virtue, Courtesy, Sportsmanship), except with Altruism.
Discussion: Managers should try to promote distributive justice in the organization with the establishment of compensation systems and fair payment systems, such as payment methods based on performance. The lack of meritocracy-based promotion and appointment system also reduces the appearance of organizational citizenship behaviors among employees. Procedural justice will be enhanced through more employee participation in the decision-making process on allocating rewards. Also, the promotion of communication and social skills of managers can prevent the occurrence of anti-citizenship behaviors in employees.
Methodology: The research method was descriptive, and correlational. The statistical population was the same as the statistical sample, all the experts of these organizations. 80 questionnaires were distributed. The data of 69 returned questionnaires were analyzed. For data collection, basic demographic information questionnaire, Nijouff and Morman organizational justice questionnaire (1993) and organizational citizenship behavior questionnaire (1990) were used. Reliability of questionnaires was determined using Cronbach's alpha coefficient of 0.95 and 0.73, respectively. The Kolmogorov -Smirnov test was used to determine the normality of the data distribution and for data analysis Multiple Regression & Pearson Correlation coefficient tests were used to determine the relationships and role of predicting variables.
Results: Findings indicated that perceived organizational justice predict expert’s Organizational Citizenship Behaviors. About 98 percent of changes in organizational behavior were affected by perceived organizational justice. Also, there was a positive and significant relationship between dimensions of distributed, interactive and procedural justice with organizational citizenship behavior. Perceived organizational justice had a positive and significant relationship with all dimensions of organizational citizenship behavior (conscientiousness, civil virtue, Courtesy, Sportsmanship), except with Altruism.
Discussion: Managers should try to promote distributive justice in the organization with the establishment of compensation systems and fair payment systems, such as payment methods based on performance. The lack of meritocracy-based promotion and appointment system also reduces the appearance of organizational citizenship behaviors among employees. Procedural justice will be enhanced through more employee participation in the decision-making process on allocating rewards. Also, the promotion of communication and social skills of managers can prevent the occurrence of anti-citizenship behaviors in employees.
Keywords
Perceived Organizational Justice; Extra-Role Behaviors; Organizational Citizenship Behaviors; Experts
Subjects