organizational justice

Abstract:
Purpose: The purpose of this study is to determine primary school teachers' perceptions regarding organizational citizenship and organizational justice. The study also aims to determine whether such perceptions vary depending on the variables of gender, field of study and seniority, and whether organizational citizenship behaviors and organizational justice are related. Design/methodology/approach: Data were gathered via a survey instrument that incorporated the "Organizational Citizenship Behavior Scale for Schools" (OCB-Scale) and the "Organizational Justice Scale" (OJS). Findings: It was found that the teachers had positive perceptions regarding organizational citizenship and organizational justice. Their organizational citizenship perceptions did not vary according to gender, field of study and seniority, whereas their organizational justice perceptions varied according to seniority, but not gender and field of study. There was a moderate positive relationship between the teachers' organizational citizenship and organizational justice perceptions. Research limitations/implications: The study is limited to the perceptions of primary school teachers. Practical implications: The findings of this research provide particular information for Turkish policy makers concerned with school administration as well as insights that may be relevant to similar studies internationally. Originality/value: The study of organizational citizenship and organizational justice in schools adds to a relatively limited literature on this theme.


Abstract:
This research focused on individual responses to organizational change by exploring the relationships among individual resistance, organizational justice, and commitment to change following organizational change implementations in three organizations. To accomplish this, Web-based questionnaires were used to gather individual-level quantitative data from 218 employees within three organizations located in the United States. The previously validated measures used included Oreg's (2003) resistance to change scale, Colquitt's (2001) four-factor organizational justice scale, and the Herscovitch and Meyer (2002) commitment to change scale. The survey data were analyzed with the use of structural equation modeling to test for relationships among constructs, and results demonstrated that organizational justice was strongly associated with commitment to organizational change, the strongest relationship being between procedural justice and affective commitment to change. In addition, resistance to change was not significantly related to justice or commitment to change. These findings on resistance to change support recent conceptual arguments that conventional views of resistance to change are not useful for informing organizational change implementation efforts.  


Abstract:
A small but growing literature has documented an association between justice at work and employee health. However, the pathways and mechanisms underlying this association are not well understood. This article proposes a conceptual framework that bridges the organizational justice, occupational stress, and occupational epidemiology literatures. Justice appraisals are proposed to be both important mediators and moderators in the causal flow from exposure to the organizational environment to employee health. The potential role of justice in enhancing employee health is compared to that of the well-established concepts of social support and job control. Directions for future research are suggested, along with strategies for overcoming challenges inherent in this multidisciplinary area of research. Implications for work-site health interventions are discussed.