The Support of Individualized Consideration in relationship between Interactional Justice and Employee Performance
Abstract
The interactional justice is the fairness in implementation of organizational decisions, policies, methods and procedures or simply the interrelationships between the management and employees. Obviously, at the group level, interactional justice determines the employees’ satisfaction from the leadership and management behavior, which leads to the better employees’ performance. Further, individualized consideration of each employee by the leadership and management, motivates the employee to make the individual contributions to the organizational performance. It is argued that individualized consideration supports if the employees are generally pleased with the interactional justice they are receiving from organizational authorities. The group motivation is possible over general perception of interactional justice, while individualized consideration can inspire every single employee to work with concentration. The current study tests these assumptions of positive relationship between interactional justice and employee performance, mediated by individualized consideration. The results of study are significant and offer strong discussions and conclusions regarding the impacts of the issue on organizational behavior and performance.
References
Akar, H., & Ustuner, M. (2019). The Relationships between Perceptions of Teachers’ Transformational Leadership, Organizational Justice, Organizational Support and Quality of Work Life. International Journal of Research in Education and Science, 5 (1), 309-322.
Ansari, M. A., Hung, D., & Aafaqi, R. (2007) Leader-member exchange and attitudinal outcomes: role of procedural justice climate. Leadership and Organization Development Journal, 28, 690-709.
Armstrong, M., & Baron, A. (2005). Managing Performance: Performance Management in Action. London, Chartered Institute of Personnel and Development.
Baron, R. M., & Kenny, D. A. (1986). The moderator-mediator variable distinction in social psychological research: Conceptual, strategic, and statistical considerations. Journal of Personality and Social Psychology, 51, 1173-1182.
Bass, B. M. (1997). Concept of Leadership. Leadership: Understanding the Dynamics of Power and Influence in Organizations. Notre Dame: University Of Notre Dame Press.
Bass, B. M., & Avolio, B. J. (2004). Multifactor Leadership Questionnaire: Manual and Simpler Set, 3rd ed., Mind-garden, Inc., Redwood City, CA.
Bass, B. M., & Bass, R. (2008). The Bass handbook of leadership: Theory, research, and managerial applications. New York: Free Press.
Benson, T. H., & Martin, L. (2017). The effect of inter-organizational justice perceptions on organizational citizenship behaviors in construction projects. International Journal of Project Management, 35, 95–106.
Chaudhry, A., & Usman, A. (2011). An investigation of relationship between employees’ emotional intelligence and performance. African Journal of Business Management, 5 (9), 3556-3562.
Cooper, D., & Schindler, P. (2008). Business Research Methods, USA, McGraw-Hill companies, Inc.
Dijke, M., Cremer, D., Mayer, D., & Quaquebeke, N. (2012). When does procedural fairness promote organizational citizenship behavior? Integrating empowering leadership types in relational justice models. Organizational Behavior & Human Decision Processes, 117, 235-248.
Elgelal, K. S., & Noermijati (2014). The Influences of Transformational Leadership on Employees Performance. Asia Pacific Management & Business Application, 3 (1), 48-66.
Ghosh, S., & Niladri, D. (2015). Effective implementation of performance management in higher educational Institutions. Journal of Scientific Research and Development, 2 (11), 17-21.
Gokhan, T., & Kuzey, C. (2019). Leadership, job satisfaction and performance links in private education institutes of Pakistan. International Journal of Productivity and Performance Management, 68 (2), 276-295.
Greenberg, J. (1990). Organizational justice: Yesterday, today and tomorrow. Journal of Management, 16: 399-432.
Griffin, M., Neal, A., & Neale, M. (2001). The contribution of task performance and contextual Performance to effectiveness: Investigating the role of situational constraints. Applied Psychology: An International Review, 49 (3), 517–533.
Hair, J., Money, A., Samuel, P. & Page, M. (2007). Research methods for business. London, John wiley and son’s ltd.
Holtz, B., & Harold, C. M. (2009). Fair today, fair tomorrow? A longitudinal investigation of overall justice perceptions. Journal of Applied Psychology, 94 (5), 1185-1199.
Kernan, M. C., & Hanges, P. J. (2002). Survivor reactions to reorganization: antecedents and consequences of procedural, interpersonal, and interactional justice. Journal of Applied Psychology, 87 (5), 916-928.
Khawaja, R., Latif, F., & Alam, Q. (2018). Role of transformational leadership style on employee job performance among high and low ranking institutions of higher education of Khyber Pakhtunkhwa. City University Research Journal, 08 (02), 168-189.
Knight P., & Trowler, P. R. (2001). Departmental leadership in higher education. Buckingham: Society for Research into Higher Education and Open University Press.
Limsila, K., & Ogunlana, O. (2008). Performance and leadership outcome correlates of leadership styles & subordinate commitment. Engineering, Construction and Architectural Management, 15 (2), 164–184.
Mbithi, A., Obonyo, P. O., & Awino, Z. B. (2016). Transformational leadership, employee outcomes, and performance of universities in Kenya. DBA Africa Management Review, 6 (2).
Nowakowski, M., & Conlon, D. E. (2005). Organizational justice: Looking back, looking forward. The International Journal of Conflict Management, 16, 4-29.
Odumeru, James, A., & Ogbonna, I. (2013). Transformational vs. Transactional Leadership Theories: Evidence in Literature. International Review of Management and Business Research, 2 (2).
Paracha, M. U., Qamar, A., Mirza, A., & Waqas, I. (2012). Impact of Leadership Style (Transformational and Transactional Leadership) on Employee Performance. Global Journal of Management and Business Research, 12 (4), 54-64.
Sekaran, U. (1999). Research methods for business: A skill-building approach. 3rd ed. John.
Sekaran, U., & Bougie, R. (2013). Research Methods for Business: A Skill-Building Approach (6th Ed.). John Wiley and Sons, Inc.
Sharma, R., & Singh, S. (2017). Transformational leadership style and self-efficacy among teaching professionals. The International Journal of Indian Psychology, 4 (2), 86, 140-147.
Suliman, A., & Kathairi, M. (2012). Organizational justice, commitment and performance in developing countries. Employee Relations, 35 (1), 98–115.
Tucker, B. A., & Russell, R. F. (2004). The influence of the transformational leader. Journal of Leadership & Organizational Studies, 10 (4), 103-111.
Uphoff, N., & Moharir, V. (1994). An analytical model of performance for developing indicators of employees’ capability. Journal of Public administration, 17 (3), 372–379.
Wang, X., Liao J., Xia D., & Chang T. (2010). The impact of organizational justice on work performance - mediating effects of organizational commitment and leader-member exchange. International Journal of Manpower, 31 (6), 660-677.
Yamane, Taro. (1967). Statistics: An Introductory Analysis, 2nd Edition, New York: Harper and Row.
Yielder, J., & Codling, A. (2004). Management and leadership in the university. Journal of Higher Education Policy and Management, 26 (3), 315-28.
Published
How to Cite
Issue
Section
License
Copyright (c) 2020 Irfan Ullah Khan, Mukramin Khan, Muhammad Saqib Khan
This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License.
