The Organisational Justice as a Human Resources Management Practice and its Impact on Employee Engagement: The case of the Prefecture of Attica (Greece)

Open access

Abstract

Organisational justice is a key component in the practice of human resources management in any work environment. The aim of this research survey is to highlight the meaning and importance of organisational justice and its impact on employee engagement. To achieve this aim, except for the literature review, the survey examines the extent to which the distributive, procedural and interactional justice impact on work and organisational engagement, through a research in a certain Greek public organisation. As regards the statistical analysis of the research hypotheses, we used methods of the SPSS 17.00 statistical package. The results showed that the distributive justice significantly impacts on both types of engagement, while no effect was detected between procedural justice and the two types of engagement. The interactional justice was found to determine, partly, only the organisational engagement. The findings overwhelmingly verified the existing bibliographical references, resulting in a noteworthy empirical precedent which could contribute to the field concerning the impact that organisational justice exerts on certain aspects of organisational behaviour.

If the inline PDF is not rendering correctly, you can download the PDF file here.

  • Agarwal U. A. 2014. Linking justice trust and innovative work behaviour to work engagement. Personnel Review 43(1) 41-73. doi: http://dx.doi.org/10.1108/PR-02-2012-0019

  • Alvi A. K. and Abbasi A. S. 2012. Impact of organisational justice on employee engagement in banking sector of Pakistan. Middle East Journal of Scientific Research 12(5) 643-649.

  • Anitha J. 2014. Determinants of employee engagement and their impact on employee performance. International Journal of Productivity and Performance Management 63(3) 308-323. doi: http://dx.doi.org/10.1108/IJPPM-01-2013-0008

  • Balducci C. Fraccaroli F. and Schaufeli W. B. 2010. Psychometric Properties of the Italian Version of the Utrecht Work Engagement Scale (UWES-9). European Journal of Psychological Assessment 26(2) 143-149. doi: http://dx.doi.org/10.1027/1015-5759/a000020

  • Colquitt J. A. 2001. On the dimensionality of organizational justice: A construct validation of a measure. The Journal of Applied Psychology 86(3) 386-400. doi: http://dx.doi.org/10.1037/0021-9010.86.3.386

  • Colquitt J. A. Conlon D. E. Wesson M. J. Porter C. O. and Ng K. Y. 2001. Justice at the millennium: A meta-analytic review of 25 years of organizational justice research. The Journal of Applied Psychology 86(3) 425-445. doi: http://dx.doi.org/10.1037/0021-9010.86.3.425

  • Colquitt J. A. Greenberg J. and Zapata-Phelan C. P. 2005. What is organisational justice? A historical overview. In J. Greenberg and J. A. Colquitt (Eds.) Handbook of Organisational Justice (pp. 3-58). Mahwah N. J.: Erlbaum.

  • Ghosh P. Rai A. and Sinha A. 2014. Organizational justice and employee engagement. Personnel Review 43(4) 628-652. doi: http://dx.doi.org/10.1108/PR-08-2013-0148

  • Guest D. 2014. Employee engagement: A sceptical analysis. Journal of Organizational Effectiveness: People and Performance 1(2) 141-156. doi: http://dx.doi.org/10.1108/JOEPP-04-2014-0017

  • Gupta V. and Kumar S. 2012. Impact of performance appraisal justice on employee engagement: A study of Indian professionals. Employee Relations 35(1) 61-78. doi: http://dx.doi.org/10.1108/01425451311279410

  • Hon A. H. Y. Yang J. and Lu L. 2011. A cross-level study of procedural justice perceptions. Journal of Managerial Psychology 26(8) 700-715. doi: http://dx.doi.org/10.1108/02683941111181789

  • Kahn W. A. 1990. Psychological conditions of personal engagement and disengagement at work. Academy of Management Journal 33(4) 692-724. doi: http://dx.doi.org/10.2307/256287

  • Mahajan A. and Benson P. 2013. Organisational justice climate social capital and firm performance. Journal of Management Development 32(7) 721-736. doi: http://dx.doi.org/10.1108/JMD-12-2010-0091

  • Malinen S. Wright S. and Cammock P. 2013. What drives organisational engagement? A case study on trust justice perceptions and withdrawal attitudes. Evidence-based HRM: a Global Forum for Empirical Scholarship 1(1) 96-108.

  • Maslach C. Schaufeli W. B. and Leiter M. P. 2001. Job burnout. Annual Review of Psychology 52(1) 397-422. doi: http://dx.doi.org/10.1146/annurev.psych.52.1.397

  • Niehoff B. P. and Moormann R. H. 1993. Justice as a mediator of the relationship between methods of monitoring and organisational citizenship behavior. Academy of Management Journal 36(3) 527-556. doi: http://dx.doi.org/10.2307/256591

  • Park Y. Song J. and Lim D. 2016. Organizational justice and work engagement: The mediating effect of self-leadership. Leadership and Organization Development Journal 37(6) 711-729. doi: http://dx.doi.org/10.1108/LODJ-09-2014-0192

  • Saks A. M. 2006. Antecedents and consequences of employee engagement. Journal of Managerial Psychology 21(7) 600-619. doi: http://dx.doi.org/10.1108/02683940610690169

  • Schaufeli W. B. and Bakker A. B. 2004. Job demands job resources and their relationship with burnout and engagement: A multi-sample study. Journal of Organizational Behavior 25(3) 293-315. doi: http://dx.doi.org/10.1002/job.248

  • Schaufeli W. B. and Bakker A. B. 2010. Defining and measuring work-engagement: bringing clarity to the concept. In A. B. Bakker and M. P. Leiter (Eds.) Work Engagement: A Handbook of Essential Theory and Research (pp. 10-24). Chicago: Psychology Press.

  • Schaufeli W. B. Salanova M. Gonzalez-Roma V. and Bakker A. B. 2002. The measurement of engagement and burnout: A two sample confirmatory factor analytic approach. Journal of Happiness Studies 3(1) 71-92. doi: http://dx.doi.org/10.1023/A:1015630930326

Search
Journal information
Metrics
All Time Past Year Past 30 Days
Abstract Views 0 0 0
Full Text Views 395 203 20
PDF Downloads 349 201 15