Robert H. Moorman

Relationship between organizational justice and organizational citizenship behaviors: Do fairness perceptions influence employee citizenship?

This study examined the relationship between perceptions of fairness and organizational citizenship (extrarole) behaviors in a sample drawn from two firms in the midwestern United States. A theoretical basis for a relationship between fairness and citizenship was drawn from equity theory and other theories of social exchange. Structural equation analysis with LISREL7 found support for four hypotheses, including support for a relationship between perceptions of procedural justice and four of five citizenship dimensions.

Does Perceived Organizational Support Mediate the Relationship between Procedural Justice and Organizational Citizenship Behavior

Our purpose was to test an explanation of how procedural justice may influence organizational citizenship behavior (OCB). The model tested suggests that procedural justice affects OCB by influencing perceived organizational support, which in turn prompts employees to reciprocate with organizational citizenship behaviors. Results suggest that procedural justice is an antecedent to perceived organizational support, which in turn fully mediates its relationship to three of four OCB dimensions.

Treating employees fairly and organizational citizenship behavior: Sorting the effects of job satisfaction, organizational commitment, and procedural justice

A study was conducted to measure the relative contribution of perceptions of procedural justice toward predicting organizational citizenship behavior (OCB) controlling for the effects of job satisfaction and organizational commitment. Employees in a national cable television company completed a survey containing measures of work satisfaction, affective and continuance commitment, and perceptions of fairness, while their managers completed an OCB survey. Results using LISREL 7 indicated support fpr relationships between procedural justice and commitment, satisfaction, and OCB. However, no individual relationships between commitment and OCB nor between satisfaction and OCB were found once the relationships between justice and citizenship were controlled. These findings are discussed using the group value model of procedural justice.

The Influence of Cognitive and Affective Based Job Satisfaction Measures on the Relationship Between Satisfaction and Organizational Citizenship Behavior

One of the most widely believed maxims of management is that a happy worker is a productive worker. However, most research on the nature of the relationship between job satisfaction and job performance has not yielded convincing evidence that such a relationship exists to the degree most managers believe. One reason for this might lie in the way in which job performance is measured. Numerous studies have been published that showed that using Organizational Citizenship Behavior to supplant more traditional measures of job performance has resulted in a more robust relationship between job satisfaction and job performance. Yet, recent work has suggested that the relationship between job satisfaction and citizenship may be more complex than originally reported. This study investigated whether the relationship between job satisfaction and citizenship could depend upon the nature of the job satisfaction measure used. Specifically, it was hypothesized that job satisfaction measures which reflect a cognitive basis would be more strongly related to OCB than measures of job satisfaction which reflect an affective basis. Results from data collected in two midwestern companies show support for the relative importance of cognition based satisfaction over affect based satisfaction. Implications for research on the causes of citizenship are discussed.

Fairness and organizational citizenship behavior: What are the connections?

A view of organizations as social contracts recognizes self-interests of individuals but does not explain the occurrence of unselfish contributions such as are denoted by “organizational citizenship behavior” (OCB). We propose that the concept of fairness, as applied to systems of relational contracts, provides a high-leverage construct for understanding the fusion of self-interest and self-denial. A review of the empirical literature suggests that fairness, rather than job satisfaction, accounts for OCB; and that the evidence points toward procedural and interactional fairness as both empirically and conceptually critical in the fairness-OCB relationship. However, we explain why distributive fairness still should not be deemphasized.

The relationship between gender, personal experience, and perceptions of sexual harassment in the workplace

In this study 352 working men and women responded to a questionnaire about their perceptions of what constituted sexual harassment. It was hypothesized that females, compared to males, would view ambiguous sexually oriented work behavior as more harassing. It was also hypothesized that those who had been a target of sexual harassment, compared to those who had not been a target, would view ambiguous sexually oriented work behavior as more harassing. Both hypotheses were supported. Additionally, after taking into account the effect of having been a target of sexual harassment, the effect of gender on perceptions of sexual harassment was found to be spurious. Implications for management and future research are discussed.

Exploring the relationships between top management behaviors and employee perceptions of fairness

Leaders and administrators of both public and private sector organizations are concerned with the issue of work place justice; however, little research has examined the influence of top managers on employees’ perceptions of fairness in the workplace. In this study, data were collected measuring behaviors of both supervisory and top management leadership, which were correlated with measures of workplace justice. Results found that, while supervisory behaviors were important predictors of workplace justice, top management vision was also found to be a significant predictor, explaining variance above and beyond that explained by the supervisory behaviors. Results are discussed as they apply to public sector organizations.