Transformational leadership influences on organisational justice and employee commitment in a customer service organisation

Orientation: Organisations are facing several challenges pertaining to effective leadership, fairness and loyalty of employees. The moderating influence of transformational leadership (TL) on the relationship between justice and employee commitment is still largely unknown and needs to be explored further, especially within the customer service industry. Research purpose: The aim of this study was to determine the relationship between organisational justice and employee commitment and to examine the moderating effect of TL on the relationship between organisational justice and employee commitment in a customer service organisation. Motivation for the study: The research setting of this study is a customer service organisation. This organisation calls for a role model leadership approach, such as TL, to create a just, fair workplace and ultimately increase the level of employee commitment. Research approach/design and method: A quantitative cross-sectional survey design was used to collect the data from a sample of 111 permanently employed staff in a South African customer service organisation. Main findings: The findings indicate that TL had a significant positive relationship with organisational justice and employee commitment. Furthermore, the results indicate that TL moderated the relationship between organisational justice and employee commitment. Practical/managerial implications: The findings showed that TL could be vital as an effective leadership approach that can enhance justice perceptions and psychological attachment in the workplace. Contribution/value-add: This study contributes to the theoretical debate on TL, workplace fairness and psychological attachment by providing empirical support on the effect of TL on the relationship between justice and commitment perceptions.

Policing the pandemic: Frontline officers' perspectives on organisational justice

Much of the literature on the policing of the coronavirus pandemic reflects research that has been extra-organisationally focused, examining the prospective impact of the police approach to applying the public health legislation on relationships with the public and the potential impact on police legitimacy. Less research has been intra-organisationally focused;investigating the potential affect on police officers of policing during an extraordinary public health crisis, which has required them to navigate an ambiguous and constantly fluctuating legislative and policy landscape that has driven significant changes to internal working practices and operational procedures within their organisational environment. Using original empirical data from a small multi-method study within one Division of a United Kingdom police force, we examined the issue from an organisational justice perspective;exploring perceptions of intra-organisational fairness, and how these may have directly impacted upon the responses of frontline officers during the pandemic. We argue that in this period, both organisational processes and their resultant outcomes did not meet normative expectations, as they discriminated against officers with public-facing (frontline) roles. This directly impacted upon the officers' experience of the 'organisational climate'. The resulting sense of organisational injustice felt by frontline officers reduced their morale, impacted upon relationships with senior officers, and nurtured feelings that they were not being treated with respect, dignity and trust. We conclude by discussing the potential implications of the study for police organisations and their leaders, outlining opportunities for organisational learning and consider the need for the development of policy that complements notions of organisational justice. [ABSTRACT FROM AUTHOR] Copyright of International Journal of Police Science & Management is the property of Sage Publications, Ltd. and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Effect of Organisational Justice on Teaching Professionals' Performance: Pre and Post Covid

The concept of "organisational justice” has gained much attention due to the effect of the pandemic caused by Covid-19. Highly invested educators work more to help their institutions succeed academically. The purpose of this research is to compare the performance of the educators before the pandemic and after the pandemic and the adoption of measures related to the pandemic. The study will give attention to the analysis concerning the idea of organisational justice. Quantitative research techniques were used for this investigation. Three hundred teachers' levels of dedication were measured over time using a well-known instrument to examine the relative shift brought on by the Covid-19 epidemic in India. Student's "t-test and ANOVA” was employed to evaluate the information derived from the survey data. The survey included respondents' gender, marital status, education level, years of work experience, and length of employment at the businesses under study. After schools began implementing efforts to combat the Covid-19 epidemic, a decline in teacher effectiveness was found, as measured by quantitative analysis. Significant findings allow the researchers to draw conclusions and provide suggestions © 2022, Journal for ReAttach Therapy and Developmental Diversities.All Rights Reserved.

Organisational justice mechanisms’ mediating leadership style, cognition- and affect-based trust during COVID-19 in South Africa

Purpose: This study aims to investigate how different kinds of leadership styles (transformational and transactional leadership) influence different components of trust (affect-based and cognition-based trust), mediated by organisational justice mechanisms (distributive, procedural and interactional justice) during COVID-19 conditions in South Africa. Design/methodology/approach: This study conducted a quantitative study by collecting survey data from 366 leaders in three organisations in South Africa, using valid and reliable scales. Given the number of latent constructs, the statistical technique used for this research was partial least squares-structural equation modelling, which enabled the authors to evaluate the strength and significance of the mediating relationships. Findings: Findings show unexpectedly that neither distributive nor procedural justice has any significant mediating effect between transformational and transactional leadership and between the components of trust (affect-based and cognition-based trust). However, interactional justice was found to have a significant positive mediating effect between transactional leadership and affect-based trust as well as cognition-based trust. The same did not apply to transformational leadership. Originality/value: Given the context of this study, which was conducted during the COVID-19 pandemic, these findings support the notion that it is the responsibility of leaders in organisations to communicate effectively, clearly and transparently to their followers at all times but particularly during times of extreme uncertainty. These increased levels of perceived fairness result in the development of trust within the organisation. © 2022, Emerald Publishing Limited.

A One-Year Prospective Study of Work-Related Mental Health in the Intensivists of a COVID-19 Hub Hospital.

The COVID-19 pandemic has severely tested the physical and mental health of health care workers (HCWs). The various stages of the epidemic have posed different problems; consequently, only a prospective study can effectively describe the changes in the workers' health. This repeated cross-sectional study is based on a one-year investigation (spring 2020 to spring 2021) of intensive care physicians in one of the two COVID-19 hub hospitals in Central Italy and aims to study the evolution of the mental health status of intensivists during the pandemic. Changes in their work activity due to the pandemic were studied anonymously together with their perception of organisational justice, occupational stress, sleep quality, anxiety, depression, burnout, job satisfaction, happiness, and intention to quit. In May-June 2021, one year after the baseline, doctors reported an increased workload, isolation at work and in their social life, a lack of time for physical activity and meditation, and compassion fatigue. Stress was inversely associated with the perception of justice in safety procedures and directly correlated with work isolation. Occupational stress was significantly associated with anxiety, depression, burnout, dissatisfaction, and their intention to quit. Procedural justice was significantly associated with happiness. Doctors believed vaccinations would help control the problem; however, this positive attitude had not yet resulted in improved mental health. Doctors reported high levels of distress (73%), sleep problems (28%), anxiety (25%), and depression (64%). Interventions to correct the situation are urgently needed.

A qualitative study on the experiences of the first nurses assigned to COVID-19 units in Turkey.

AIM: To explore the experiences of the first nurses assigned to work in COVID-19 units with the onset of the outbreak in Turkey. BACKGROUND: Even though the risks faced by nurses while performing a dangerous task during the epidemic are similar, their experiences may differ. METHOD: This qualitative study was carried out with 17 nurses. The interviews were carried out individually and online. The data were analysed using Colaizzi's phenomenological method. RESULTS: From the analyses of the data, four key themes have emerged as follows: 'needs', 'anger', 'questioning' and 'decision'. Needs include visibility, support, adaptation and sleep/rest. Nurses were angry because of their unmet expectations, feelings of injustice, and selfish and insensitive behaviours they faced. They questioned their profession and decided to either alienate from the profession or continue with the gains they had made. CONCLUSION: This study found that nurses perceived an imbalance between their efforts and their achievements. IMPLICATIONS FOR NURSING MANAGEMENT: This study provides evidence for nursing managers to anticipate problems that may arise both during and after the outbreak. Nurses should be made to feel that they are valued members of the health care institution, and effective strategies should be implemented to improve their perceptions of organisational justice.