Determinants of Attitude and the Intention to Stay of Employees in Low-Cost Carriers: Using Justice Theory

The purpose of this research is to examine the influential attributes of employees' attitudes and intentions to stay in the domain of human resources management in a low-cost carrier business. Using justice theory as a theoretical underpinning, financial compensation, nonfinancial compensation, coworker relationships, and procedural fairness were derived. The explained attributes of this research were attitude and intention to stay. This study used a survey and collected data on 233 employees in low-cost carriers as survey participants. To test the hypotheses, this study employed structural equation modeling. The results showed that attitude was positively impacted by financial compensation, nonfinancial compensation, coworker relationships, and procedural fairness. The results also revealed the positive effect of coworker relationships and attitudes on the intention to stay. This study sheds light on the literature by ensuring the explanatory power of justice theory in the area of low-cost carrier business.

Doing good or looking good: how socially responsible human resource management practices influence employees' CSR-specific performance

PurposeThis study examines whether, how and when socially responsible human resource management (SRHRM) practices increase employees' in-role and extra-role corporate social responsibility (CSR) performance.Design/methodology/approachThis study uses data from 422 employees of 68 companies.FindingsSRHRM improves employees' in-role CSR-specific performance via impression management motivation and enhance extra-role CSR-specific performance via prosocial motivation. Moral identity symbolization strengthens the relationship between SRHRM and impression management motivation, and moral identity internalization reinforces the relationship between SRHRM and prosocial motivation. The authors also propose mediated moderation models.Practical implicationsThis study indicates that company can adopt SRHRM practices to improve employees' in-role and extra-role CSR-specific performance.Originality/valueThis study reveals how and when SRHRM practices influence employees' CSR-specific performance and sheds light on the social impacts of SRHRM.

Psychological capital, grit and organizational justice as positive strengths and resources among registered nurses: A path analysis.

AIM: To examine registered nurses' individual strengths (psychological capital and grit) and an organizational resource (organizational justice) as well as associated work-related outcomes. In a time of a global nursing shortage, there is an urgent need to identify strengths and resources that can have a positive impact on the health, well-being and retention of registered nurses. DESIGN: A cross-sectional survey. METHODS: A nationwide convenience sample of 514 registered nurses responded to a survey. Data were collected using a self-reported questionnaire between March and May 2018. Data were analysed using descriptive statistics and multivariate path analysis. RESULTS: Participants rated their psychological capital and grit moderately high. Grit and organizational justice were found to have significant direct effects on psychological capital. Furthermore, psychological capital had positive direct effects on engagement and the perception of well-conducted everyday nursing as well as negative direct effects on burnout, the stress of conscience and the intent to leave the profession. CONCLUSION: The results suggest that nurse leaders and managers could consider improving registered nurses' well-being with two complementary approaches. It might be useful to reinforce positive, individual strengths, such as psychological capital, and at the same time create more favourable nursing work environments, for example by strengthening organizational justice. IMPLICATIONS FOR THE PROFESSION: Psychological capital and grit are emerging concepts in nursing workforce research. Identifying registered nurses' positive strengths and resources is important for inventing interventions that enhance nurses' engagement and well-being as well as reduce turnover intentions. IMPACT: Nurse leaders and managers play crucial roles in managing and developing registered nurses' individual strengths and organizational resources. This has gained even more importance now as the COVID-19 pandemic could have a long-term negative impact on nurses' well-being. REPORTING METHOD: The study is reported following STROBE guidelines. PATIENT OR PUBLIC CONTRIBUTION: No patient or public contribution.

Corporate social responsibility, workplace spirituality and their effects on green promotive and prohibitive voice behaviours

Despite plenty of studies on employees' pro-environmental attitudes and behaviours, green promotive behaviour (GPromVB) and green prohibitive voice behaviour (GProhVB) and their predictors have not been investigated so far. With this realization, our paper explores the interrelationships of corporate social responsibility (CSR), workplace spirituality (WPS), GPromVB, and GProhVB. Data collected from hotel employees in two waves and their supervisors in Northern Cyprus were tapped to gauge the aforementioned associations via structural equation modelling. Results implicitly reveal that employees' favourable perceptions of CSR enhance their feelings of WPS, which in turn leads to GPromVB and GProhVB at elevated levels. In conclusion, WPS mediates the effect of CSR on GPromVB and GProhVB. Based on these findings, our paper offers implications for the industry and academia.

Public management strategies for improving satisfaction with pandemic-induced telework among public employees

PurposeThe author examined the association between public employees' satisfaction with pandemic-induced telework satisfaction and job autonomy, organizational goal clarity, organizational justice, and performance-based culture. In addition, the author analyzed the moderating effects of generation and gender on the relationships between job autonomy, organizational goal clarity, organizational justice, performance-based culture, and pandemic-induced telework satisfaction.Design/methodology/approachThis study used survey data collected from 4,339 Korean public employees, comprising 1,983 central government officials and 2,356 metropolitan government officials, during the COVID-19 pandemic. This study conducted a structural equation model to test hypotheses.FindingsThe author found that job autonomy, organizational goal clarity, organizational justice, and performance-based culture were positively associated with pandemic-induced telework satisfaction. In addition, this research found the moderating effects of generation and gender on the relationships between job autonomy, organizational goal clarity, organizational justice, performance-based culture, and pandemic-induced telework satisfaction.Originality/valueThis study's results can guide public organizations in developing public management strategies to improve pandemic-induced telework satisfaction. In particular, public organizations need to cope effectively with the broad prevalence of telework triggered by the COVID-19 pandemic by establishing high job autonomy, a performance-oriented culture, a fair evaluation system, and clear and measurable performance goals and adjusting telework according to the generational and gender characteristics.

Is There a Right Way to Lay Off Employees in Times of Crisis?: The Role of Organizational Justice in the Case of Airbnb

The COVID-19 pandemic has negatively affected the tourism and services sector. Using the example of Airbnb's recent layoff of 25% of its workforce, we focused on the role of organizational justice in mitigating the negative psychological impacts of layoffs. Based on a unique survey of Airbnb employees who survived the layoffs, as well as those who left, we employed an ordinary least squares regression to show that employees' perceptions of organizational justice were positively related to their job satisfaction and trust in management, while being negatively related to their emotional exhaustion and cynicism. We discovered the crucial importance of interactional justice (i.e., interpersonal and informational justice). The respect, dignity, and politeness shown by management (i.e., interpersonal justice), as well as truthful and adequate communication about the procedure (i.e., informational justice) were pivotal to successfully conducting layoffs, especially during unprecedented economic uncertainty. © 2023 by the authors.

¿Cómo entender la justicia organizacional en tiempos de pandemia? Relación con la disposición al cambio

Esta investigación tuvo por objetivo analizar la capacidad predictiva de la percepción de justicia distributiva y justicia d interacción en la disposición al cambio organizacional en trabajadores durante la pandemia por covid-19. La población fu de 342 colaboradores de diversas organizaciones colombianas. El estudio se apoyó en un diseño predictivo transversal. S utilizaron los instrumentos de justicia organizacional —adaptado a población colombiana— y cambio organizacional. Lo resultados evidencian la existencia de la predicción del cambio organizacional como resultado de la percepción de justici organizacional. De esta forma, las organizaciones se benefician en los procesos de cambio en los momentos en que expone y dan certeza de los ajustes, afectaciones y decisiones a tomar por sus miembros, procurando que estos se transformen e agentes que acojan los cambios razonables y racionales que la institución procura. El contexto cambiante de la pandemi es una condición que limita la predicción de la justicia organizacional procedimental y el cambio organizacional en el nive individual total.Alternate :The objective of the research was to analyze the predictive capacity of the perception of distributive justice and interactionjustice in the willingness to organizational change in workers during the COVID-19 pandemic. The study was based on a predictivecross-sectional design, and the sample consisted of 342 workers from different Colombian organizations. The organizationaljustice (adapted to the Colombian population) and organizational change instruments were used. The results showed theexistence of the prediction of organizational change due to the perception of organizational justice. In this way, organizationsbenefit in their change processes when they explain and give certainty to their members about the new adjustments, effectsand decision making, ensuring that they become agents that welcome the reasonable and rational changes that the institutionseeks. The changing context of the pandemic is a condition that limits the prediction of procedural organizational justice andorganizational change at the total individual level.Alternate :O objetivo principal da pesquisa foi determinar a relação entre a percepção de justiça distributiva, justiça interacional e disposição para mudança organizacional em funcionários no momento da pandemia. O estudo tem um desenho cruzado preditivo, a amostra consistiu de 342 funcionários de diferentes indústrias colombianas. Os instrumentos utilizados nesta pesquisa foram justiça organizacional (adaptada para a Colômbia) e mudança organizacional. Os resultados mostraram que os processos de adaptação organizacional devem ser baseados em mecanismos que permitam aos funcionários compreender sua situação e as etapas do ninho no processo de acomodação às novas condições. Se essa mudança for feita corretamente, fortalecerá seu senso de valor como membro e permitirá que tenham um cenário claro para tomar decisões.

Perceived organizational justice and trust as mediators between perceived gender discrimination and organizational outcomes

Many people, especially women, have experienced gender discrimination in their work lives (e.g., Eagly & Diekman, 2005;Morrison et al., 1987). Gaining an understanding of how perception of gender discrimination is related to organizational outcomes is very important for organizations. In this study, I reviewed extant literatures on perceived gender discrimination, perceived organizational justice, perceived external organizational justice, trust in organization, trust in supervisor, job satisfaction, organizational commitment, turnover intention, and corporate social responsibility. I proposed and used structural equation modeling to test the models of the relationships among these constructs to understand how people's perceived gender discrimination is related to turnover intention through the other constructs based on a sample of 880 U.S. participants. Results showed that employees' perception of gender discrimination was related to turnover intention indirectly through distributive, procedural, and interactional perceived organizational justice, perceived interactional external organizational justice, trust in organization, trust in supervisor, job satisfaction, and organizational commitment. I also studied how COVID-19 impacted people's work and life. I discuss the implications, limitations, and directions for future study based on the findings of this study. (PsycInfo Database Record (c) 2022 APA, all rights reserved)

How to Understand Organizational Justice in Times of Pandemic? Relationship with the Disposition to Organizational Change / ¿Cómo entender la justicia organizacional en tiempos de pandemia? Relación con la dispsición al cambio

Resumen Esta investigación tuvo por objetivo analizar la capacidad predictiva de la percepción de justicia distributiva y justicia de interacción en la disposición al cambio organizacional en trabajadores durante la pandemia por COVID-19. La población fue de 342 colaboradores de diversas organizaciones colombianas. El estudio se apoyó en un diseño predictivo transversal. Se utilizaron los instrumentos de justicia organizacional -adaptado a población colombiana- y cambio organizacional. Los resultados evidencian la existencia de la predicción del cambio organizacional como resultado de la percepción de justicia organizacional. De esta forma, las organizaciones se benefician en los procesos de cambio en los momentos en que exponen y dan certeza de los ajustes, afectaciones y decisiones a tomar por sus miembros, procurando que estos se transformen en agentes que acojan los cambios razonables y racionales que la institución procura. El contexto cambiante de la pandemia es una condición que limita la predicción de la justicia organizacional procedimental y el cambio organizacional en el nivel individual total.

Abstract The objective of the research was to analyze the predictive capacity of the perception of distributive justice and interaction justice in the willingness to organizational change in workers during the COVID-19 pandemic. The study was based on a predictive cross-sectional design, and the sample consisted of 342 workers from different Colombian organizations. The organizational justice (adapted to the Colombian population) and organizational change instruments were used. The results showed the existence of the prediction of organizational change due to the perception of organizational justice. In this way, organizations benefit in their change processes when they explain and give certainty to their members about the new adjustments, effects and decision making, ensuring that they become agents that welcome the reasonable and rational changes that the institution seeks. The changing context of the pandemic is a condition that limits the prediction of procedural organizational justice and organizational change at the total individual level.

Redemption from SRHRM under COVID-19: How business threat due to COVID-19 affects employee insomnia via hope and workplace anxiety

Existing studies show that the COVID-19 pandemic influences employee outcome in the work domain. However, the impact of business threat due to COVID-19 on employee daily insomnia remains unexplored. Addressing this research gap can help scholars understand the risks of COVID-19 in the non-work domain. Drawing on appraisal theories of emotion, we explore how and when business threat due to COVID-19 triggers employee insomnia. Using an experience sampling methodology where 89 employees are surveyed for 7 workdays, our multilevel analyses show that employee daily hope and workplace anxiety mediate the effects of business threat due to COVID-19 on employee insomnia. Furthermore, socially responsible human resource management (SRHRM) practices weaken the negative relationship between business threat due to COVID-19 and employees' hope and mitigate the positive relationship between business threat due to COVID-19 and their workplace anxiety. We also find that SRHRM practices influence the indirect effect of business threat due to COVID-19 on employee insomnia via workplace anxiety. Our study helps understand the underlying mechanisms in the relationship between business threat due to COVID-19 and employee insomnia and further sheds light on the role of SRHRM in mitigating the destructive effect of business threat due to COVID-19.

A STUDY TO DETERMINE THE EFFECT OF ORGANIZATIONAL JUSTICE PERCEPTION ON WORK PERFORMANCE IN EDUCATIONAL INSTITUTIONS DURING THE COVID-19 PERIOD

The main purpose of the study is to determine the relationship between organizational justice perceptions of teachers, principals and assistant principals working in education institutions and job performance in Covid-19 Period. Personorganization fit, organization-person relationship, job performance, managerial support, follow-up and feedback, organizational relationship between institutions and organizations were examined. It's been determined how the perception of organizational justice, which is provided or tried to be created, has an effect on job performance in organizations, and what kind of positive or negative results this situation will cause. The research was conducted on principals, assistant principals and teachers working in primary, secondary and high schools in Istanbul in 2022, affiliated to the Ministry of National Education. A total of 410 participants were included in the research. The collected data were tested with reliability, factor analysis, correlation, regression, T-test and ANOVA analyzes within the scope of SPSS program. Considering the literature studies, it was concluded that the business performance is high in institutions with high interactional justice. In the results obtained, it was seen that the sub-dimensions of organizational justice have direct and positive effects on job performance in the Covid-19 Period. As a result of the research, it was accepted that organizational justice has a positive effect on job performance in the Covid-19 Period. (English) [ FROM AUTHOR]

The Impact of Organizational Justice on Work Satisfaction during the Covid-19 Pandemic in India: Evaluating the Mediating Effects of Organizational Culture and Citizenship Behavior

Perceived workplace organizational justice is often a major element impacting the satisfaction and retention of employees. This study analyzed the connection between the organizational justice along with IT employee satisfaction of work in Bangalore, India, during the pandemic in Covid-19. Also explored were the mediating influences of organizational culture and citizenship behavior on this relationship. Some 403 respondents from Bangalore's IT firms were surveyed using a Likert scale survey instrument. The data was analyzed using Structural Equation Modeling (SEM). The results revealed that organizational justice did not affect employee work satisfaction during the pandemic, and both, organizational culture and citizenship behavior did not mediate this relationship © 2022, Journal for ReAttach Therapy and Developmental Diversities.All Rights Reserved.

Fair and Square: Impact of Hospitality Employees' Justice Perceptions and Job Embeddedness on Citizenship Behavior during COVID-19

COVID-19 pandemic has adversely impacted all industries, and the hospitality sector has been the worst hit. Drawing upon conservation of resource (COR) theory, it was hypothesized that organizational justice as well as job embeddedness will positively impact employees' engagement in organizational citizenship behavior (OCB). In addition, the moderating role of job embeddedness in organizational justice-OCB relationship was studied. Using time-lagged data of hospitality employees from India, the results demonstrate that of all dimensions of organizational justice, interactional justice emerges as the strongest predictor of OCB. Further, job embeddedness was seen to have a significant relationship with all dimensions of OCB. Support was also found for the moderating role of job embed-dedness in strengthening the positive relationship between justice perceptions and certain dimensions of OCB. Finally, the implications are discussed enhancing our understanding of organizational justice- job embeddedness-OCB relationship in Indian hospitality sector during the COVID-19 pandemic, suggesting several measures which can be taken by managers of this sector to promote employee extra role behaviors.

Reconciling COVID-19 pandemic budget deficits through furloughs and salary reductions

Theoretical basis: The primary topics, in this case, align well with social processes relative to communication and decision-making, and with individual processes relative to fairness in the workplace. Research methodology: The case was developed from secondary sources. The secondary sources included news reports, and university sources (i.e. e-mails, announcements, reports, town hall meetings). This descriptive case has been classroom tested in an undergraduate organizational behavior course. Case overview/synopsis: On September 10, 2020, the president of Bowie State University, Dr Aminta H. Breaux, announced that the university needed to "take a number of steps, including a temporary salary reduction plan, to close the FY21 funding gap and position the university for continued budget challenges” (Exhibit 1) triggered by the economic impact of COVID-19 on the state of Maryland. Some of the faculty members' reactions to this announcement included shock and disappointment. Reflecting on what led to the state appropriation reductions, why would faculty members be shocked by President Breaux's announcement of temporary salary reductions? Did President Breaux make the right decision, and was it communicated appropriately? Complexity academic level: This descriptive case is most appropriate for undergraduate level organizational behavior courses. © 2021, Emerald Publishing Limited.

Informational Justice and Remote Working: All is Not Fair for Work at Home

Given the increase in remote working due to the social distancing requirements as part of the response to the Covid-19 Pandemic, the variable of work-from-home has become more salient in the business community. The existing literature squarely places remote working as an antecedent to employee perceptions of Organizational Justice throughout many industries. The same literature presents work from home in a positive frame of reference in a pre-pandemic world. However, in the Covid-19 environment, many perceptions have changed regarding employment. Likely overall perceptions regarding work from home have also shifted because more people engage in the activity. We argue that perceptions of work from home through the frame of reference found in the literature of Organizational Justice have shifted to be more negative. To study this phenomenon, we gathered social media data in comments from a work discussion forum on the Reddit website. We coded the data with an a priori codeset and assigned dummy variables for analysis. The dataset was analyzed via a five-way Factorial ANOVA examining the influences of the four independent variables of Organizational Justice (Distributive, Procedural, Interpersonal, and Informational Justice) and the temporal occurrence of Covid-19 on the sentimental polarity of comments surrounding the topic of work from home. Our findings indicated that Informational Justice significantly contributes to more negative sentiment regarding work-from-home. Additionally, when Distributive, Interpersonal, and Informational Justice and Distributive and Informational Justice interact, sentimental polarity grows more negative for work from home. Discussion of results, implications for practice, and limitations presented.

COVID-19: The effects of perceived organizational justice, job engagement, and perceived job alternatives on turnover intention among frontline nurses.

Nurses' turnover intention has become a concern for medical institutions because nurses are more needed than ever under the prevalence of COVID-19. This research sought to investigate the effects of the four dimensions of organizational justice on COVID-19 frontline nurses' turnover intention through the mediating role of job engagement. We also tested the extent to which perceived job alternatives could moderate the relationship between job engagement and turnover intention. This descriptive cross-sectional study used an online survey to collect data from 650 frontline nurses working in appointed hospitals in Jiangsu province, China. Hierarchical regression was used to analyze the hypothesized relationships. Findings revealed that all organizational justice components significantly influenced job engagement and turnover intention. Job engagement also significantly affected nurses' turnover intention and mediated the relationships between organizational justice components and turnover intention. Besides, perceived job alternatives moderated the relationships between job engagement and turnover intention. The implications of this study include demonstrating that healthcare authorities should respect human rights through effective organizational justice as this approach could encourage nurses to appreciate their job and be more devoted to staying and achieving their institutional duties, especially under challenging circumstances.

Perceived organizational justice and trust as mediators between perceived gender discrimination and organizational outcomes

Many people, especially women, have experienced gender discrimination in their work lives (e.g., Eagly & Diekman, 2005;Morrison et al., 1987). Gaining an understanding of how perception of gender discrimination is related to organizational outcomes is very important for organizations. In this study, I reviewed extant literatures on perceived gender discrimination, perceived organizational justice, perceived external organizational justice, trust in organization, trust in supervisor, job satisfaction, organizational commitment, turnover intention, and corporate social responsibility. I proposed and used structural equation modeling to test the models of the relationships among these constructs to understand how people's perceived gender discrimination is related to turnover intention through the other constructs based on a sample of 880 U.S. participants. Results showed that employees' perception of gender discrimination was related to turnover intention indirectly through distributive, procedural, and interactional perceived organizational justice, perceived interactional external organizational justice, trust in organization, trust in supervisor, job satisfaction, and organizational commitment. I also studied how COVID-19 impacted people's work and life. I discuss the implications, limitations, and directions for future study based on the findings of this study. (PsycInfo Database Record (c) 2022 APA, all rights reserved)

Life during furlough: Challenges to dignity from a changed employment status

In response to the COVID-19 virus, the UK government introduced the Job Retention Scheme in March 2020. The scheme, a novelty in the United Kingdom, provided income support to those furloughed from work. In this paper, we examine how individuals in several occupations and organisations experienced furlough and how they were treated during this enforced period of work absence. Beyond describing their experiences during the furlough, we examine how these experiences threatened and challenged their sense of dignity. Experientially we report on furlough as a time that elicited both delight and despair. The analysis of dignity relates to how treatment based on their employment status rendered many employees marginalised and cast adrift.

Examining collaborative buyer-supplier relationships and social sustainability in the "new normal" era: the moderating effects of justice and big data analytical intelligence.

The COVID-19 pandemic has resulted in a slew of new business practices that have put the society and environment under strain. This has drawn the attention of supply chain researchers working to address the COVID-19 pandemic's looming social sustainability issues. Prior literature has indicated that collaborative relationships improve organizational performance. Over the past years, problems related to justice are reported (e.g., between Walmart Canada and the Lego group), which might negatively affect the buyer-supplier relationship. In the new normal, the effect of justice on collaborative buyer-supplier relationships on social sustainability in the COVID-19 context is obviously essential but under-explored. The current study examines buyer-supplier collaborative relationships' influence on social sustainability under the moderating effect of justice and big data analytical intelligence. In this paper, we employ the stakeholder resource-based view, loose coupling theory, and resource dependency theory as the theoretical lens to establish the research hypotheses. Using primary survey data collected from supply chain practitioners in South Africa, hypothesis testing is done using a covariance-based structural equation modelling technique. To enhance research rigor, we have checked the dyadic perspectives of both buyers and suppliers. Our empirical results reveal that collaborative buyer-supplier relationships positively influence supplier social sustainability in the new normal era. However, it is relatively stronger from the suppliers' perspective when compared with the buyers' perspective. Secondly, the moderating effect of perceptions of organizational justice and big data analytical intelligence on the relationship between collaborative buyer-supplier relationships and supplier social sustainability is also statistically significant. However, it is relatively stronger from the buyers' perspective when compared with the suppliers' perspective. These are major findings of this study. Theoretical and managerial implications are further discussed.

The Impact Of Organizational Justice On The Phenomenon Of Organizational Cynicism In The Presence Of The Moderating Role Of Organizational Flexibility In Light Of The Covid-19 Pandemic In Jordanian Private Hospitals

The aim of study is to identify the impact of each dimension of organizational justice represented by (distributive justice, procedural justice, interactional justice) on the phenomenon of organizational cynicism represented by three dimensions (cognitive dimension, behavioral dimension, affective dimension), in addition to identify the moderating role of organizational flexibility dimensions (formal ism, complexity, centralization) in the relationship between organizational justice and organizational cynicism in Jordanian private hospitals. To achieve the objectives of the study, the descriptive analytical method was used, and the study population consists of workers at all administrative levels in Jordanian private hospitals, where the questionnaire lists were used as a main tool for measuring the study variables and distributing them to a suitable random sample that is representative of the study population, (400) questionnaires were distributed, and (322) questionnaires were retrieved, and after reviewing the questionnaires, (7) questionnaires were excluded for insufficiency, and thus the number of valid questionnaires for statistical analysis are (315) with a percentage of (78.8%). The statistical analysis program (SPSS) was used to answer the study questions, and test its hypotheses. The study concluded with a number of results, the most important of which that there is a statistically significant impact at the significance level (a<0.05) of organizational justice with its dimensions (distributive justice, procedural justice, interactional justice) on organizational cynicism in Jordanian private hospitals, and the moderator variable for organizational flexibility has modified the impact of organizational justice on organizational cynicism in Jordanian private hospitals, which indicates that there is a statistically significant impact at the level of significance (a<0.05) for the moderating role of organizational flexibility in the impact of organizational justice with its combined dimensions on organizational cynicism in Jordanian private hospitals. Based on the results of this study, a set of recommendations was provided, the most important of which is emphasizing the importance of organizational justice and its main dimensions due to its effects in reducing the phenomenon of organizational cynicism, in addition to reconsidering the organizational flexibility strategy, discussing its main concepts and working to increase formal flexibility. In particular, by reducing the official rules and procedures followed in the implementation of daily routine procedures.