Professional Documents
Culture Documents
*Dr. Nidhi
Assistant Professor, U.I.L.M.S., Gurgaon,
**Krishna Kumari
(Correspondent author) Research scholar U.I.L.M.S, Gurgaon,
Abstract
The quality of behavior an employee receives in organization defines his/her resulting
behavior in organization. In other words employees produce behavior according to the perception
what type of behavior he get in organization. Present study was purposed to find the relationship
between interactional justice and organization citizenship behavior among employees. It is a review
based study. Previous literatures, articles research paper are the base of the paper. Study found a
significant relationship exists between international justice and organization citizenship behavior.
1. Introduction
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International Journal of Pure and Applied Management Sciences; Vol. 2016.1.2; pp. 22-28, ISSN: 2456-4516
between employee and employer. Good superior subordinate relationship is the key of healthy
working environment.
A superior or manager works as leader for employee. Their behavior reflects the
management philosophy in terms of organization ethics and values. If the manager display good
behavior it work as a role model for employee and their behavior becomes motive for employee to
show similar behavior. Interactional justice in organization works as a motivator for employee.
Employee perceives themselves important for organization and work beyond formal duties to increase
organization efficiency. This extra work behavior above the formal duty refers as organization
citizenship behavior. Present study tries to examine the relationship between international justice in
organization and organization citizenship behavior among employees.
2. Literature review
OCB is that kind of behavior which is above the formal job duty. OCB is socially
desirable behaviors, but the behavior is depends on certain motives that cause employee to show such
type of behavior. Presence of OCB among employees increases the organization effectiveness. It has
been found that if employees have faith in management and perceive fair treatment in organization
than the probability of OCB will be more. It can be said that OCB is dependent on various variables.
People show OCB because of certain motive in organization. It was found that Achievement,
affiliation, and power are not the only motive for desire OCB, but “good soldier syndrome” is also
very necessary for the OCB (Min-Huei.Chien).
OCB is the cause of many individual level and organizational level behavioral
outcomes, such as at individual level, OCB among employee leads to good performance, reduce
turnover, reduce absenteeism. On organizational level due to OCB the productivity, efficiency and
profitability increase that leads to customer satisfaction and reduce cost (Podsakoff, N. P., et al.,
2009). Organization citizenship behavior is affected by the individual attitude behavior and individual
perception of organization. Organization citizenship behavior is affected by the perception of
organization justice.
There is no single antecedence for OCB, instead there are number of factor
contributing the OCB among employees. Some of the factors are job satisfaction and organizational
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International Journal of Pure and Applied Management Sciences; Vol. 2016.1.2; pp. 22-28, ISSN: 2456-4516
commitment, role perceptions, leadership behaviors and LMX, fairness perceptions, and individual
dispositions, motivational theories and employee age (Jahangir, N., Akbar, M. M. and Haq, M., 2004).
Perception of organizational justice are found to be determinant of OCB (Bahrami, M.A., et. al.,
2014)
The dimensions of OCB are altruism, courtesy and conscientiousness (Organ 1998).
Employee of public sector organization show more organization citizenship behavior than employees
of private sector organization. The difference of level of citizenship behavior was characterized by
author as the different level of competitiveness in public and private sector organization. Because the
competitiveness is more in private sector organization, its employee shows less organization
citizenship behavior. On the other hand public sector employees are motivated by serving society.
Employee those are satisfied with job show more organization citizenship behavior. It can conclude
that there is positive correlation between employee job satisfaction and organization citizenship
behavior (Sharma, J. P., Bajpai, N. and Holani, U., 2011).
OCB is beneficial for both employees as well as for the organization as it convert the
human resource into the useful social capital that improve the organization efficiency. Employee
attitude towards organization, organization working environment and employee engagement leads to
job are the important determent of OCB in organization. If employee perception about the
organization justice is positive that it leads to increase employee engagement (EBRAHIMI, R., et. al,
2013)
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International Journal of Pure and Applied Management Sciences; Vol. 2016.1.2; pp. 22-28, ISSN: 2456-4516
affects organization citizenship behavior more than the other two types of perceived organizational
justice because participants attached more importance to the fairness of procedures used in making
decisions (Songür H. N., Basım, N. and Şeşen, H., 2008)
Organization citizenship behaviors are related with the social capital of employee.
Social capital leads to corporation between employees. Employee citizenship behavior was beneficial
as it make employee committed in organization (EBRAHIMI, R., et. al, 2013)
The determents of OCB are HR practices, Job embedded and employee engagement.
OCB in organization leads to effectiveness of organization. There has been a positive and negative
consequence of OCB. By increasing the OCB manager can reduce the turnover of employee, increase
employee retention, satisfaction, but it also leads to role conflict, imbalance in work life balance and
create more stress among employees(Dash, S. and Pradhan, R. K., 2014).
3. Interactional justice
Interactional justice represents the quality of treatment employee get on the job
(Coetzee, M., 2015).The quality of interpersonal treatment received by the employee in organization
due to formal decision making process is called interactional justice (Baldwin, S., 2006). It is more
related with the subordinate and leader relationship and the equality in supervisor- subordinate
relationship represents the interactional justice (Dai, L.T. and Xie, H.X., 2016)
Organization justice affects the employee work related attitude and behavior. There
was found significant effects of interactional justice on Organizational Commitment (Lather, A. S.
and Kaur, S., 2015). The effect of interactional justice represents various behavioral outcomes, It
means that the quality of treatment employee get from his supervisor influence the employee turnover
intention, loyalty or commitment towards the organization. It also influences the employee’s loyalty
and satisfaction (Muzumdar, P., 2012). Perceived Interactional justice in organization has significant
positive effect on worker’s organization citizenship behavior (Taamneh, A., 2015)
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employee and leads employee engagement. It revealed that Positive interactional justice also reseal in
increase organization citizenship behavior (Afari, T. S. and Elanain, H. M. A., 2014).
Employee considered four factors namely Task autonomy, respect, responsibility and
realistic expectations important, to measure the quality of treatment from designated groups. But if
mangers are unable to meet these four measure than employee feel interactional injustice. (Coetzee,
M. 2015). It was found that perceived injustice is the principle factor cause sabotage behavior among
employee It can be said if employee perceived injustice (unequal treatment or unhealthy behavior) in
organization that individual indulge in the sabotage behavior which is define as the destruction or
disturbance of organization process of functioning (Ambrose, M. L., Seabright, M. A. and Schminke,
M., 2002).
It was found that practicing interactional justice was not affected by gander, different
age group, education qualification and year of experience in service. In the same way people of
different age and qualification show same level of organization citizenship behavior. But the
significance difference was found in organization citizenship behavior in male and female also the
level of OCB change with the year of experience in service (Taamneh, A., 2015). In some case
procedural justice as compare to Interactional justice is stronger predictor of organization citizenship
behavior (Al Afari, T. S. and Elanain, H. M. A., 2014).
4. Conclusion
Present study was based on the theme that employee positive behavior beyond formal
duty in work environment is result of good integration with superior. And the quality of treatment
with employee defines direction of his behavior in organization. Hence to analysis this, relationship
between interactional justice and organization citizenship behavior was studied. It was found that a
significance relationship exist between international justice and organization citizenship behavior
among employee in organization.
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