NAME: NURAFIFAH NATRAH BINTI AHMAD NAHAR

MATRIC NUMBER: 4145000501

SUPERVISOR: HAJI OTHMAN BADRISHAH
 CHAPTER I:

INTRODUCTION
 BACKGROUND OF STUDY
 To identify the dimensions of organizational justice (distributive, procedural, interactional)
related organizational citizenship behaviour.

 Previous research where employees who perceived that are organizational treated fairly
they a more likely to exhibit organizational citizenship behaviour in the workplace.

 Other perception found the compensation are related to obligate with some voluntary
behaviour which is organizational citizenship behaviour in the workplace.

Understanding organizational justice and trust are

extremely important for organizations because its
relationship with organizational citizenship behaviour
and it can involve the perceptions of organizational
members regarding the fairness of their condition of
employment (Ismail, 2014).
 PROBLEM STATEMENT
 To determine the relationship between dimensions of justice and organizational citizenship behaviour
among worker in an organization. Women concentrated more on distributive issues
rather than procedural issues in order to address
past pay discrepancies
India (Mathur & Padmakumari, 2013).

Created good level organizational citizenship

behaviour due to organizational justice and trust
Survey Syria
(Ismail, 2014)

organizational factor such as fair treatment and justice

are the important elements in the social exchange
Malaysia climate of an organization
(Nandan & Mutalib, 2015).

 The previous studies have conducted the research only for conducted
on any sectors such as in private banks, hospital, service sectors
and education
 RESEARCH QUESTION
1. Is there any relationship between organizational
justice and organizational citizenship behaviour
among worker in an organization?
2. Is there any relationship between distributive
justice and organizational citizenship
behaviour among worker in an organization?
3. Is there any relationship between procedural
justice and organizational citizenship behaviour
among worker in an organization?
4. Is there any relationship between interactional
justice and organizational citizenship behaviour
among worker in an organization?
RESEARCH OBJECTIVE
1. To determine the relationship between
organizational justice and
organizational citizenship behaviour
among worker in an organization.
1. To determine the relationship between
distributive justice and organizational
citizenship behaviour among worker in
an organization.
2. To determine the relationship between
procedural among worker in an
organization.
3.To determine the relationship between
interactional justice and organizational
citizenship behaviour among worker in an
organization.
 HYPOTHESIS

Ho1: There is no significant relationship between

organizational justice and organizational citizenship
behaviour.

Ho2: There is no significant relationship between

distributive justice and organizational citizenship
behaviour.

Ho3: There is no significant relationship between

procedural justice and organizational citizenship
behaviour.

Ho4: There is no significant relationship between

interactional justice and organizational citizenship
behaviour.
 SIGNIFICANT OF STUDY

• Study why justice is the factors worker doing

voluntary commitment.
• This study conducted to technician in an
organization.
• The technician as working in team work, shift
work.
• How the organization apply recognition
system in their company.

.
DEFINITION OF TERMS ORGANIZATIONAL JUSTICE

An individual’s perception or evaluation of

ORGANIZATIONAL CITIZENSHIP the appropriateness of some process or
BEHAVIOUR outcome (Greenberg, 1990).

An individual voluntary commitment within Employee’s perception of whether an event

an organization or company that is not part
of their contractual tasks (Organ, 1997).
Organizational citizenship behaviour refers
to anything that employees choose to do,
spontaneously and of their own accord,
which often lies outside of their specified
contractual obligations.
(Zhang, 2011)
is morally right, which is refers by the ethics,
religion or law
(Mathur & Padmakumari, 2013).
Refers to employee fairness perception at
the workplace
(Rupp and Thornton, 2015).

Self-motivated and aware that is not directly

or explicitly predicted by formal incentive
system of organizational, but in general,
promotes organizational functions.
(Jafari & Bidarian, 2012)
From MBASkoo (2014)l article, OCB is the
context or performance in which any job or
task takes place.
DEFINITION
OF TERMS
Procedural justice
relates to perceived
fairness in the processes
Interactional Justice
though which decisions
are reached # Perceived degree to
which one is treated with
(Aamodt, 2010).
dignity and respect.
# It can divided in two
components:
interpersonal and
informational justice

DIMENSION
OF
JUSTICE
Distributive justice
describes the perceived
fairness of the outcomes
employees receive Ismail
(2010).
CHAPTER II:

LITERATURE
REVIEWS
 AUTHORS VARIABLE ISSUES FINDING

IV: Organizational All the dimension of Suggested procedural

Jafari and Bidarian justice justice has a weak justice has too related
(2012) positive correction with OCB.
DV: Organizational with OCB
citizenship Behaviour

To determine
Darmichi, Talatapeh IV: Organizational significant between Procedural justice has
and Darban justice the organizational moderate positive
(2013) justice and correlation with OCB
DV: Organizational organizational
citizenship Behaviour citizenship behaviour.

IV: Organizational • Employees Created a good trust

trust perception about and practices
Ismail (2014) DV: Organizational trust and justice conducted level of
citizenship Behaviour • Also impact OJ on OCB due.
OCB.
 AUTHORS VARIABLE ISSUES FINDING
• Organizational
IV: justice has
Nandan and Mutalib • Organizational The effect of significant
(2015) justice psychological capital between OCB.
• Psychological in the relationship
Capital between OJ and OCB • Also psychological
capital has
DV: significant
Organizational between OCB.
citizenship Behaviour

IV:Organizational
Hooi justice Perceptions about job The job satisfaction
(2016) satisfaction, has a relationship
DV:Organizational organizational justice between OJ and OCB.
citizenship Behaviour and OCB

DV:Job Satisfaction
 THEORETICAL FRAMEWORK

The Adam Equity Theory

 THEORETICAL FRAMEWORK

Social Exchange Theory

 CONCEPTUAL FRAMEWORK

Organizational Justice:
Organizational citizenship
Procedural justice behaviour
(OCB)
Distributive justice
Interactional justice

The conceptual framework the relationship between

organizational justice and organizational citizenship
behaviour.
CHAPTER III:

METHODOLOGY
 RESEARCH DESIGN

QUANTITATIVE METHOD

INDEPENDENT VARIABLE DEPENDENT VARIABLE

ORGANIZATIONAL JUSTICE ORGANIZATIONAL CITIZENSHIP
(Procedural, Distributive, BEHAVIOUR
Interactional justice)
 Stratified Technician
sampling (digital technology organization)

SAMPLING Population: 500

Table Krejcie and Morgan
(1970) suggested : 217
METHOD

Questionnaire Printed
 Step 1: Asked the
organization for
Step 2: Discuss with
the supervisor for the P
R
permission to approval this study
conduct the and distribution the
research. questionnaires.
O
C
Step 4: Distribute
Step 3: Explain to E
the supervisor about
D
the questionnaires to
the research
the respondents
objective
U
R
Step 5: E
Respondents were
Step 6: Thanked to
given several weeks
to complete the
the worker S
questionnaires
 INSTRUMENTS
ORGANIZATIONAL ORGANIZATIONAL
JUSTICE CITIZESNSHIP BEHAVIOUR
• By Niehoff and Moorman • Fox, Spector, Goh,
(1993) Bruursema and Kessler
• 20-items (distributive 5- (2009)
items, procedural 6-items • 20-items
and distributive 9-items) • Reliability: 0.89
• 5 point Likert-scale • 5 point Likert-scale
• The scale form 1 (strongly • 1 (Never)
disagree) to 5 (strongly 2 (Once or twice)
agree). 3 (Once or twice per month)
4 (once or twice per week)
5 (Everyday).
 PILOT STUDY

Instruments Cronbach's alpha(α) No. of Items

Organizational justice (OJ) .697 20

Organizational citizenship .941 20

behaviour (OCB)

Both (OJ&OCB) .917 40

The pilot study results based 10 respondent collected

 Hypothesis Analysis Methods DATA
Ho1: There is no significant relationship
between organizational justice and
ANALYSIS
organizational citizenship behaviour.

Ho2: There is no significant relationship

between distributive justice and
Spearmen’s Correlations
organizational citizenship behaviour.

Ho3: There is no significant relationship

between procedural justice and
organizational citizenship behaviour.

Ho4: There is no significant relationship

between interactional justice and
organizational citizenship behaviour.
CHAPTER IV:

DATA
ANALYSIS
 RELIABILITY ANALYSIS

Instruments Cronbach's alpha(α) No. of Items

Organizational justice (OJ) .799 20

Organizational citizenship .935 20

behaviour (OCB)

Both (OJ&OCB) .919 40

The data analysis based 196 respondent collected

 DESCRIPTIVE ANALYSIS
Respondents’ Age

Age Frequency (N) Percent (%)

18-23 year 31 15.8

23-29 year 35 17.9

30-35 year 38 19.4

36-41 year 32 16.3

42-47 year 24 12.2

48 year and above 36 18.4

Total 196 100.0

 DESCRIPTIVE ANALYSIS
Respondents’ Gender

Gender Frequency Percent

(N) (%)

Male 84 42.9

Female 112 57.1

Total 196 100.0

 DESCRIPTIVE ANALYSIS
Respondents’ Race

Race Frequency Percent

(N) (%)
Malay 102 52.0
Chinese 46 23.5
Indian 39 19.9
Others 9 4.6
Total 196 100.0
 DESCRIPTIVE ANALYSIS
Respondents’ Religion

Race Frequency Percent

(N) (%)

Islam 113 57.7

Buddha 28 14.3

Hindu 18 9.2

Others 37 18.9

Total 196 100.0

 DESCRIPTIVE ANALYSIS
Respondents’ Working Experience

Race Frequency (N) Percent (%)

Less than one year 21 10.7

2 to 5 years 39 19.9

6 to 10 years 40 20.4

11 to 14 years 49 25.0

15 years and
47 24.0
above

Total 196 100.0

 Hypothesis Results
INFERENTIAL
ANALYSIS
Ho1: There is no significant relationship REJECTED
between organizational justice and
r=0.323, p=0.000 ≤ 0.01
organizational citizenship behaviour.

Ho2: There is no significant relationship REJECTED

between distributive justice and
r=0.219, p=0.002 ≤ 0.01
organizational citizenship behaviour.

Ho3: There is no significant relationship ACCEPTED

between procedural justice and
r=0.083, p=0.246 ≥ 0.01
organizational citizenship behaviour.

Ho4: There is no significant relationship REJECTED

between interactional justice and
r=0.289, p=0.000 ≥ 0.01
organizational citizenship behaviour.
CHAPTER V:

DICUSSION
AND
RECOMMENDATION
DICUSSION
H01 There is no significant relationship between organizational justice and organizational

citizenship behaviours among worker.

• The null hypothesis is REJECTED

• This can be speculated that the technicians have

access towards organizational justice and
organizational citizenship behaviour opportunity
is huge.

• technician feel the fairly treatment from

organization is fair and equitable to their worker.

• workers have a good perception about justice

they can feel give high performance and attitude
with co-workers and management.
DICUSSION
Findings

Nojani, Arjmandnia, Afrooz and • When the worker have high level of ages group, higher
Rajabi income and higher education their more feel high level
(2012) thinking perception about organizational justice and job
satisfaction.

Meshkati, Eskandari and • Show organizational justice has weak positive correlation
between OCB.
Mostahfezian

(2014) • Conclude trust and justice in an organization can hold

training courses for workers to fostering their tendency to
display voluntary behaviours.
DICUSSION
H02 There is no significant relationship between distributive justice and organizational

citizenship behaviours among worker.

• The null hypothesis is REJECTED

• Technician in digital technology industry has

good significant between distributive justice and
OCB.

• show weak positive correlation in OCB.

• That proves the technician satisfied with

organization gives to them such as wages,
benefits, bonus, position and any else.
DICUSSION
Findings

Iqbal, Aziz and Tasawar • Showed distributive have strong positive relationship
(2015) between OCB.
• Suggests when employee has behaviour to doing extra role
in workplace, that can influence to OCB.

Nandan and Mutalib • Showed distributive positive relationship between OCB

(2015) • Employee where more perceived a good fairly treatment in

organization likely to exhibit OCB

• The good compensation from organization can influence

worker has OCB/

DICUSSION
H03 There is no significant relationship between procedural justice and organizational

citizenship behaviours among worker.

• The null hypothesis is ACCEPTED.

• Technician in digital technology industry has not good

significant between procedural justice and OCB.

• show no correlation in OCB.

• The technician low perception about procedural

justice.

• They like to helped their team and not get some

recognition from them.

• That proves when the worker the more experience in

same organization, they can feel volunteer
commitment with each other.
DICUSSION
Findings
• Showed the procedural justice and OCB has a significant
Jafari and Bidarian relationship between two variable
(2012) • (r=.22, p-value= 0.000 ≤ 0.05)
• The researcher finding the people higher perceived
procedural justice, they higher express to OCB.
• People satisfied with their income, more show to OCB.

Ismail • Found the procedural justice can directly on to OCB.

(2014) • The good trust manager and employee can create good level

of procedural justice.

Social Exchange Theory • People like to helped each other because they gain positive

things from them.

• This theory is too related with OCB

DICUSSION
H04 There is no significant relationship between interactional justice and organizational

citizenship behaviours among worker.

• The null hypothesis is REJECTED

• Technician in digital technology industry has good

significant between interactional justice and OCB.

• show weak positive correlation in OCB.

• The respondent believe recognition from manger can

give their more motivation to achieve high performance.

• 76% has disagree their manager has a biased manner

in workplace.

• That proves they have a good relationship between

employer and employee.
DICUSSION
Findings
• Reported the interactional justice includes various actions
Al-zul’bi displaying social sensitivity.
(2012) • E.g. when management treat employee with respect and
dignity.
• So, when the team member give some appreciation, they
can feel have valued in the organization.

Mathur and Padmakumari • Found moderate positive correlation between interactional

(2013) justice and OCB. (r=.629, p-value=0.001 ≤ 0.01)

• The interactional justice has important to this organization if

the company want the high performance.

DICUSSION

Findings
• Found the positive relationship between interactional justice
Demirkiran, Taskaya and Dinc and OCB.
(2016) • Health worker have good perception about interactional
justice.
• Also think the helped behaviors is a good culture to create
in an organization.

Rajabi and Najafzadeh • Shoed the manager and employee should to try created trust

(2015) in workplace.

• That can improving and developing OCB to achieve high

performance in an organization
 Not to
entrance in
production
area

LIMITATION

Lack of
Difficulties in
feedbacks to
monitoring
collected back
respondents
the
process
questionnaire
RECOMMENDATION Conduct this study to small
and medium industry, uniform
forces or mass communication

Focused on only one of

dimension of justice

Qualitative approach
 CONCLUSION
 Organizational justice have a significant
relationship between OCB.

 Also distributive and interactional justice has

significant relationship between OCB.

 But procedural justice has no correlation between

OCB.

 Organization need to use this research to views

the level of employee perception about justice.

 Hopefully, the new researcher still conduct this

researcher much better.
 REFERENCES
Al-Zu'bi, H. (2010). A Study of Relationship between Organizational Justice and Job Satisfaction .

International Journal of Business and Managment, 102-109.

Jafari, P., & Bidarian, S. (2012). The Relationship Between Organizational Justice and Organizational
Citizenship Behavior. Procedia - Social and Behavioral Sciences, 47, 1815-1820.
Hooi, L. W. (2015). Relationship Between Organizational Justice and Organizational Citizenship
Behaviour: Examining The Mediating Role of Job Satisfaction. Nottingham University Business
School, 330-333.
Damirchi, Q. V., Talatapeh, M. B., & Darban, M. Z. (2013). Organizational Justice and Organizational
Citizenship Behavior in Moghan ’ s Agro -Industry Company. International Journal of Managment and
Social Sciences Research, 2011-2013.
Ismail, H. (2014). Organizational justice and citizenship behavior, the mediating role of trust. International
Journal of Human Resource Studies, 5(1), 86-96.
Nandan, T., & Mutalib, A. M. (2015). Organizational Justice and Organizational Citizenship Behavior:
Medaiting Role of Psycholigical Capital. American International Jounal of Social Sciences, 4(6), 148-
156. Retrieved from Scholar.