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The effect of organizational justice as perceived by occupational drivers on traffic accidents: Mediating effects of job satisfaction
Abstract
Introduction:
Considerable research supports a positive association between the safety climate (which is a direct organizational factor) and safety performance (such as safe driving). However, indirect organizational variables that influence safe driving have gone largely unexplored. This study contributes to safety research by examining the relationship between organizational justice, which is a distal organizational factor, and traffic accidents and the mediating role of job satisfaction.
Method:
233 occupational drivers employed by taxi and bus companies in South Korea participated in the study. Regression analysis was conducted using police records on participants' on-the-job traffic accidents.
Results:
The analysis shows that the mediation model is statistically significant. That is, drivers with a lower level of perceived organizational justice showed a higher frequency of traffic accidents, and the mediating effect of job satisfaction was also significant. Based on the results, implications and limitations are discussed. Practical applications: The findings demonstrate that in order to decrease traffic accidents, transportation companies would benefit by examining distal factors such as organizational justice. This approach suggests that the conventional framework for safety management should be broadened to include aspects of the entire organization.
... The structured questionnaire serves as a central data collection tool, ensuring consistency and comparability across responses. Carefully designed questions aim to reveal nuanced understandings of determinants affecting technology adoption, including performance expectations, social influence, technological factors, behavioural intention, and actual usage [19]. The methodical approach enhances response objectivity, contributing to the study's reliability and validity. ...
... Statistical analyses, such as regression analysis, enable the discernment of significant relationships and quantification of their magnitude. This analytical depth enhances the nuanced understanding of factors impacting technology adoption in the tourism industry [19]. The questionnaire's development aligns with theoretical frameworks and research goals. ...
... The study's participant selection criteria focus on individuals actively involved in tourism-related activities in Kampung Agong, including business owners, employees, and stakeholders. These criteria ensure a comprehensive examination of technology's effects on operational efficiency and consumer relations, with participants offering diverse perspectives based on practical experiences [19]. In the culmination of data gathering, the analysis takes center stage, with a dual approach encompassing descriptive and inferential statistics. ...
... Police Services across the world have played phenomenal role during the pandemic. In addition to the usual risks, police had to function and take calls for service while still being at risk of being infected with the virus (Kim & Chung, 2019;Matarazzo, Fernandes, & Alcadipani, 2020). Previously, it was thought that policing could only be justified within a certain radius of the local police station, but during the COVID-19 pandemic, police and the public discovered that policing could go to the extent of previously undefined acts and social causes in new boundaries. ...
... Legitimate activity may be facilitated or inhibited by the climate (Schaufeli & Peeters, 2000) Organizational structure and climate is among the five stressors identified in (Colligan;Cooper & Marshall, 2013) model of workrelated stress. While its importance cannot be denied, the environment of the police force is widely unknown to the public (Kim & Chung, 2019;Kyprianides et al., 2021). However, a positive organisational climate is attributed to greater identification with the police force (Kirkcaldy et al., 1995) .The climate of an organisation is shaped by organisational factors, and hence the climate formed by these conditions has a direct impact on the psychological health of those who work in the organisation (Salge et al., 2017;Schaufeli & Peeters, 2000) Many factors connoting organizational climate such as, role overload, role ambiguity, role conflict, and emotional burnout have all been shown to have a substantial impact on both physical and mental health of professionals in a variety of jobs (Glisson & Hemmelgarn, 1998) Nevertheless, organisational climate research in police context in the past have frequently taken into consideration only elements which may be defined as Human Relations climate (Limbos & Casteel, 2008;Litwin & Stringer, 1968). ...
... However, a positive organisational climate is attributed to greater identification with the police force (Kirkcaldy et al., 1995) .The climate of an organisation is shaped by organisational factors, and hence the climate formed by these conditions has a direct impact on the psychological health of those who work in the organisation (Salge et al., 2017;Schaufeli & Peeters, 2000) Many factors connoting organizational climate such as, role overload, role ambiguity, role conflict, and emotional burnout have all been shown to have a substantial impact on both physical and mental health of professionals in a variety of jobs (Glisson & Hemmelgarn, 1998) Nevertheless, organisational climate research in police context in the past have frequently taken into consideration only elements which may be defined as Human Relations climate (Limbos & Casteel, 2008;Litwin & Stringer, 1968). The present situation and issues that the police organisations face have continually developed, which means the police organisations should focus on emergent adjustments to adapt to new situations (Kim & Chung, 2019;Kirkcaldy et al., 1995) Various studies have demonstrated that a supportive organisational climate is amongst the most key factors in determining job stress and personal well-being among police officers (Hall, Dollard, & Coward, 2010;Hart & Cotton, 2003;Hassell & Brandl, 2009;Young, Farrell, Henderson, & Taxman, 2009) Given the framework in which the police forces operate, and the backdrop outlined, addressing and acquiring data on their organisational climate is a challenging feat. Despite the challenges, extensive studies have been conducted to analyse the occupational stress and several other issues experienced by police officers, with a focus on the organisational climate in which they operate. ...
... This indicates that while the effect is smaller compared to its impact on employee motivation, positive organizational behavior still plays a role in enhancing job satisfaction. This aligns with findings by Kim and Chung (2019), who noted that employees' perceptions of fair and supportive organizational behavior lead to higher job satisfaction, thus reducing the likelihood of negative outcomes like job dissatisfaction or turnover intentions. ...
... Policies aimed at promoting fair treatment, employee involvement in decision-making, and transparent communication can enhance employee perceptions of organizational support, thereby boosting motivation and satisfaction. Additionally, regular training and development programs that encourage positive organizational behaviors and leadership skills can contribute to a more motivated and satisfied workforce, as suggested by Li et al. (2021) and Kim and Chung (2019). Finally, the modest yet significant relationship between Internal Communication and Job Satisfaction underscores the need for organizations to invest in effective communication strategies. ...
This research investigates the intricate relationships between Internal Communication, Organizational Behavior, Employee Motivation, and Job Satisfaction within organizational settings. The main objective is to understand how these factors interact to influence job satisfaction and to inform policy development aimed at enhancing workplace environments. Utilizing a quantitative approach, data were collected through a questionnaire from 378 respondents and analyzed using Structural Equation Modeling (SEM) via SmartPLS and descriptive statistics using SPSS. The results reveal that Employee Motivation significantly and positively affects Job Satisfaction (coefficient = 0.578, p < 0.001), while Organizational Behavior has a substantial impact on both Employee Motivation (coefficient = 0.722, p < 0.001) and Job Satisfaction (coefficient = 0.176, p = 0.003). Internal Communication, however, shows a significant but modest positive effect on Job Satisfaction (coefficient = 0.079, p = 0.043) and no significant impact on Employee Motivation. These findings suggest that while effective communication is essential, it needs to be complemented by strong organizational practices to enhance motivation and satisfaction. The policy implications underscore the importance of fostering motivational strategies and supportive organizational cultures to improve job satisfaction. This research contributes to the understanding of organizational dynamics and provides actionable insights for improving employee well-being and performance.
... Satisfied employees generally have good job performances [1]. Satisfied drivers, such as bus drivers, are generally more willing to comply with work safety procedures, which can result in lower accident rates than dissatisfied drivers [2]. There were two deadly traffic accidents in China in 2018 and 2020, which were caused by drivers deliberately driving their buses into a river, both of which resulted in significant casualties [3]. ...
... Bus drivers satisfied with their jobs have greater company loyalty, better job performances, and pay greater attention to passenger safety [2,69]. Using proactive personality and role overload as moderators for the links between organizational justice and job satisfaction, we explored the predictive associations between procedural justice, interactional justice, and job satisfaction. ...
Background
There have been few longitudinal studies on Chinese bus drivers and the individual differences in the relationships between organizational justice and job satisfaction. This study examined the organizational justice and job satisfaction in bus drivers and the individual differences in this relationship.
Methods
A two-wave longitudinal study design was employed. A first survey was conducted on 513 Chinese bus drivers in October 2021 that collected socio-demographic information and asked about their perceptions of organizational fairness. A second survey was conducted six months later that asked about role overload and job satisfaction and assessed their proactive personality type. An effect model was then used to explore the moderating effects of role overload and proactive personality type on the relationships between organizational justice and job satisfaction.
Results
Both procedural and interactive justice predicted the bus drivers’ job satisfaction. Proactive personalities and role overload were found to enhance this relationship.
Conclusions
Organizations could benefit from screening at the recruitment stage for drivers with highly proactive personalities. Relevant training for drivers with low proactive personalities could partially improve employee job satisfaction. When viewed from a Chinese collectivist cultural frame, role overload could reflect trust and a sense of belonging, which could enhance job satisfaction. Finally, to improve employee job satisfaction, organizations need to ensure procedural and interactive justice.
... Organizational justice is how employees perceive that they are treated fairly within the organization, influencing their loyalty and satisfaction (Yean & Yusof, 2016). Research by Kim & Chung (2019) proves that there is a form of organizational justice that employees perceive to encourage employees to form OCB. ...
... This also affects co-workers, who will feel equal and contribute to a sense of satisfaction with a performance, which will increase the output of employees with a loyal attitude. This is consistent with studies conducted by Kim & Chung (2019) concluded that organizational justice impacts Job Satisfaction. This research confirms previous findings that organizational justice has a positive and significant impact on job satisfaction (Jufrizen & Kanditha, 2021;Tran, 2020;Ghran et al., 2019;Juarsah et al., 2019). ...
... They found that employee communication satisfaction partially mediates the positive relationship between a constructive culture and a safety-conscious work environment. In addition, many relevant studies also explain that organizational justice mediation as part of the elements of corporate culture plays an important role in increasing job satisfaction and employee performance (Kim & Chung 2019), (Dong & Phuong 2018), (Bangish et al 2016). (HAERANI et al 2020) analyzed the effects of structural Person-Organization Conformity and organizational equity on organizational commitment, job satisfaction, Organizational Citizenship Behavior, and employee performance. ...
... It means that by assuming increase organizational culture as much as 1 percent the job satisfaction will increase as much as 57 percent. The results of this study are consistent with those of (Meng & Berger 2019), (Kim & Chung 2019), (Dong & Phuong 2018), (Bangish et al 2016). ...
In maintaining the employee performance during the Covid-19 pandemic in Batam, BPR Sejahtera Batam continues consistently a comfortable bank environment and participation of all employees in daily activities as well as customer service in keeping Government Health protocols Batam City, namely the Business Continuity Plan – Covid19 BPR Sejahtera. This study aims to examine the effect of motivation, leadership, organizational culture on employee performance. A total of 148 respondents have participated in this study. The data collected using survey questionnaire and analyzed by utilizing the Structural Equation Modelling – Analysis of Moment Structure (SEM-AMOS). The result found that motivation and leadership, have a positive and significant effect on job satisfaction. Also, motivation and leadership, have a positive and significant effect on employee job performance. In addition, organizational culture does not have a significant effect on employee performance. In conclusion, motivation, leadership, and organizational culture have a positive and significant effect on job satisfaction. Also, this study indicated that job satisfaction, Motivation and Leadership have a positive and significant effect on employee performance. Besides that, Organizational Culture does not have a significant effect on employee performance.
... The results of Baig & Ullah (2017), state that organizational justice can reduce deviant behaviour in the workplace both directly and in mediation by job satisfaction. Organizational justice shows a higher frequency of deviant behaviour in the workplace with the mediation effect on job satisfaction (Kim & Chung, 2019;Raziq & Maulabakhsh, 2015;Sy et al., 2006). The results of research by Abassi et al. (2020), state that interactional justice and distributive justice affect deviant behaviour in the workplace through job satisfaction, but the influence of procedural justice is not significant on deviant behaviour in the workplace through job satisfaction. ...
... by 0.041), then it can be stated that there is only a direct-only influence and there is no role of job satisfaction as a mediator (no mediation) on the influence of organizational justice on deviant behaviour in the workplace. The results of this study contradict the research of Kim & Chung (2019), Faheem & Mahmud (2015), Rosid et al. (2020). Baig & Ullah (2017), state that organizational justice can reduce deviant behaviour in the workplace both directly and in mediation by job satisfaction. ...
Workplace deviant behavior is the behavior of members of the organization that is not in accordance with the rules or norms, general habits that serve as guidelines in the organization that have a negative impact on the organization and/or members of the organization. This study aims to determine the role of job satisfaction and job stress in mediating effect of organizational justice on workplace deviant behavior. This research was conducted on government employees in Udayana University with a sample of 106 employees. The samples were collected by using proportionate random sampling. Data were analyzed using Structural Equation Modeling (SEM) with the Partial Least Square (PLS) approach. The result showed that job satisfaction was not able to mediate the effect of organizational justice on workplace deviant behavior and job stress was able to fully mediate the effect of organizational justice on workplace deviant behavior. These result showed that in order to reduce workplace deviant behavior, the leader’s must improve organizational justice that can increase job satisfaction and reduce job stress levels, so that the employee’s intention to behave defiantly in the workplace will be reduced.
... Berkenaan dengan mekanisme yang menghubungkan employee coaching dengan hasil kerja pegawai, beberapa peneliti sebelumnya telah memberikan berbagai bukti empiris. Kim & Chung (2018) meneliti pengaruh employee coaching pada reaksi pegawai terkait pekerjaan di antara 482 pegawai di organisasi publik Korea. Kim & Chung (2018) memandang perilaku employee coaching sebagai variabel independen, menganggap kreativitas individu sebagai variabel mediator, dan menganggap kinerja pegawai sebagai variabel dependen. ...
... Kim & Chung (2018) meneliti pengaruh employee coaching pada reaksi pegawai terkait pekerjaan di antara 482 pegawai di organisasi publik Korea. Kim & Chung (2018) memandang perilaku employee coaching sebagai variabel independen, menganggap kreativitas individu sebagai variabel mediator, dan menganggap kinerja pegawai sebagai variabel dependen. Mereka menemukan efek mediasi yang signifikan dalam hipotesis kejelasan peran model yang dimediasi pada kinerja; kepuasan dengan pekerjaan yang dimediasi karir dan komitmen organisasi. ...
Studi ini bertujuan menyakinkan sekaligus mengembangkan teori dan praktik coaching pada organisasi pendidikan tinggi. Oleh karena itu, sangat perlu dilakukan studi yang menyelidiki apakah peningkatan perhatian yang diberikan pada praktik employee coaching mempengaruhi kinerja, sambil mempertimbangkan efek mediasi dari kreativitas individu. Data dikumpulkan dari 61 dosen salah satu perguruan tinggi swasta di Jakarta dengan menggunakan metode kuantitatif dan survei konfirmasi, dan pengolahan data dengan menggunakan bantuan software SmartPLS 3.0. Studi ini menunjukkan bahwa employee coaching memberikan pengaruh positif dan signifikan terhadap kinerja dosen, baik secara langsung maupun tidak langsung melalui mediasi kreativitas individu. Hasil penelitian ini dapat memiliki implikasi yang signifikan terhadap pengambilan keputusan manajerial SDM tentang proses penerapan dan praktik employee coaching sebagai tools pengelolaan SDM di lingkungan perguruan tinggi. Kata kunci: Employee coaching, kinerja, kreativitas.
... The study found a relationship between long working hours and less sleep hours, which generally leads to driver fatigue. The influence of organizational aspect on bus driver behavior was also examined in a survey study in South Korea [96]. The study utilized a questionnaire to explore the opinions of bus drivers. ...
... The most prevalent samples utilized in prior studies included bus drivers [44,86], vehicle classes [10], and factors that affect driver behavior [60]. Secondly, the methods of data collection, such as reflective self-report assessments, can be inundated with biases [2,9,52,53,55,61,94,96]. Thirdly, there are limitations to the simulation and modelling approaches and procedures-for example, they ignore error in the observed module and focus only on the psychological purposes, instead of the physiology. ...
Driver behavior is a concerning issue in the area of intelligent transportation system (ITS). Driver behavior is a significant key player in a wide range of unpleasant events during the ride, such as accidents or crashes, traffic congestion, harsh braking, and acceleration/deceleration. Influencing factors of driver behavior have been explored in several studies. It is imperative to investigate these factors in order to provide a comprehensive analysis and to categorize them on the basis of a coherent taxonomy. With that, this study conducted a systematic review on prior studies that focused on bus driver behavior, particularly in the ITS. This study also established a taxonomy on the topic of driver behavior in multiple areas of ITS and their classifications. Different databases, namely ScienceDirect, Web of Science, and IEEE Explore, were utilized to obtain relevant articles from 2008 to 2021 (15 April). Several filtering and scanning stages were performed according to the exclusion/inclusion criteria on all 2,803 articles obtained; however, only 87 articles met the criteria. The final set of articles were categorized into a taxonomy. The first part of the taxonomy focuses on five main factors that influence driver behavior: environmental, demographic, habit, vehicle, and on-road routine factors. The second part of the taxonomy discusses the mapping of data collection methods on the basis of four categories: real-time data collection, survey, simulation, and benchmark. Discussion and analysis were provided to highlight the critical literature gaps on bus driver behavior in the ITS, involving the use of real-time data collection, which is imperative for acquiring highly accurate and sophisticated data. This multi-field systematic review has exposed new research opportunities, motivations, challenges, limitations, and recommendations and highlighted the need for the synergistic integration of interdisciplinary works. Overall, this study presented pathways solution in future direction on the basis of three sequenced phases, namely design, labeling and validation, and machine learning. This study can serve as a guide for future researchers, as it addressed the ambiguities in the ITS-driver behavior domain and provided valuable information on these ITS-driver behavior trends. INDEX TERMS Intelligent Transportation System; ITS; bus; behavior; driver behavior; bus driver
... The study found a relationship between long working hours and less sleep hours, which generally leads to driver fatigue. The influence of organizational aspect on bus driver behavior was also examined in a survey study in South Korea [96]. The study utilized a questionnaire to explore the opinions of bus drivers. ...
... The most prevalent samples utilized in prior studies included bus drivers [44,86], vehicle classes [10], and factors that affect driver behavior [60]. Secondly, the methods of data collection, such as reflective self-report assessments, can be inundated with biases [2,9,52,53,55,61,94,96]. Thirdly, there are limitations to the simulation and modelling approaches and procedures-for example, they ignore error in the observed module and focus only on the psychological purposes, instead of the physiology. ...
Driver behavior is a concerning issue in the area of intelligent transportation system (ITS). Driver behavior is a significant key player in a wide range of unpleasant events during the ride, such as accidents or crashes, traffic congestion, harsh braking, and acceleration/deceleration. Influencing factors of driver behavior have been explored in several studies. It is imperative to investigate these factors in order to provide a comprehensive analysis and to categorize them on the basis of a coherent taxonomy. With that, this study conducted a systematic review on prior studies that focused on bus driver behavior, particularly in the ITS. This study also established a taxonomy on the topic of driver behavior in multiple areas of ITS and their classifications. Different databases, namely ScienceDirect, Web of Science, and IEEE Explore, were utilized to obtain relevant articles from 2008 to 2021 (15 April). Several filtering and scanning stages were performed according to the exclusion/inclusion criteria on all 2,803 articles obtained; however, only 87 articles met the criteria. The final set of articles were categorized into a taxonomy. The first part of the taxonomy focuses on five main factors that influence driver behavior: environmental, demographic, habit, vehicle, and on-road routine factors. The second part of the taxonomy discusses the mapping of data collection methods on the basis of four categories: real-time data collection, survey, simulation, and benchmark. Discussion and analysis were provided to highlight the critical literature gaps on bus driver behavior in the ITS, involving the use of real-time data collection, which is imperative for acquiring highly accurate and sophisticated data. This multi-field systematic review has exposed new research opportunities, motivations, challenges, limitations, and recommendations and highlighted the need for the synergistic integration of interdisciplinary works. Overall, this study presented pathways solution in future direction on the basis of three sequenced phases, namely design, labeling and validation, and machine learning. This study can serve as a guide for future researchers, as it addressed the ambiguities in the ITS-driver behavior domain and provided valuable information on these ITS-driver behavior trends.
... Regarding the mechanism that links coaching with employee performance, several previous researchers have provided various empirical evidence. Kim & Chung (2018) investigated the effect of managerial coaching behavior on employee reactions to work among 482 employees in Korean public organizations. Kim & Chung (2018) view managerial coaching behavior as an independent variable, consider learning as a mediator variable, and consider employee performance as the dependent variable. ...
... Kim & Chung (2018) investigated the effect of managerial coaching behavior on employee reactions to work among 482 employees in Korean public organizations. Kim & Chung (2018) view managerial coaching behavior as an independent variable, consider learning as a mediator variable, and consider employee performance as the dependent variable. They found a significant mediating effect in the model-mediated role clarity hypothesis on performance, where job satisfaction mediated career and organizational commitment. ...
This study investigates whether increased attention paid to coaching practices affects performance, while considering the mediating effect of OCB. Data were collected from 170 MSME employees in Jabodetabek using quantitative methods and confirmatory surveys. This study shows that coaching has a positive and significant impact on employee performance, either directly or indirectly through OCB mediation. The results of this study could have significant implications for HR managerial decision making regarding the process of implementing and practicing coaching in MSME organizations. This study also helps MSME HR management to seriously assess HR development investment plans in the form of coaching practices and direct their MSME HR strategic planning.
... Regarding the mechanism that links coaching with employee performance, several previous researchers have provided various empirical evidence. Kim & Chung (2018) investigated the effect of managerial coaching behavior on employee reactions to work among 482 employees in Korean public organizations. Kim & Chung (2018) view managerial coaching behavior as an independent variable, consider learning as a mediator variable, and consider employee performance as the dependent variable. ...
... Kim & Chung (2018) investigated the effect of managerial coaching behavior on employee reactions to work among 482 employees in Korean public organizations. Kim & Chung (2018) view managerial coaching behavior as an independent variable, consider learning as a mediator variable, and consider employee performance as the dependent variable. They found a significant mediating effect in the model-mediated role clarity hypothesis on performance, where job satisfaction mediated career and organizational commitment. ...
This study investigates whether increased attention paid to coaching practices affects performance, while considering the mediating effect of OCB. Data were collected from 170 MSME employees in Jabodetabek using quantitative methods and confirmatory surveys. This study shows that coaching has a positive and significant impact on employee performance, either directly or indirectly through OCB mediation. The results of this study could have significant implications for HR managerial decision making regarding the process of implementing and practicing coaching in MSME organizations. This study also helps MSME HR management to seriously assess HR development investment plans in the form of coaching practices and direct their MSME HR strategic planning.
... Also, there's still some earlier research that can't prove that transformational leadership had influenced the employee's job satisfaction (Boamah et al., 2018;Long et al., 2014). Some research which proved that job satisfaction has a no direct impact to the connection of organizational justice toward the organizational commitment is (Kim & Chung, 2019;Lambert et al., 2019;Suifan et al. .2017;Irawan& Sudarma, 2016;Saadati et al., 2016;Rejeki & Wulansari, 2015) also proved that job satisfaction has a no direct impact to the connection of transformational leadership toward organizational commitment (Darmawan & Putri, 2017;Mohamad, 2016;Yang;2012). ...
... The following previous studies are studies that do not have the same similarity from the scope of the industry as in the current research. In a study conducted by Kim and Chung (2019) in the transportation industry. The results of this study prove that job satisfaction has proven the influence as a mediator. ...
The purpose of this study was to determine the mediation of job satisfaction in a relationship between organizational justice and transformational leadership on organizational commitment. A total of 170 participants who are working in BIAS Yogyakarta have joined this research. Method of collecting data using a questionnaire by conducting regression with analyzing use t-test, F-test, Path analysis with Sobel test. The result of this study found that organizational justice has positive and significant impact on job satisfaction, transformational leadership have positive and significant impact on job satisfaction, organizational justice has negative impact on organizational commitment, transformational leadership have positive and significant impact on organizational commitment, job satisfaction has negative impact on organizational commitment, job satisfaction have mediating effect between organizational justice and organizational commitment, and job satisfaction have mediating effect between transformational leadership and organizational commitment.Kata Kunci: organizational justice, transformational leadership, job satisfaction, organizational commitment
... The work equipment and work environment available in the distribution center area are in accordance with applicable standard operating procedures. Organizational fairness can be a useful intermediary variable in achieving job satisfaction and employee performance (Dong & Phuong, 2018;Islam et al., 2016;Kim & Chung, 2019;Paais & Pattiruhu, 2020). Furthermore, in the retail industry, distribution center areas where product arrangements according to categories must be arranged according to appropriate arrangements to provide efficiency and effectiveness of distribution operations, the layout of the work area must have been adjusted to fulfill the company's terms and conditions. ...
Purpose: Along with the dynamics of work and family life, the purpose of this study is to determine whether work-life balance plays a more mediating or moderating role. Research design, data, and methodology: This quantitative study employs PLS-SEM modeling with a questionnaire. Purposive sampling is used, and 106 samples are employed. Employees who have worked in the distribution center area for at least a year determine the sample criteria. Furthermore, the employees identified in this study are already married. Results: According to the findings of this study, when associated with the physical work environment and job satisfaction, work-life balance acts as a mediator. Surprisingly, work-life balance has no effect on employee performance when it comes to the physical work environment. This study also shows that work-life balance has no moderating effect. Conclusions: Work-life balance in this case will be determined by what happens at work and the outcomes of the work done. The sample criteria in this study are limited to employees who are already married, with no restriction on the number of children or family dependents. This can help to better understand the work-life balance of dependents in a number of families.
... Among these are higher rates of depressive symptoms, more physical complaints, and higher rates of posttraumatic stress disorder (PTSD) in comparison to the general population [4][5][6]. Moreover, the level of suicidality among police personnel is more than double that of the national average despite the lack of Study on the subject [7,8]. ...
This Study investigated operational Stress among Nepali police officers during the COVID- 19 pandemic. During the COVID-19 pandemic, the Kathmandu Valley experienced extreme health risks and operational work stress related to the virus. This led to a traumatic impact on psychosocial groups that performed their official duties in contact with the infected and sick, including in the gender aspect. During the COVID-19 pandemic, police officers were heavily involved in anti-epidemic measures to safeguard public safety and order. The Study aims to find the operational Stress of male and female police personnel. The results showed that frontline workers with a high risk of COVID-19-related illness are six times more likely to experience high levels of operational work stress. Overall, this study offers empirical proof of the detrimental effects on police frontline officers' mental health during the pandemic of COVID-19 health risks and operational work stress. Proactive measures and resilience building through an Annual Mental Health Check-In Retreat and Research-based Mental Health First Aid Course are recommended strategies under the action plan for a Mental Health Program for the PNP in the New Normal. Strategies to improve mental health-seeking behaviors through a functional mental health surveillance system using an innovative mental health app are also recommended.
... Global police services have been beneficial during the pandemic. Police had to respond to cries for assistance and carry out their duties while running the risk of contracting the virus in addition to the standard risks (Kim & Chung, 2019;Matarazzo et al., 2020). Police and the public learned during the COVID-19 epidemic that policing may extend to previously undefined behaviors and social causes in new limits. ...
... Individual worker safety responsibilities are positively influenced by procedural and safety justice interactions from management, especially when managing work accidents (Kines et al., 2011). Kim and Chung (2018) shown that relationship of perceived organizational justices from drivers to traffic incident as part of safety performance was mediated by job satisfaction. ...
Drilling is one of activities in Upstream O&G Industry which possess high cost and high risk. In 2022, drilling activities contributed to 27% of accidents in upstream O&G operations worldwide. At the early 2023, there had been an increase of work-related accident in drilling operation Region A of Company Z in Indonesia, including accident with fatality consequences. This condition indicated a decline in safety performance in the company. Based on the investigation result, it was shown that “Human Factors” as one of the main root causes. Safety climate can be used to determine individual perceptions in motivating workers to perform their job by prioritizing safety. This study analyses factors contribute to Safety Climate based on NOSACQ-50, namely Management Safety Priority, Commitment, and Competence (MP), Management Safety Empowerment (ME), Management Safety Justice (MJ), Worker’s Safety Commitment (WC), Worker’s Safety Priority and Risk Non-acceptance (WP), Safety Communication, Learning, and Trust in Co-worker Safety Competence (SC), and Worker’s Trust in the Efficacy of Safety System (WT), and their relationship with Safety Performance (SP) within Drilling Operation Workers in Company Z Regional A, specifically in Area 1. Data collected through questionnaires and analysed with SEM Method. The result shows that safety climate aspects concerning conditions at management (MP, ME, and MJ) have indirect relationship to SP. Meanwhile safety climate aspects concerning conditions within workgroup (WC, SC, and WT) have direct and positive relationship to SP, except on WT which has indirect relationship as well to SP. This anomaly could be related with the condition of WP within workgroup which show the weakest safety concern compare to other aspect. This study provides an overview of Safety Climate condition in Company Z Regional A Area 1. Feedbacks are also given to the management as an intervening option to improve safety aspect in the company.
... One of the reasons for this lies in the relevance of this construct in developing corporate governance governed by ethics and equity (Kurian and Nafukho, 2022). In this sense, organisational justice is defined as a multidimensional variable representing internal customers' perceptions of fairness in the workspace and their reactions to the various types of treatment they receive there (Kim and Chung, 2019). Many published studies on this topic revolve around the three dimensions of organisational justice: distributive, procedural and interactional (Galv an-Vela et al., 2022b). ...
Purpose
This study analyses the concept of happiness management based on the empirical validation of the interactions between emotional wage, organisational justice and happiness at work. It complements a holistic view of the management models used in recent corporate governance. This perspective explores the dimension’s emotional wage mediating role and influences on organisational justice and happiness at work. The effect of organisational justice on happiness at work is also analysed.
Design/methodology/approach
A quantitative, cross-sectional, descriptive and correlational study is proposed. A sample of 502 workers in the education sector in Costa Rica was selected. A structural equation model (PLS-SEM) was developed to test the proposed theoretical model. The SPSS-AMOS 23 and SmartPLS 4 computer programs are used for this purpose.
Findings
The results show that emotional wage has a positive impact on happiness at work and that it mediates positively between organisational justice and happiness at work. Developing organisational policies to include these variables as necessary resources for corporate governance is recommended.
Research limitations/implications
The first limitation of this study is due to the type of sampling, which was purposive. The kind of population and the time of execution of this study were determining factors when deciding on the mode of application of the instrument. However, an attempt to reduce the bias associated with this element could be made by expanding the sample to as many respondents as possible. The second limitation was that the data were collected within a specific time frame. Longitudinal studies address Thcould. The third limitation stems from the scarcity of literature on happiness management. In this regard, this type of research currently needs to be explored in emerging economies. It makes it difficult to determine whether the empirical results obtained in this paper can be generalised to other territories in the global village. Moreover, the last limitation is that the authors of this research have only explored the moderating role of emotional pay in the relationship between the dimensions of organisational justice and happiness at work. It would be interesting to consider other mediating variables to have a clearer picture of the organisational justice–happiness at work construct from the happiness management approach.
Practical implications
As already indicated throughout this research, emotional wage, organisational justice and happiness at work are constructs that positively drive employee satisfaction, motivation and well-being. Human talent management strategies undertaken by organisations should encourage the adaptation of actions that stimulate employees' quality of life, corporate social responsibility and ethical management practices to be more competitive in today’s markets. It requires implementing the dynamic management models that provide internal customers with a high sense of belonging, job satisfaction and commitment to their professional performance. In other words, this will require robust leadership styles and corporate cultures that stimulate employee creativity, loyalty and innovation. For this reason, management of organisations must implement human resources policies to attract and retain creative talent through happy leadership. It requires, among other things that the philosophy of happiness management becomes a critical strategic resource for companies to promote nonfinancial benefits for employees, including emotional wage (Ruiz-Rodríguez et al., 2023).
Social implications
In the current business environment, there has been a transformation in leadership styles, motivation and the development of a sense of belonging in organisations' human capital. Based on this trend, the study of happiness management becomes a social strategy to improve the conditions, in which the organisations compete to attract highly demanded human capital. It is why this research contributes elements that have an impact on citizenship by proposing the management models based on happiness at work and quality of life.
Originality/value
This study adds to the happiness management literature by including emotional wage, organisational justice and happiness at work in human resources and strategic management. It also contributes to the academic debate on the need to formulate organisational cultures that empower workers in their professional performance based on happiness and positive emotions.
... The most successful companies are those that create creativity and innovation. The results of several previous studies show that the factors that influence innovative work behavior are influenced by factors transformational leadership (Messmann et al., 2022), self-efficacy (Lin & Shin, 2021), and organizational climate (Kim & Chung, 2019). ...
climate on innovative work behavior in manufacturing companies in Indonesia. This research uses a literature and field design with a causal associative approach. This study uses a research instrument test consisting of validity and reliability tests. The quantitative analysis consists of a normality test, regression test, hypothesis test, correlation test, and coefficient of determination. This research concludes that transformational leadership, self-efficacy, and organizational climate have a positive and significant effect on innovative work behavior. In the ever-growing digital era, transformational leadership is important for manufacturing companies to face challenges and take advantage of emerging opportunities. In the digital era, self-efficacy helps employees cope with uncertainty and change, turn challenges into opportunities, and view technological change as a foundation for personal and professional growth. Furthermore, by adopting a pro-innovation organizational climate, manufacturing companies can more easily adapt to technological changes, optimize production processes, and exploit the full potential of the industrial revolution 4.0.
... Some researchers (e.g., Yang & Kim, 2018;Arfah & Putra, 2019;Meiyani & Putra, 2019;Lambert, Keena, Leone, May, & Haynes, 2019;Kim & Chung, 2019) have proven that fair treatment is closely related to work behavior and the achievement of higher performance and job satisfaction. Research conducted by El Hachem and De Giovanni (2019) and Raja, Sheikh, Abbas, and Bouckenooghe, (2018) states that distributive justice influences feelings of fairness towards the result, which affects performance and job satisfaction. ...
This study aims to analyze the effect of structural Person-Organization Fit and organizational justice on organizational commitment, job satisfaction, Organizational Citizenship Behavior and employee performance. This study is based on a quantitative approach by collecting data using a survey conducted on three SOE's companies in Indonesia that operate in Makassar City, namely Pelindo. Ltd (Port Company), PLN. Ltd (Electric Company) and Pertamina. Ltd (Oil and Gas Company), with a sample of 90 employees. The study population was all non-managerial permanent employees. Data analysis using Structural Equation Modeling. In structural relations, out of the nine direct tests, there were two insignificant relationships, and in all three hypotheses there was one not-supported hypothesis. When compared between person-organization Fit and Organizational Justice, it is found that organizational justice has a more critical role in building Human Resource performance compared to Person-Organization Fit, because organizational justice is better able to provide job satisfaction and make organizational commitment and OCB as a prerequisite for its formation to better Human Resources performance. With organizational justice, employees will feel more satisfied working, committed to the work and organization, and behaves as a supportive organizational citizen for the realization of the best performance for the interests of the organization going forward.
... By focusing on improving safety performance and creating a positive safety culture, the organization can increase employees' job satisfaction and create a safe and healthy workplace. The study results of Kim et al. showed that other organizational factors such as organizational justice affect job satisfaction of employees and weakness in organizational justice reduces job satisfaction of employees, and this reduces safety and traffic accidents in drivers (Kim and Chung, 2019). ...
Safety culture as an organizational factor has an essential role in preventing occupational injuries and diseases. In this descriptive-analytical study, the relationship between organizational safety culture, job stress and satisfaction has been investigated to have a better understanding of the effect of this organizational factor on employee job stress and satisfaction. Three valid tools, including the Safety culture questionnaire, standard job stress questionnaire (JSQ), and Standard Minnesota Job Satisfaction Questionnaire, were used. The study population consisted of 210 workers working in 13 production halls of an automotive industry who were selected by a simple random sampling method. After data collecting, SPSS software version 22 was used for data analysis, and AMOS software version 24 was used for confirmatory factor analysis. The results show a significant relationship between trained and untrained groups and safety culture (p = 0.002), job stress and education level (p = 0.006), and job satisfaction and education level (p = 0.011). Safety culture score was significantly different in trained and untrained groups (p = 0.002). Factor analysis showed that a workplace with higher safety culture could lead to less job stress and more job satisfaction in employees. Based on the results, safety culture affects job satisfaction and job stress. Also, we found safety and health education is one of the factors affecting safety culture, job satisfaction, and stress. Safety culture could result in less job stress and more job satisfaction in employees. Improving it will improve the safety and health situation and ultimately increase job satisfaction and reduce job stress.
... An orientation that leads to fairness in the organization will create a conducive work environment so that employees who are vulnerable to irregularities will be reduced (Abbasi et al., 2020). In other words, many dysfunctional components and other types can be minimized, and their implications in the workplace create low deviation (Kim & Chung, 2019). Research result (Ouyang et al., 2015), with the focus of research on organizational justice and job insecurity as mediators of emotional intelligence on job satisfaction in China, concluded that organizational justice and job satisfaction have a significant relationship. ...
The effectiveness of organizations and companies is correlated with human capital performance. Therefore, we require the use of human capital performance as a benchmark for organizations and companies to achieve the vision and mission together. Later, the benchmark will serve as a basis for policymaking on the future maintenance and improvement of human capital performance. This research aims to find out the stimulants that affect the human capital performance of private employees. The quantitative causality approach is used in this study to answer the formulation of research problems and research hypotheses. Next, the researcher tested the hypothesis using Structural Equation Modeling (SEM) based on a variant called Partial Least Square (PLS) and the SmartPLS version 3.0 application as a tool to analyze it. The results of this research conclude that six hypotheses that examine the direct effect of self-leadership, organizational justice, and work environment on work satisfaction obtain positive and significant results. Then self-leadership, teamwork management, and work satisfaction on human capital performance also obtained positive and significant results. In addition, the results of this research also confirm the positive and significant mediating effect of work satisfaction on the indirect impact of self-leadership, organizational justice, and work environment on human capital performance. For further research, the author recommends further researchers develop variables that are suspected to be the main predictors to encourage work satisfaction and human capital performance to provide complete recommendations regarding the development of human resource performance, especially for millennial workers. This study presents a research model related to human capital performance regarding self-leadership, teamwork management, and work satisfaction and the contribution of self-leadership, organizational justice, and work environment to work satisfaction.
... Truck transportation services are taking part. The trucking service sector is part of transportation services (transportation) which is broadly defined as a unity consisting of elements of physical infrastructure (networks, terminals, ports), transportation facilities, and operating systems that support the smooth movement of physical objects (people or goods), from a place to a geographically separated destination (Kim & Chung, 2019). ...
This study aimed to determine the effect of fleet availability and control on the smooth delivery of PT. Cardig Logistics Indonesia. The survey method is used as a way to collect primary data. The population is taken from employees who work in the operational section and get a sample of 30 people. The writer used a descriptive statistical analysis method, multiple linear regression, correlation coefficient, determination coefficient, or determination to test the research hypothesis to conduct this research. The results showed that the availability of the fleet (X1) and controlling (X2) on the smooth delivery (Y) of PT. Cardig Logistics Indonesia has a positive and significant effect. From the research result, the more dominant is the variable of fleet availability.
... The driver in a given situation is simultaneously affected by many stressors, the subjective perception of which can significantly modify the strength of the impact on behavior [72]. The organizational context of work can cause undesirable consequences, leading to a decrease in safety [73]. ...
1) Background: Professional driving is a stressful occupation that requires high levels of attention and decision-making, often leading to job stress. Impulsiveness, a personality trait characterized by a tendency to act without forethought, has been associated with negative outcomes such as anxiety, stress, and risky behaviors. Mindfulness has been proposed as a potential strategy for reducing job stress in various occupational settings. However, little is known about the relationship between these variables. This study aimed to investigate the mediating role of mindfulness in the relationship between impulsiveness and job stressfulness perception among professional drivers. (2) Methods: A total of 258 professional drivers from Poland, Lithuania, and Slovakia, have completed self-report questionnaires: Impulsiveness-Venturesomeness-Empathy; Subjective Assessment of Work; Five Facet Mindfulness. (3) Results: Results indicated a positive correlation between impul-siveness and job stressfulness perception, and a negative correlation with mindfulness. Mindfulness partially mediated the relationship between impulsiveness and job stressfulness perception. Additionally , variations were identified in the perceived work environment factors and mindfulness among drivers based on their country of origin. (4) Conclusions: The findings suggest that mindfulness could be a useful approach for reducing job stressfulness perception among professional drivers with high levels of impulsiveness. Given the implications of job stressfulness for professional drivers' health and safety, developing mindfulness interventions tailored to their specific needs could be a promising direction for future research and intervention development.
... From a practical point of view, because WDB covers a wide range of organizational costs, identifying such behaviors is vital in every organization to increase productivity. Then, increasing impartiality and fairness in organizations will reduce WDB [35]. ...
The present study examines whether there is a relationship between the ethical leadership (EL), organizational justice perception (OJP), and deviant behaviors (WDB) of customs officers working at international airports in Turkey, and aims to determine whether OJP has a mediating effect on the relationship between EL and WDB. For this purpose, the study was conducted on the 487 customs officers working at 28 airports open to international flights in Turkey. In this study, which was carried out with the quantitative method, the obtained data were analyzed with structural equation modeling (SEM). The results showed that EL had a direct and significant effect on OJP. On the other hand, OJP had a negative direct, and significant effect on deviant workplace behaviors. Moreover, there was no direct and consequential effect of EL on WDB. In addition, EL indirectly affected WDB through OJP, and the OJP had a full mediation effect between these two variables. The findings were interpreted by using social exchange theory. This study develops our understanding of the organization-level antecedents of WDB and mediating role of OJP as the social mechanism of EL. In the Conclusion section of the study, some theoretical conclusions are discussed, and recommendations are offered for customs managers.
... Un manque d'attention des responsables hiérarchiques quant aux bien-être de leurs salariés peut également être déterminant dans la survenue d'AT [87]. L'injustice organisationnelle émanant de la hiérarchie a également été identifiée comme à l'origine d'un risque accru d'AT [88][89][90], de même que les abus de pouvoir du superviseur [83]. ...
Résumé
Objectif
Cet article a pour objectif de faire un état des lieux des connaissances sur l’effet des facteurs psychosociaux (FPS) sur la survenue d’accident du travail (AT).
Méthodes
Trois sources de données (Pubmed, Science direct et Web of science) ont été interrogées pour identifier les articles publiés sur la période 2000–2021, relatant les résultats d’études épidémiologiques longitudinales ou transversales.
Résultats
Depuis les années 2000 et surtout depuis 2010, le nombre d’études portant sur l’effet des FPS sur la survenue d’AT est en constante augmentation. Les dimensions psychosociales les plus explorées quant à leur rôle dans la survenue d’AT sont les rapports sociaux dégradés au travail et l’intensité du travail, puis dans une moindre mesure l’autonomie et les exigences émotionnelles. La littérature semble confirmer le rôle de ces dimensions dans la survenue d’AT. En revanche, l’insécurité de la situation du travail et les conflits de valeurs comme déterminants d’AT ne font l’objet que de rares études épidémiologiques. De même, les effets des expositions conjointes des FPS et des facteurs physiques sur le risque d’AT ne sont que rarement étudiés.
Conclusion
Les facteurs psychosociaux, en particulier ceux relatifs aux rapports sociaux dégradés et à l’intensité du travail, sont des facteurs essentiels à prendre en compte dans la survenue des AT. Les relations entre certaines autres dimensions psychosociales et les AT restent cependant à explorer. Il y a un réel besoin d’études épidémiologiques longitudinales sur le sujet. De plus, les effets des co-expositions entre les facteurs de risque physiques et psychosociaux sur la survenue d’AT devraient être davantage considérés, afin de permettre une prévention mieux adaptée.
... Baba et al. (2019) found that, compared to finding it easy, finding it difficult to report poor health increased the odds of being involved in a crash or near-miss incidence by 2.29 times among Japanese taxi drivers. Moreover, feeling organisational justice, i.e. perception of fairness in the organisation, was also found to be a risk factor for road crashes among bus and taxi drivers, which relates to job satisfaction and management support (Kim & Chung, 2019). Altogether, ensuring sufficient management support by creating a feeling of justice and trust towards the management and overall working conditions seems crucial for driver safety and should be prioritised, particularly among transport drivers of buses and taxis. ...
This systematic review focuses on factors associated with occupational road crashes among professional drivers of commercial vehicles, e.g. trucks, buses and taxis. PubMed, MEDLINE and Google Scholar were searched, and quality assessment followed guidelines developed by the British Sociological Association medical sociological group. Sixty-six cross-sectional studies and one cohort study were included, of which 18, 45 and 3 studies were categorised as high-, moderate- and low-quality studies, respectively. Twenty-seven significant risk factors for road crashes were divided into six domains: (1) organisational, (2) individual driver characteristics, (3) qualifications, (4) driver conditions, (5) driving behaviour, and (6) external. The most frequently investigated factors were age (individual driver characteristics domain), sleepiness and substance use (driver conditions), driving duration and time of driving (organisational). More recently studied risk factors were management support (organisational), years of experience (qualifications), health parameters (driver conditions), vehicle speed and distracting activities, e.g. use of phone or navigation tools while driving (driving behaviour). The review identified overall risk factor domains and occupation-specific risk factors suitable for targeting and prioritising organisational preventive safety efforts. To obtain a more in-depth understanding of the antecedents of road crashes, future prospective studies are encouraged that evaluate preventive strategies for occupational road crashes.
... NHPEs outcomes). Hence, NHPEs feel that their outcomes are a part of perceived organizational justice (see: Ambrose and Schminke, 2009;Kim and Chung, 2019). Second, we also found that perceived procedural justice partially mediated the relationship between TM procedures and affective commitment. ...
Purpose
This study examines how perceived organizational justice mediates the relationship between talent management (TM) and non-high potential employees (NHPE) outcomes (i.e. affective commitment, job satisfaction, and the intention to leave) in the public sector, thereby clarifying the underlying mechanisms.
Design/methodology/approach
The authors conducted a causal mediation analysis of the findings of a scenario-based survey with 748 public-sector NHPEs by adopting a post-test experimental design.
Findings
Perceived distributive justice and perceived procedural justice mediated the relationships among equal resource distribution/TM procedures and NHPE outcomes, respectively.
Originality/value
This study extends and clarifies the argument for fairness judgments based on the gap in resource allocation and the presence or absence of the six rules of procedural justice that affect the attitudes and behaviors of NHPEs, who are generally more affected by TM but underexplored, in the public sector in which NHPEs are considered to be more sensitive to TM due to the egalitarian culture of public sector.
... In other words, interactional justice can prevent a negative outcome by moderating the job satisfaction which is indirectly reduced by the POO. Therefore, based on the findings of the study that both H3 and interactional justice are an important determinant of job satisfaction (Arab & Atan, 2018;Kim & Chung, 2019;Mashi, 2017;Wedya & Gede, 2018), we propose the following hypothesis (Figure 1): ...
In this study, the concept of perceived organizational obstruction was discussed and the results of the perception of obstruction were determined with reference to social exchange theory perspective. In this context, we tested a moderated mediation model that examines organizational identification as the mediator and interactional justice as the moderator in the relationship between perceived organizational obstruction and job satisfaction. Research data were obtained through the survey technique from 293 employees of a hospital in Turkey. In the findings of the analysis, it was observed that organizational identification has a mediating effect on the relationship between perceived organizational obstruction and job satisfaction. In addition, it was determined that interactional justice has a moderator effect on the relationship between
perceived organizational obstruction and organizational identification. Furthermore, results supported the moderated mediation model and showed that the indirect effect of perceived organizational obstruction on job satisfaction through organizational identification was stronger under low interactional justice than under high interactional justice. Theoretical and practical implications are discussed.
... Silla et al. (2017) found that employee communication satisfaction is partly related to the positive relationships between a constructive culture and a safe work environment. Organisational justice (Kim and Chung, 2019) can be seen as part of organisational culture (Paais and Pattiruhu, 2020), as it plays an essential role in increasing employee satisfaction (Imran et al., 2015;Ouyang et al., 2015), which related to performance improvement. ...
The importance of organisational culture for the organisation's success is already proven today, and in this situation, COVID-19 for organisations continues to grow. No previous review has focused on the role of organizational culture in the context of human resource management and its activities with a focus on Czech organizations. The article aims to identify human resources (HR) activities primarily influenced by the organisational culture of the examined organisations in the Czech Republic by quantitative and qualitative research. Exploratory factor analysis identified critical factors related to the objective of the paper. The results have shown that the HR activities most affected by the organisational culture in the examined Czech organisations are as follows: internal and external communication, friendly relationships, and HR planning. The results have also revealed that only 40% of the examined organisations deal with organisa-tional culture, and 60% do not view organisational culture as a priority. Organ-isational culture is influenced by the industry, the sector and the market, the number of employees, and the existence or non-existence of the HR department. This paper encourages other researchers to apply and popularize concepts of organizational culture in the study of human resource management.
... Organizational justice is an idea that addresses employee's views of decency in the work environment and their responses to the different sorts of treatment they get and how would they react to it (Kim and Chung, 2019). Further developing the work inclusion and organizational responsibility of staff is significant, as they have been connected to positive results (Lambert., 2019). ...
Employee Engagement is a critical variable for hierarchical achievement. The point of this review was to investigate elements of employee engagement in life insurance sector of Kerala. This review used all elements of organizational justice as independent variable and employee engagement as dependent variable the assistance of writing current review proposed two hypotheses in regards to organizational Justice. With and employee engagement. Life insurance area was chosen for leading this examination. Random sampling method was utilized to choose 384 respondents of life insurance areas situated in Kerala. A structured questionnaire survey was intended to gather the information. SPPS were utilized for measurable investigations including ANNOVA and Regression analysis. This review gave advantageous understanding with regards to employee engagement in life insurance sector of Kerala. Same sort of studies in different areas can assist proficient with understanding in general linkage between organizational justice and employee engagement in corporate area of the country.
... Truck transportation services are taking part. The trucking service sector is part of transportation services (transportation) which is broadly defined as a unity consisting of elements of physical infrastructure (networks, terminals, ports), transportation facilities, and operating systems that support the smooth movement of physical objects (people or goods), from a place to a geographically separated destination (Kim & Chung, 2019). ...
This study aimed to determine the effect of fleet availability and control on the smooth delivery of PT. Cardig Logistics Indonesia. The survey method is used as a way to collect primary data. The population is taken from employees who work in the operational section and get a sample of 30 people. The writer used a descriptive statistical analysis method, multiple linear regression, correlation coefficient, determination coefficient, or determination to test the research hypothesis to conduct this research. The results showed that the availability of the fleet (X1) and controlling (X2) on the smooth delivery (Y) of PT. Cardig Logistics Indonesia has a positive and significant effect. From the research result, the more dominant is the variable of fleet availability.
... Meiyani and Putra (2019) described that organization fairness, a concept that has a meaning that represents employees' feelings. Several studies such as Arfah and Putra (2019), Meiyani and Putra (2019), Lambert et al. (2019), and Kim and Chung (2019) have proven that fair treatment is closely related to work behavior and higher performance, and job satisfaction. Research conducted by El Hachem and De Giovanni (2019), Raja et al., (2018), and Heffron (2018) stated that procedural and distributive justice have an impact on performance and job satisfaction. ...
Objectively, the purpose of this study aims to reconfirm and analyze the relationship between variables through direct relationships and mediation (i.e., career optimism (CO), organizational fairness (OF), organizational entrepreneurship commitment (OEC) on employee engagement). This study also addresses whether career optimism provides a strong-impact if it mediates other antecedent variables on employee engagement. Therefore, to test and prove this, we made observations on 200 samples comprising lecturers in Indonesia. The data collection method uses a survey both offline and online. Through the PLS-SEM approach, the statistical testing demonstration states that all hypotheses, either through direct relationship or mediation, are proven to have a positive and significant effect. Career optimism has also proven to be a substantial and positive contribution to testing employee engagement as a mediating variable. The results of seven hypothesis testing in our study confirm that the broaden-built theory and organizational theory are closely related. Therefore, this study positively contributes to human resource management's science to balance the psychological and organizational aspects. In this study, we also add that consistency and a positive attitude in a career trigger a person's career optimization in a better and more positive direction, especially for career-path and employee engagement.
Purpose
This study investigates the indirect effect of organizational justice on key job outcomes, namely, job satisfaction (JS) and organizational commitment (OC) through employees’ quality of work-life (QWL) and psychological capital (PsyCap) by invoking the social exchange and conservation of resources theories.
Design/methodology/approach
This study used survey method. The data were collected from 440 respondents across two points in time.
Findings
We found support for a direct effect of organizational justice on employees’ satisfaction and commitment and found that QWL and PsyCap mediated the relationship between organizational justice and its outcomes.
Research limitations/implications
The study offers insight into underlying mechanisms governing this relationship by positioning QWL and PsyCap as mediators. The findings contribute to the extant literature, including ratifying that justice perceptions strengthen positive job attitudes of employees.
Practical implications
The study discusses the implications for practice and makes a case for organizations to conduct audits to assess employee fairness perceptions.
Originality/value
This paper explores the underlying relationship between organizational justice and job outcome, and empirically examines the mediation QWL and PsyCap.
This study intends to explore the key mobile shopping (m-shopping) service quality dimensions and its impact over customer trust and loyalty. Significant research study was done on identifying mobile shopping service quality dimensions and customer satisfaction but we conducted research focusing on the impacts of mobile shopping (m-shopping) service quality dimensions on customer trust and loyalty. For accomplishing this study, we collected the primary data from Patuakhali Science and Technology University students. Both online and offline method of convenience data collection were followed for this purpose. Data analysis was conducted with structural equation modeling (SEM) through PLS. The study identifies major m-shopping service quality dimensions: responsiveness, personalization, ease of use, aesthetics and perceived risk from previous research. The result of the Structural Equation modeling (SEM)displays that the five m-shopping service quality dimensions(responsiveness, personalization, ease of use, aesthetics)remarkably influence customer loyalty and trust directly or indirectly but one dimension (perceived risk)does not significantly impact on customer loyalty and trust. Most of the independent variables positively influence customer loyalty and trust.
The present study was conducted with the aim of presenting a model of cultural navigation within Iran's cultural domains. The research methodology utilized is qualitative and is based on the grounded theory strategy. For data collection, the tool of in-depth interviews was employed. The target population consisted of academic experts, managers, and senior experts in cultural domains who were involved in cultural processes and decision-making. Using purposive sampling, theoretical saturation was achieved after 15 in-depth interviews. In the grounded theory approach applied in this study, through three stages of open, axial, and selective coding, 20 general categories were identified within a paradigmatic framework, including causal conditions, contextual conditions, intervening conditions, central categories, strategies, and outcomes. The results showed that cultural navigation in Iran's cultural domains is realized through causal conditions (organizational structure, economic factors, cultural and ideological factors, and laws and policies), contextual conditions (strengthening cultural capital, education, organizational climate, and cultural employment), intervening conditions (cultural rights, media space creation, and governmental and institutional policies), central categories (cultural awareness, cultural communication skills, and cultural conflict management), and outcomes (shaping a new paradigm, value creation on a macro level, and developing organizational culture excellence).
Introduction: Driving has various harmful factors due to its nature, which affect drivers’ health directly and indirectly. Therefore, it is necessary to know the situation and prevalence of these factors in drivers to implement preventive measures.
Material and Methods: This cross-sectional study is a part of a cohort study conducted (2016 to 2018) among the professional drivers of Shahroud, Iran. Data related to background information, blood pressure, height, weight, waist circumference, body mass index, blood factors, hearing loss (dB), respiratory performance indicators, sleep disorders, and accidents were collected from the participants with standard tools and methods.
Results: This study examined 1461 male professional drivers with an average age of 37.30±6.96 years. A total of 426 participants had metabolic syndrome. 797 and 942 people had different degrees of hearing loss, respectively, in the right and left ear. About 129 people had obstructive sleep apnea, and 1330 people had insomnia. Investigations showed that 351 drivers had at least one accident.
Conclusion: This study showed the prevalence of health risk factors in professional drivers at the examined time point. Considering the vital role of drivers in transportation and the country’s economy, it seems necessary to pay more attention to the health of this occupational group. Regular health screening, healthy lifestyle training, improvement of working conditions, and stress management are some interventions that can effectively improve drivers’ health.
Keywords: Professional driver, Driving, Public health, Accident
Örgütlerde ücretlendirme, çalışanlar açısından sadece bir motivasyon kaynağı değil aynı zamanda örgütsel tutum ve davranışları etkileyen önemli bir araçtır. Bununla birlikte örgütün amaç ve hedeflerine ulaşmada etkili bir araç olan insan kaynaklarının da önemli bir fonksiyonudur. Bu bağlamda çalışma, ücretlendirme tipinin kafe, restoran ve bar gibi işletmelerde çalışanlar arasında kariyer bağlılığı ve dağıtım adaleti açısından farklılık oluşturup oluşturmadığını incelemeyi amaçlamıştır. Araştırma, insan kaynaklarında bu alanda var olan bir eksikliği gidermeyi hedeflemiştir. Alanya ilçe merkezinde faaliyette bulunan kafe, restoran ve barlarda çalışan 314 katılımcıdan oluşan örneklem grubundan elde edilen veriler, SPPS ve AMOS programları yardımıyla analiz edilmiştir. Araştırmanın sonuçları, ücretlendirme tipinin çalışanlar arasında kariyer bağlılığı ve dağıtım adaleti açısından farklılık oluşturduğunu göstermektedir. Çalışanlar arasında özellikle yüzdeye dayalı ücretlendirme yöntemi, kariyer bağlılığı ve dağıtım adaleti açısından önemli farklılığı ortaya koymaktadır. Bu bulgular, insan kaynakları uygulamalarından biri olan ücretlendirme tipinin adil bir şekilde uygulanmasına rehber niteliğinde olup, örgütsel davranış açısından örgütlerde ücretlendirme tipinin önemini ortaya koymaktadır.
The present study examines the relationship between quality of work life, job involvement and job satisfaction of public transportation bus drivers in Punjab, India. The sample of the study constituted 483 bus drivers working in three state road transport undertakings in Punjab, namely PUNBUS, Punjab roadways, and PEPSU road transport corporation. A structured questionnaire comprising measures of quality of work life, job involvement and job satisfaction was used to collect the data. The results of this research using the multiple regression techniques show that a significant relationship exists between quality of work life dimensions, job involvement and job satisfaction. Besides, job satisfaction mediates the relationship between overall quality of work life and job involvement. Results of the study have practical implications for the enhancement of job involvement, job satisfaction of bus drivers through advancement in their quality of work life.
Background: This research is motivated by the need to understand the impact of dynamic capabilities, organizational culture, and organizational justice on talent management and the performance of Polri members in the South Sumatra Regional Police. Research Objective: This research analyzes the impact of dynamic capabilities, organizational culture, and organizational justice on talent management and performance of Polri members in the South Sumatra Regional Police. Method: This type of research is descriptive research with a quantitative approach which aims to determine the influence of independent variables on the dependent variable. The types and sources of data used are Primary Data and Secondary Data. In determining the sample size, researchers used the Slovin method with e = 5% and a population of 411 employees with a sample of 203 people. Data analysis techniques use the Instrument Test, Validity Test, Reliability Test, and PLS-SEM. Result: The findings show that dynamic capabilities, organizational culture, and organizational justice have a positive and significant effect on talent management and the performance of Polri members. Dynamic capabilities involving adaptation and dynamic learning play a key role, as does an organizational culture that supports talent development and high levels of organizational justice. Conclusion: This conclusion is supported by theories such as Dynamic Capability Theory, Resource-Based Theory, and Equity Theory.
Job satisfaction is a highly relevant topic across all sectors of the national economy worldwide. A contented employee significantly enhances a company’s performance compared to a dissatisfied one. Simultaneously, a contented employee increases the human capital value of the company, which has a substantial impact on its overall value. However, employee satisfaction is not a static state; it can be influenced by various factors, one of which is perceived workload resulting from the nature of the job. The aim of this article is to investigate whether there is a demonstrable impact of perceived workload on employee satisfaction. This relationship is examined within the context of subway train drivers in the Czech Republic. In exploring this relationship, we also delve into the psychological factor of whether there is a connection between perceived workload and the satisfaction of subway train drivers based on their personality types according to the MBTI test. These dependencies are assessed through correlation analysis using a comprehensive dataset obtained. In the course of the research, data were collected from the entire basic sample of respondents, namely from 654 subway train drivers. The results confirmed the existing influence of perceived workload on employee satisfaction and, concurrently, the influence of perceived workload on employee satisfaction based on the personality typology determined by the MBTI test. These findings are undoubtedly beneficial for the management of transportation companies, particularly those involved in passenger transportation, specifically in the provision of subway services.
Previous research extensively studied reasons for and ways to avoid low response rates, but it largely ignored the primary research issue of the degree to which response rates matter, which we address. Methodological survey research on response rates has been concerned with how to increase responsiveness and with the effects of response rates on variables’ means and frequencies. More important to theory-oriented research, however, are effects of response rates on effect sizes (strength of relationships between variables). We examined recent survey research (446 correlations in 252 studies 2000–2020) on commonly studied variables in the example domain of organizational behavior, where surveys are especially common. We found a nonsignificant relationship (r = .01) between response rates and effect sizes. The relationship between sample sizes (the numerator in response rates) and effect sizes was weak but significant (r = .13, p = .01). Furthermore, there was no evidence for variability across studies and no curvilinear effects. Response rates on surveys have no noticeable effect on correlations nor therefore on theory development and testing.
This book is only available from the publisher, Routledge. I have a description with a link to the publisher here:
https://paulspector.com/books/job-satisfaction/
Micro-mobility vehicles such as electric bicycles, or e-bikes, are becoming one of the essential transportation modes in metropolitan areas, and most deliveries in large cities are dependent on them. Due to the e-bike’s popularity and vulnerability, e-bike crash occurrence has become a major traffic safety problem in many cities across the world; finding the most important human factors affecting e-bike safety has thus been an important recent issue in traffic safety analysis. Since delivery riders are a key group of e-bike users, and since helmet use plays a crucial role in reducing the severity of a crash, this study conducted a city-wide online survey to analyze the helmet usage of 6,941 delivery riders in Shanghai, China. To determine the in-depth mechanisms influencing helmet use and e-bike crash occurrence, including the direct and indirect effects of the relevant factors, two mediator ordered logistic regression models were employed. The mediator ordered logistic model was compared with the traditional logistic regression model, and was found to be superior for modeling indirect as well as direct influencing factors. Results indicate that riders’ familiarity with traffic regulations (FTR) is an extremely important variable mediating between the independent variables of riders’ educational level and age, and the dependent variables of helmet use and e-bike crashes. Improving riders’ FTR can consequently increase helmet use and decrease crash occurrence. Authorities can apply these findings to develop appropriate countermeasures, particularly in legislation and rider training, to improve e-bike safety.
In previous studies the risk perception of future accidents was the main variable likely to affect safe driving. However, findings on the relationship between traffic accident history and risk perception of future accidents have been inconsistent. Moreover, in the case of occupational drivers, work attitudes could be the main factor affecting safe driving. However, no research has been conducted on the direct relationship between traffic accident history and work attitudes. Therefore, present study examined the effect of occupational drivers’ traffic accident history on their risk perception, work attitudes, and unstable driving. Data analysis was based on a self-reported survey of Korean occupational drivers (n = 388) and their official traffic accident records. Results show that traffic accident history was associated significantly with professional pride, job satisfaction, and aggressive driving but not with risk perception of future accidents or job stress. Moreover, all variables measuring unstable driving behavior were significantly related to professional pride, job satisfaction, and job stress. Furthermore, professional pride turned out to mediate the relationship between traffic accident history and current unstable driving. The major finding is that there is no significant relationship between traffic accident history and risk perception of future accidents. Furthermore, traffic accident history has a significant effect on positive variables such as professional pride and job satisfaction but not on negative variables such as job stress. In addition, the significant mediator in the relationship between traffic accident history and current unstable driving behavior was only professional pride.
This article offers a brief summary of the articles in this special issue, plus it provides a rationale for the scientific study of urban bus operation. Among the reasons to study urban transit operators are the following: Multimethodological, international data show that urban bus driving is an unhealthy occupation; psychosocial and environmental characteristics of the transit work setting portend ill health, plus these characteristics are readily discernible to the public; urban transit workforces well represent blue-collar populations; despite widespread changes in the nature of work related to technological innovations, mass-transit operation is likely to remain stable, and the “health” of the mass-transit industry has important implications for societal well-being; and finally, bus driving illustrates several important methodological challenges. The article concludes with an overview of future research.
According to uncertainty management theory (UMT), organizational justice helps individuals to cope with uncertainty. Employees will thus respond stronger to organizational justice when uncertainty is high. We contribute to UMT by highlighting poor socioeconomic conditions, specifically, weak rule of law, low human development, and high income inequality, as salient sources of uncertainty. We argue that when these conditions are unfavorable, the effects of organizational justice on employee reactions will be stronger than when they are more favorable. We test our arguments using a meta-analysis of 279 studies involving 315 samples from 31 countries. Our findings suggest that poor socioeconomic conditions raise the strength of the relationship between organizational justice on the one hand and task performance and organizational citizenship behavior on the other but not the relationship between organizational justice and counterproductive work behaviors. Our study responds to recent calls to place greater emphasis on contextual factors and to close the macro–micro gap in the literature on organizational justice.
Purpose:
The aim of this study was to assess whether organizational justice lowers productivity loss and sickness absence, and whether there are reverse effects of productivity loss and sickness absence on organizational justice.
Method:
A longitudinal study with 2 years of follow-up was conducted among employed persons aged 45-64 years from the Study on Transitions in Employment, Ability and Motivation (STREAM). Participants (N = 7011) yearly filled out an online questionnaire. Structural equation modeling in LISREL was conducted to assess the longitudinal relationships between distributive justice of salary, distributive justice of appreciation, procedural justice, productivity loss, and sickness absence.
Results:
Both distributive justice of appreciation and procedural justice contributed to lower productivity loss and lower sickness absence at 1-year follow-up. Productivity loss increased perceptions of distributive justice of appreciation at 1-year follow-up, whereas sickness absence lowered both perceptions of distributive justice of appreciation and procedural justice at follow-up.
Conclusion:
Improving organizational justice lowers the risk of productivity loss and sickness absence and may be a useful tool to improve the productivity of organizations.
Although the study of organizational justice has increased markedly in the past few years, little work has focused on the relationship between justice perceptions and extrarole behaviors. This study examined the relationship between perceptions of fairness and organizational citizenship 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 LISREL 7 found support for four hypotheses, including support for a relationship between perceptions of procedural justice and four of five citizenship dimensions. Conversely, perceptions of distributive justice failed to influence any dimension of citizenship. Implications for the relationship between procedural justice and citizenship are discussed.
Despite the intuitive assumption that effective organizational procedures induce favorable results for organizations and their employees, few studies have examined the effects of employees' knowledge of organizational procedures on employee attitudes. This study examined the extent to which employees' knowledge of their organization's procedures and their perceptions of the fairness of those procedures affected their evaluations of supervisors, job satisfaction, and organizational commitment. In a sample (n = 130) of employees, perceptions of procedural justice were found to mediate the relationships between employees' procedural knowledge and the three attitudes. That is, although procedural knowledge was significantly related to each of the three attitudes, these relationships were not direct. Rather, the relationships between procedural knowledge and each of the three attitudes were explained almost exclusively in terms of employees' fairness perceptions of their organization's procedures.
This study uses a sample of 483 employees to investigate how fairness assessments and organizational structure relate to employee mental health. The authors explain these effects using a social contagion framework, which describes the creation of group effects that would occur in addition to individual-level influences. They found that the interactive effects of distributive and procedural justice climates significantly influence individual feelings of both anxiety and depression. This effect goes beyond the main effects of justice at the individual level.
This article develops a theory that explains how and when emotions, produced by social exchange, generate stronger or weaker ties to relations, groups, or networks. It is argued that social exchange produces positive or negative global feelings, which are internally rewarding or punishing. The theory indicates that social units (relations, groups, networks) are perceived as a source of these feelings, contingent on the degree of jointness in the exchange task. The jointness of the task is greatest if (1) actors find it difficult to distinguish their individual effects on or contributions to solving the exchange task (nonseparability) and (2) actors perceive a shared responsibility for success or failure at the exchange task. The theory explicates the effects of different exchange structures on these conditions and, in turn, on cohesion and solidarity. Implications are developed for network-to-group transformations.
Although a flurry of meta-analyses summarized the justice literature at the turn of the millennium, interest in the topic has surged in the decade since. In particular, the past decade has witnessed the rise of social exchange theory as the dominant lens for examining reactions to justice, and the emergence of affect as a complementary lens for understanding such reactions. The purpose of this meta-analytic review was to test direct, mediating, and moderating hypotheses that were inspired by those 2 perspectives, to gauge their adequacy as theoretical guides for justice research. Drawing on a review of 493 independent samples, our findings revealed a number of insights that were not included in prior meta-analyses. With respect to social exchange theory, our results revealed that the significant relationships between justice and both task performance and citizenship behavior were mediated by indicators of social exchange quality (trust, organizational commitment, perceived organizational support, and leader-member exchange), though such mediation was not apparent for counterproductive behavior. The strength of those relationships did not vary according to whether the focus of the justice matched the target of the performance behavior, contrary to popular assumptions in the literature, or according to whether justice was referenced to a specific event or a more general entity. With respect to affect, our results showed that justice-performance relationships were mediated by positive and negative affect, with the relevant affect dimension varying across justice and performance variables. Our discussion of these findings focuses on the merit in integrating the social exchange and affect lenses in future research. (PsycINFO Database Record (c) 2013 APA, all rights reserved).
Expands the description of the work environment, work organization and supervision by a presentation of safety climate that includes shared perceptions concerning safety policies, procedures, and practices including management practices. Based on this conceptualization of safety climate, the author then presents a multilevel model of safety climate relating safety climate to behavior-outcome expectancies, safety behavior, injury rates, and health problems. The model identifies several contextual factors, leadership, and job and technology characteristics that can influence safety climate. To conclude, the author addresses issues in the measurement of safety climate and identifies future research directions to further our understanding of the relations between safety climate, safety behavior, and occupational safety and health. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
Investigated the relative influence of 2 aspects of fairness, procedural and distributive justice, on 2 employee attitudes: organizational commitment and satisfaction with pay. Hierarchical regression analysis of data from 36 employees working at all levels in a manufacturing plant indicated that the variance in organizational commitment was uniquely associated with procedural factors, whereas the variance in satisfaction with pay was uniquely associated with distributive factors. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
We conducted 2 studies of coworker dyads to test a theoretical model exploring why and under what circumstances employees are the targets of workplace exclusion. Adopting a victim precipitation perspective, we integrate belongingness and social exchange theories to propose that employees who display workplace incivility are distrusted and therefore are targets of workplace exclusion. Highlighting the importance of the context of the perpetrator–target relationship, we also find support for the postulation that this mediated relationship is strengthened when the target employee is perceived to be a weak exchange partner and is attenuated when he or she is viewed as a valuable exchange partner. Theoretical and practical implications are discussed.
The assumption that job satisfaction and job performance are related has much intuitive appeal, despite the fact that reviewers of this literature have concluded there is no strong pervasive relation between these two variables. The present meta-analytic study demonstrates that (a) the best estimate of the true population correlation between satisfaction and performance is relatively low (.17); (b) much of the variability in results obtained in previous research has been due to the use of small sample sizes, whereas unreliable measurement of the satisfaction and performance constructs has contributed relatively little to this observed variability in correlations; and (c) nine research design characteristics of a study are only modestly related to the magnitude of the satisfaction-performance correlation that will be obtained. In view of these findings, some of the major substantive and research implications of the job satisfaction-job performance relation are discussed.
The authors developed an integrated model of the relationships among abusive supervision, affective organizational commitment, norms toward organization deviance, and organization deviance and tested the framework in 2 studies: a 2-wave investigation of 243 supervised employees and a cross-sectional study of 247 employees organized into 68 work groups. Path analytic tests of mediated moderation provide support for the prediction that the mediated effect of abusive supervision on organization deviance (through affective commitment) is stronger when employees perceive that their coworkers are more approving of organization deviance (Study 1) and when coworkers perform more acts of organization deviance (Study 2).
In this article, we attempt to distinguish between the properties of moderator and mediator variables at a number of levels. First, we seek to make theorists and researchers aware of the importance of not using the terms moderator and mediator interchangeably by carefully elaborating, both conceptually and strategically, the many ways in which moderators and mediators differ. We then go beyond this largely pedagogical function and delineate the conceptual and strategic implications of making use of such distinctions with regard to a wide range of phenomena, including control and stress, attitudes, and personality traits. We also provide a specific compendium of analytic procedures appropriate for making the most effective use of the moderator and mediator distinction, both separately and in terms of a broader causal system that includes both moderators and mediators.
The authors used observational job analysis as a conceptually based technique to measure stress factors unbiased by worker appraisal with 81 transit driving tasks on 27 transit lines. Stressor dimensions included work barriers that interfere with task performance due to poor technical-organizational design, time pressure, time binding (autonomy over time management), and monotonous conditions. Line-specific average stressor values were assigned to 308 transit operators who mainly worked the particular line. Logistic regression analyses showed associations for high work barriers and sickness absences (odds ratio [OR] = 3.8, p = .05). There were elevated risks for work accidents for high time pressure operators (OR = 4.0, p = .04) and for the medium time-binding group (OR = 3.3, p = .04) and significant (alpha = .20) unadjusted interaction terms for barriers and time pressure in predicting accidents and absences, and barriers and time binding in predicting absences. Findings suggest guaranteed rest breaks and flexible timing for accident prevention and removal of work barriers for reducing absenteeism.
Introduction Within many industrialized countries, the leading cause of worker fatalities and serious injuries can be attributed to road trauma. In non-occupational research, high levels of sensation seeking personality, and specifically thrill and adventure seeking, have been associated with risky driving behaviors. In work driving literature, high organizational safety climate has been associated with reduced risky driving in work drivers. However, the extent that factors such as safety climate and thrill seeking interact in regard to work driving safety remains unclear, and the current research examined this interaction. Methods A total of 1,011 work drivers from four organizations participated in the research. Surveys were distributed online and hardcopies were sent via mail. The survey included measures of thrill and adventure seeking, safety climate and work-related driving behaviors, as well as questions relating to participant demographics and information about their work driving. Results The results demonstrated that safety climate significantly moderated the effect of thrill and adventure seeking trait on driving errors, driving violations, and driving while fatigued. Conclusion These results suggest that the development of a strong safety climate has the potential to improve work driving safety outcomes by reducing the impact of particular personality traits such as thrill seeking within an organizational context. Practical application To improve work driving safety, organizations and management need to develop strategies to encourage and foster positive work driving safety climate, particularly within work settings that may attract thrill and adventure seeking employees.
The correlational literature concerning the relationships between individual job satisfaction and individual performance was analyzed, using the metaanalysis techniques of Hunter, Schmidt, and Jackson (1982). Higher and more consistent correlations between overall job satisfaction and performance were indicated than those previously reported. Relationships between JDI measures of job satisfaction and performance were not as high or as consistent as those found between overall job satisfaction and performance.
This study examined the effect of organizational justice perception on service employees' positive psychological capital and the influence of positive psychological capital on surface and deep acting. Drawing on the job demands-resources (JD-R) model and the literature on positive work environment, the indirect effects of perceived distributive and procedural justice on surface and deep acting through service employees' psychological capital were hypothesized. Using data from 263 flight attendants of the largest airline company in South Korea, the results indicated that perceived distributive and procedural justice were positively related to service employees' psychological capital, which, in turn, fostered deep acting but not surface acting. Deep acting was negatively related to emotional exhaustion, while surface acting showed a positive relationship. Emotional exhaustion, in turn, increased turnover intention. This study offers contributions to our understanding of positive psychological capital and implications for emotional labor in service management. Limitations and future research directions are discussed.
Distributive justice was found to be a more important predictor of two personal outcomes, pay satisfaction and job satisfaction, than procedural justice, whereas the reverse was true for two organizational outcomes-organizational commitment and subordinate's evaluation of supervisor. However, procedural and distributive justice also interacted in predicting organizational outcomes. We discuss limitations of this study and directions for future research.
This study investigated the relationships between organizational justice, organizational safety climate, job satisfaction, safety compliance, and accident frequency. Ghanaian industrial workers participated in the study (N = 320). Safety climate and justice perceptions were assessed with Hayes, Parender, Smecko, et al.’s (1998) and Blader and Tyler’s (2003) scales respectively. A median split was performed to dichotomize participants into 2 categories: workers with positive and workers with negative justice perceptions. Confirmatory factors analysis confirmed the 5-factor structure of the safety scale. Regression analyses and t tests indicated that workers with positive fairness perceptions had constructive perspectives regarding workplace safety, expressed greater job satisfaction, were more compliant with safety policies and registered lower accident rates. These findings provide evidence that the perceived level of fairness in an organization is closely associated with workplace safety perception and other organizational factors which are important for safety. The implications for safety research are discussed.
The distribution of rewards and resources is a universal phenomenon that occurs in social systems of all sizes, from small groups to whole societies (Parsons, 1951; Parsons, Shils, & Olds, 1951). All groups, organizations, and societies deal with the question of allocating rewards, punishments, and resources. The manner in which a social system deals with these issues has great impact on its effectiveness and on the satisfaction of its members. For these reasons, it is not surprising that social scientists from many disciplines—political scientists, economists, sociologists, and psychologists—have been concerned with the problem of allocation (e.g., Jones & Kaufman, 1974; Leventhal, 1976a; Pondy, 1970).
The present article chronicles the history of the field of organizational justice, identifies current themes, and recommends new directions for the future. A historical overview of the field focuses on research and theory in the distributive justice tradition (e.g., equity theory) as well as the burgeoning topic of procedural justice. This forms the foundation for the discussion offive popular themes in contemporary organizational justice research: (a) attempts to distinguish procedural justice and distributive justice empirically, (b) the development of new conceptual advances, (c) consideration of the interpersonal determinants of procedural justice judgments, (d) new directions in tests of equity theory, and (e) applications of justice-based explanations to many different organizational phenomena. In closing, a plea is made for future work that improves procedural justice research methodologically (with respect to scope, setting, and scaling), and that attempts to integrate and unify disparate concepts in the distributive and procedural justice traditions.
This paper presents a critical review of past research in the work-related driving field in light vehicle fleets (e.g., vehicles <4.5 tonnes) and an intervention framework that provides future direction for practitioners and researchers. Although work-related driving crashes have become the most common cause of death, injury, and absence from work in Australia and overseas, very limited research has progressed in establishing effective strategies to improve safety outcomes. In particular, the majority of past research has been data-driven, and therefore, limited attention has been given to theoretical development in establishing the behavioural mechanism underlying driving behaviour. As such, this paper argues that to move forward in the field of work-related driving safety, practitioners and researchers need to gain a better understanding of the individual and organisational factors influencing safety through adopting relevant theoretical frameworks, which in turn will inform the development of specifically targeted theory-driven interventions. This paper presents an intervention framework that is based on relevant theoretical frameworks and sound methodological design, incorporating interventions that can be directed at the appropriate level, individual and driving target group.
Aim:
To test a model linking procedural justice, supervisor autonomy support, need satisfaction, organizational support, work satisfaction, organizational identification and job performance.
Background:
Research in industrial and organizational psychology has shown that procedural justice and supervisor autonomy support lead to positive outcomes. However, very little research related to this subject has been conducted in healthcare settings. Moreover, few studies have examined mechanisms that could account for these positive relationships.
Design:
A cross-sectional correlational design was used.
Method:
Convenience sampling was used and a sample of 500 nurses working in haematology, oncology and haematology/oncology units in France was surveyed in 2011. The final sample consisted of 323 nurses (64.6% response rate). The hypothesized model was tested using structural equation modelling.
Results:
Procedural justice and supervisor autonomy support significantly and positively influenced need satisfaction and perceived organizational support, which in turn positively predicted work satisfaction, organizational identification and job performance.
Conclusion:
Organizations could deliver training programmes for their managers aimed at enhancing the use of fair procedures in allocating outcomes and developing their autonomy-supportive behaviours to improve nurses' work satisfaction, organizational identification and job performance.
This study addresses an under-researched outcome of occupational stress, namely the frequency of accidents at work and car accidents. A large, random sample of 778 vets and their auxiliary personnel was assessed in relation to socio-demographic variables, work perception and accident involvement. The study, involving veterinary practices in Germany, revealed that work-related injuries/accidents experienced during the previous 12-month period were significantly related to individual differences in job-related stress and job satisfaction. The average yearly number of car accidents was predicted by age, working climate and job satisfaction. Furthermore, driving accidents going to or from work during the previous year were calculated against distance travelled. Vets working in excess of 48 h/week displayed significantly more driving accidents when visiting clients. Results indicate heterogeneous correlations both between and within the two categories of car and work accidents, suggesting that these are different phenomena, each with its own associated personal and work factors. Results also suggest that work perceptions may act as intermediary influences on accident rates.
Outlines a model of the etiology of large-scale accidents in hazardous, well-defended technologies. The model describes 2 interrelated causal sequences: an active failure pathway that originates in top-level decisions and proceeds by error-producing and violation-promoting conditions in the various workplaces to unsafe acts committed by those at the immediate human-system interface, and a latent failure pathway that runs directly from the organizational processes to deficiencies in the system's defenses. Two industrial applications have been made through the development of proactive measures for diagnosing and remedying organizational processes known to be implicated in accident causation, and an accident investigation technique that guides investigators and analysts to the organizational root causes of past accidents. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
Objective: To estimate occupational light vehicle (OLV) fatality numbers using vehicle registration and crash data and compare these with previous estimates based on workers' compensation data.
Method: New South Wales (NSW) Roads and Traffic Authority (RTA) vehicle registration and crash data were obtained for 2004. NSW is the only Australian jurisdiction with mandatory work-use registration, which was used as a proxy for work-relatedness. OLV fatality rates based on registration data as the denominator were calculated and comparisons made with published 2003/04 fatalities based on workers' compensation data.
Results: Thirty-four NSW RTA OLV-user fatalities were identified, a rate of 4.5 deaths per 100,000 organisationally registered OLV, whereas the Australian Safety and Compensation Council (ASCC), reported 28 OLV deaths Australia-wide.
Conclusions: More OLV user fatalities were identified from vehicle registration-based data than those based on workers' compensation estimates and the data are likely to provide an improved estimate of fatalities specific to OLV use.
Implications: OLV-use is an important cause of traumatic fatalities that would be better identified through the use of vehicle-registration data, which provides a stronger evidence base from which to develop policy responses.
This study tested the direct effects of three dimensions of organizational justice – distributive justice, procedural justice, and interactional justice – on contextual performance, counterproductive work behaviors, and task performance. The study also examined the moderating effects of an ability measure of emotional intelligence (EI) on the justice–performance relationship. Based on the data from 211 employees across nine organizations from the private and public sectors in a developing country in the Caribbean, the results revealed that all three justice dimensions had significant effects on task performance, contextual performance, and counterproductive work behaviors in the expected direction. Composite EI and its four subdimensions (appraisal and expression of emotion in the self, appraisal and recognition of emotion in others, regulation of emotion, and use of emotion) moderated the relationship between procedural justice and contextual performance, but failed to moderate other justice–performance relationships.
We conducted a survey to examine the impact of distributive and procedural justice on the reactions of 217 employees to decisions about pay raises. Distributive justice accounted for more unique variance in satisfaction with pay than did procedural justice, but procedural justice accounted for more unique variance in two other measures of attitudes about the employing institution and its authorities, trust in supervisor and organizational commitment. We discuss what our results imply about the nature of justice in organizations and the distributiveprocedural distinction.
A meta-analysis was conducted to estimate the true correlation between attitudinal organizational commitment and job performance and to identify moderators of this correlation. One-hundred and eleven samples from 93 published studies were included. The corrected mean correlation was 0.20. The correlation was at least marginally significantly stronger for: (a) extra-role performance as opposed to in-role performance; (b) white-collar workers as opposed to blue-collar workers; and (c) performance assessed by self ratings as opposed to supervisor ratings or objective indicators. Four other assumed moderators (commitment measure: Affective Commitment Scale versus Organizational Commitment Questionnaire, job level, age, and tenure) did not have at least marginally significant effects. Copyright © 2002 John Wiley & Sons, Ltd.
The effects of distributive (outcome) and procedural factors on the satisfaction and organizational commitment of university administrative and support (i.e., non-faculty) personnel (N=138) were examined two months after a restructuring of job classifications. Aspects of outcome were stronger predictors of satisfaction and commitment than were aspects of procedure. Neither fairness nor level of outcome consistently interacted with procedural justice. The relative importance of distributive and procedural factors may vary across time and/or may be due to employees using an inductive process in assessing organizational outcomes. Suggestions include the need to investigate distributive and procedural factors separately and the necessity of employing longitudinal designs. Implications for practitioners and researchers are discussed.
To investigate the relationship between fairness and organizational outcomes, the present study examined the survey responses of government employees at six Federal installations. Indices of procedural and distributive fairness were factor-analytically derived. Multiple regression analyses indicated that both the procedural measures and the distributive measures were significantly related to measures of job satisfaction, evaluation of supervisor, conflict/harmony, trust in management, and turnover intention. Procedural fairness accounted for significantly more variance than distributive fairness in each of these criterion measures, except for turnover intention. These findings are related to conceptual and methodological issues concerning procedural fairness and organizational behavior.
Relations among job stressors, perceived justice, negative emotional reactions to work, counterproductive work behavior (CWB), autonomy, and affective traits were investigated. 292 participants representing a wide variety of jobs across many organizations were surveyed both inside and outside a university setting. Results were consistent with a theoretical job stress framework in which organizational constraints, interpersonal conflict, and perceived injustice are job stressors, CWB is a behavioral strain response, and negative emotion mediates the stressor strain relationship. Only very weak support was found for the moderating role of affective disposition (trait anger and trait anxiety), and no support was found for the expected moderating role of autonomy in the stressor-CWB relationship. (PsycINFO Database Record (c) 2007 APA, all rights reserved)
Meta-analytic path analysis was utilised to test an integrative model linking perceived safety climate to hypothesized organisational antecedents and individual outcomes. Psychological climate, especially the perception of organisational attributes, was found to be significantly associated with safety climate (both constructs measured at the individual level). A partial mediation model was supported. Within this model, the relationship between safety climate and safety behaviour was partially mediated by work-related attitudes (organisational commitment and job satisfaction), and the relationship between safety climate and occupational accidents was partially mediated by both safety behaviour and general health. Safety climate acted as a partial mediator in the relationship between psychological climate and safety behaviour, with direct effects from climate perceptions relating to the leader and organisational processes. Avenues for further research and practical implications are discussed. [ABSTRACT FROM AUTHOR] Copyright of Journal of Occupational & Organizational Psychology is the property of British Psychological Society 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.)
Motor vehicle crashes are the main cause of morbidity and mortality in teenagers and young adults in the United States. Driving exposure and passenger presence, which can both vary by driver and passenger characteristics, are known to influence crash risk. Some studies have accounted for driving exposure in calculating young driver fatal crash risk in the presence of passengers, but none have estimated crash risk by driver sex and passenger age and sex. One possible reason for this gap is that data collection on driving exposure often precludes appropriate analyses. The purpose of this study was to examine, per 10 million vehicle trips (VT) and vehicle-miles traveled (VMT), the relative risk of fatal crash involvement in 15-20-year-old male and female drivers as a function of their passenger's age and sex, using solo driving as the referent. The Fatality Analysis Reporting System provided fatal motor vehicle crash data from 1999 to 2003 and the 2001 National Household Travel Survey (NHTS) provided VT and VMT. The NHTS collects driving exposure for both household and non-household members (e.g., friends, colleagues), but demographic characteristics only on household members. Missing age and sex of non-household passengers were imputed with hot deck using information from household passengers' trips with non-household drivers, thereby enabling the calculation of crash rate and relative risk estimates based upon driver and passenger characteristics. Using this approach, the highest risk was found for young male drivers with 16-20-year-old passengers (relative risk [RR] per 10 million VT=7.99; 95% confidence interval [CI], 7.34-8.69; RR per 10 million VMT=9.94; 95% CI, 9.13-10.81). Relative risk was also high for 21-34-year-old passengers, again particularly when both drivers and passengers were male. These effects warrant further investigation and underscore the importance of considering driving exposure by passenger characteristics in understanding crash risk. Additionally, as all imputation techniques are imperfect, a more accurate estimation of U.S. fatal crash risk per distance driven would require national surveys to collect data on non-household passenger characteristics.
This article provides researchers with a guide to properly construe and conduct analyses of conditional indirect effects, commonly known as moderated mediation effects. We disentangle conflicting definitions of moderated mediation and describe approaches for estimating and testing a variety of hypotheses involving conditional indirect effects. We introduce standard errors for hypothesis testing and construction of confidence intervals in large samples but advocate that researchers use bootstrapping whenever possible. We also describe methods for probing significant conditional indirect effects by employing direct extensions of the simple slopes method and Johnson-Neyman technique for probing significant interactions. Finally, we provide an SPSS macro to facilitate the implementation of the recommended asymptotic and bootstrapping methods. We illustrate the application of these methods with an example drawn from the Michigan Study of Adolescent Life Transitions, showing that the indirect effect of intrinsic student interest on mathematics performance through teacher perceptions of talent is moderated by student math self-concept.
Employee job satisfaction and perceptions of equitable treatment have been the topics of a great amount of behavioral research. Several theorists have suggested that one or the other may be related to organizational behaviors of employees such as absence and/or turnover. This longitudinal study examines the association of the two constructs, and, in a field setting, compares them as separate variables relating to absence and turnover. Employee perceptions of equitable treatment were found to be stronger predictors of absence and turnover than were job satisfaction variables.
Using multiple national data systems, the roles of fragility (susceptibility to injury) versus excessive crash involvement in the increased fatality risk of older drivers per vehicle-mile of travel (VMT) were estimated. For each age and gender group, deaths per driver involved in a crash (a marker of fragility) and drivers involved in crashes per VMT (a marker of excessive crash involvement) were computed. Compared with drivers ages 30-59, those younger than 20 and those 75 or older both had much higher driver death rates per VMT. The highest death rates per mile driven, 13-fold increases, were observed among drivers age 80 or older, who also had the highest death rates per crash. Fragility began to increase at ages 60-64 and increased steadily with advancing age, accounting for about 60-95% of the excess death rates per VMT in older drivers, depending on age group and gender. Among older drivers, marked excesses in crash involvement did not begin until age 75, but explained no more than about 30-45% of the elevated risk in this group of drivers; excessive crashes explained less of the risk among drivers ages 60-74. In contrast, crash over-involvement was the major factor contributing to the high risk of death among drivers younger than 20, accounting for more than 95% of their elevated death rates per VMT. Although both fragility and crash over-involvement contributed to the excess death rates among older drivers per VMT, fragility appeared to be of over-riding importance. These findings suggest that measures to improve the protection of older vehicle occupants in crashes should be vigorously pursued.