Content area
Full Text
STANDARD ISSUE
Introduction
Research findings in the organizational justice literature show that organizational justice is a significant predictor of work attitudes and behaviors ([10] Cohen-Charash and Spector, 2001; [11] Colquitt et al. , 2001). As to the relationship between organizational justice and work performance, researchers have been striving to find the answer, but with unsatisfactory results. Some existing studies do show that organizational justice can predict work performance. Uncertainty still exists around the influence of the different dimensions of organizational justice on work performance. Moreover, how organizational justice influences work performance is still largely unknown. Some justice researchers have advanced leader-member exchange (LMX) as the mediator between interactional justice and work performance based on the social exchange theory ([13] Cropanzano et al. 2002; [24] Masterson et al. , 2000). The functional relationship between interactional justice, LMX, and performance demands further attention ([13] Cropanzano et al. 2002). Other researchers have suggested LMX and perceived accountability to be the key mechanisms of the relationship between organizational justice and work performance ([16] Erdogan, 2002), but these have not been tested empirically. It is unfortunate that the existing studies have concentrated mostly on task performance, without paying attention to contextual performance, which is significant when discussing voluntary behavior.
In this study, the literature on the relationship between organizational justice and work performance is reviewed. Based on this, an integrative model of organizational justice's influence on work performance is proposed by examining the impact of the three dimensions of organizational justice (distributive justice, procedural justice, and interactional justice) on task performance and contextual performance. This includes both the direct impact and the mediating effect of LMX and organizational commitment. Following this, structural equation modeling (SEM) has been used to test and modify the model. The Baron and Kenny approach has been used to test the mediating effects, in anticipation of obtaining a more appropriate final model to elucidate the influencing mechanism of organizational justice on work performance.
Literature review and the hypothesized model
Organizational justice and performance research
Organizational justice concerns employees' perception of fair treatment by an organization and its agents ([31] Shalhoop, 2003). It is popularly accepted that organizational justice consists of three constructs: distributive justice, procedural justice, and interactional justice ([10] Cohen-Charash and Spector, 2001; [14] Cropanzano