Publication details
Organizational Justice, Employee Motivation and Performance
| Authors | |
|---|---|
| Year of publication | 2015 |
| Type | Article in Proceedings |
| Conference | Proceedings of the 11th European Conference on Management Leadership and Governance |
| MU Faculty or unit | |
| Citation | |
| Field | Management and administrative |
| Keywords | organizational justice; voluntary willingness; effort; motivation; performance |
| Description | Four dimensions of organizational justice are examined in this article, namely in connection with employee motivation and company performance. Organizational justice is a concept from behavioural science which refers to how dealing with employees within a company is perceived by those employees. Amongst other things, organizational justice has the potential to increase trust and commitment, improve job performance, citizenship behaviour, customer satisfaction and reduce conflict. Motivation in this article is understood as an employee’s voluntary willingness to do extra work and to work overtime, and to put effort into their work. It is assumed that individual motivation leads to individual performance, and that individual performance is related to the performance of the whole organization. The main research question is whether an employee who perceives fair treatment within an organization is motivated to do some extra work for that organization and if this is connected with the organization’s performance. Standardized questionnaires were used to determine the level of organizational justice and employee motivation. Corporate performance was evaluated using a financial performance indicator - specifically return on assets (ROA). The respondents to the questionnaires were employees of Fiat dealers, who had been selected for reasons of comparability (unified processes and procedures, but different, independent management styles and leadership). In accordance with the literature, the relationship between procedural, interpersonal and informative justice and motivation was demonstrated. However, the relationship between distributive justice and motivation was not shown. Distributive justice and two facets of work motivation (intensity and persistence) correlated with the return on assets. The results of the research can be useful especially for the organizations looking for ways to increase performance by using human resource management. |