The article relates to interactions between the managements and employees within organizations. As such, the purpose of the article is to establish and ascertain a model that establishes the influences of organizational justice as regards employee productivity. The article further explores the effectiveness of the mediation character played by managerial obligation as well as the interaction between leaders and employees concerning managerial integrity and the human resource performance.
Accordingly, the article presupposes that an actual or perceived unfairness of the managerial staff in work places by the employees can have a direct negative effect on the employee productivity. This is because of the fact that injustices usually cause a reduction of emotional dedication with regard to work related tasks. Consequently, injustice leads to employees performing duties in a castigatory mode while concealing their legitimate thoughts.
In discussing the foregoing, the article takes into consideration the social identity theory which basically relates to unfair treatment of personnel by superiors at work settings which accordingly lead to negative behavioral reactions. In the study postulated by the article, a connection between leadership fairness and negative behavior at work are explored in a Chinese context. Precisely, the article puts into perspective two major negative reactions of employees which are retaliatory and silence behavior. A study has also been carried out in light of social identity theory.
The study put forward by the authors affirms the fact that management integrity was negatively associated with retaliatory and silence conduct of employees. Further, the study seeks to establish the effect of mediated solutions when organizations are faced with injustice circumstances. The article considers leadership aspect as the most influential aspect with which the organizational spirit is pegged. As such, persons in the management level are not only expected to manage the organizational affairs but also to cope with the human resource on an opposite basis.
A proper communication of organizational objectives and ensuring that employees follow the organizational cultures is dependent on the relationship between management on one hand and employees on the other. The management is further tasked with the exercise of promotional, dismissal and retention procedures. As such, person in leadership positions within an organization are perceived as spokes persons within an organization. Consequently, they are expected to represent the organization as a whole. For organizational goals to be achieved, employees must perceive those in leadership as able deal with organizational challenges agreeably.
Interpersonal justice which is depicted in similar light as leadership justice is also provided as capable of being implemented in different perspectives for achievement of better interpersonal relationship. The authors, with regard to employee silence, opine that employees are most likely to withhold genuine expressions if and when dissatisfied with the dealing with issues in work places. As such, employees are most likely to be silent in instances whether they fear that raising concerns with people in leadership positions may activate negative responses. This aspect is usually rife within many organizations and ultimately leads to low employee output. Proper treatment of workers by management enables workers to identify with those in leadership positions and with consequently be more prepared to contribute their skills and knowledge towards the realization of organizational objectives.
Accordingly, the retaliatory conduct among workers is also explained in the fairness perspective. An unfair perception on the part of management would in most cases lead to retaliatory reaction among employees. As such, unfair decisions and remunerations may trigger castigatory tendencies. Subsequently, in instances where the management is perceived as fair, employees tend to associate with those in leadership positions.
As regards mediation persons in superior positions are usually perceived as having more influence on the outcome of decisions. As such, persons in leadership may not be fully committed to an organization where they have had low worthy interactions with their immediate superiors. This is proof that interaction of superiors and employees usually bring about positive or negative emotional effects on the later.
Duan, J., Lam, W., Chen, Z., Zhong, J. (2010). Leadership Justice, Negative Organizational
Behaviors, and the Mediating Effect of Affective Commitment. Social Behavior & Personality: An International Journal, 2010, Vol. 38 Issue 9, p1287-1296.