پديد آورندگان :
جهانبخش گنجه ، صادق نويسنده دانشجوي كارشناسي ارشد پژوهشگري دانشگاه خوارزمي , , دارمي، زينب نويسنده دانشگاه اصفهان, , , جهانبخش گنجه، سحر نويسنده دانشگاه اصفهان,دانشكده روانشناسي; Jahanbakhsh Ganjeh, Sahar
كليدواژه :
حمايت ادراك شده سرپرست , رفتار شهروندي سازماني , عدالت رويه‌اي , مشاركت در تصميم‌گيري , عدالت توزيعي
چكيده لاتين :
Introduction
Among different organizational variables, social exchange theory has had an effective role in explaining and perceiving organizational citizenship behavior (OCB) and organizational justice. Since exchange of justice is an important aspect of social exchange theory. A number of studies have investigated the relationship between perceived organizational justice and employeesʹ attitudes. However, the issue that is examined in organizational justice and OCB is how employees should be treated such that they perceive the existence of justice in the organization and in response they are expected to show ultra. This study aimed to examine the proposed model based on mediating role of procedural and perceived distributive justice in the relationship between perceived supervisor support and participation in decision making with organizational citizenship behavior
Material & Methods
The present attempt is of relational type. The population of the study was all employees of Agricultural Society of Kohgiluyeh and Boyer Ahmad in Iran in 2011. From 490 employees, 120 were selected based on simple random sampling. The questionnaires in this study include Participation in decision-making inventory that was invented by Parnel and Bell (2001), Supervisorʹs support inventory made by Eisenberger et al. (1986), Organizational citizenship behavior questionnaire was invented by Smith et al. (1983), Distributive Justice Inventory was made by Colquitt ( 2001), Procedural Justice Inventory was made by Niehoff and Moorman (1993). Also, the analysis of this study started with preliminary analysis (zero-order Pearson correlations) to gain a basic insight of data. Then, more sophisticated analyzes were performed to assess the fitness of the proposed model, all of which were performed by Structural equation modeling (SEM) using maximum likelihood estimation of AMOS software, 16th version (Arbuckle, 1997). In order to determine that the proposed model fit the data, a combination of fitness parameters were used. To investigate the indirect (intermediate) effects in the proposed model, Baron and Kenny?s (1986) method was used and to determine its significance Sobel?s (1982) test was used.
Discussion of Results & Conclusion
The results of the current study showed that the perception of justice (both procedural and distributive) has significant effects on the participation of employees in decision-making and consequently showing organizational citizenship behavior. As Kinicki and Kreitner (2006) claimed, justice in the organization shows employeesʹ perceptions of fair treatment in the working environment and it is the factor which is made on the basis of the working conditions (Greenberg & Colquitt, 2005). When employeesʹ opinions are attended and there are involved in decisions made about them and the organization, they think that justice exists in the organization and rewards and facilities are distributed justly and their participations in decision-making procedures make them sure that the methods used in the decision-making with regard to the way facilities and rewards are distributed are fair. Leventhal (1980) believes that fair procedures are characterized by the following properties: facilitation distribution should be unbiased and similar for all people during the time, be carried out based on accurate information, be correctable, and should be based on moral and ethical norms; while, all these require the participation in decision-making criterion. In other words for their participation in decision-making, they should be informed about the organizationʹs information and they should have equal opportunity to express their opinions and implicit values and norms such as fairness and consistency in the allocation of benefits and resources should exist. The findings of this study are line with the studies mentioned in the literature (Muhammad, 2004; Zhang, Lee & Zou, 2010) which shows the importance of the mediating role of perceived organizational support in the organizationʹs inputs and outputs (including OCB, job satisfaction, organizational commitment). The results of the current study and other attempts, which have been carried out with regard to organizational justice theory, point to its significance as an important motivational instrument in organizational behaviors and officials and managers should consider it. Based on organizational justice theory, it can be predicted that staff react against the presence or absence of organizational justice in the workplace. One of these reactions is the increase or decrease in the output data; in that when staff observes that the justice does not exist in the organization, they get negative stress and thus in order to reduce such stress they try to decrease their participation and inputs in the organization. In such cases, their organizational citizenship behavior might decrease. Contrariwise, if staff feels that organizational justice exist in the workplace, they become motivated to increase their participation and inputs in the organization by doing helping behaviors such as organizational citizenship behavior.
On the other hand, in the proposed model it was hypothesized that if employees feel that they are under the support of their supervisors, they show more OCB perceiving procedural and distributive justice; this hypothesis, however, has not been confirmed and the research hypothesis based on the mediating role of justice in the relationship between supervisorʹs perceived support and OCB was rejected. The reason might be explained by the fact that when employees consider their supervisor as one who has his own supervisor and s/he has no role in distributing rewards and allocating resources. The organizational norms are determined in the way that only senior managers make decisions and supervisors and junior officials have no freedom of action. This finding disagreed with the findings of a number of previous attempts. The reason for such disagreement can be found in different working atmospheres in various organizations. In some organizations, managers give their supervisors freedom of action in decision-making procedures and processes and allow them to determine the way rewards are distributed among staff. Though, in some other organizations supervisors might not have such freedom and they might have only higher positions in terms of rank but be similar to their subordinates in terms of action. In such organizations, even if staff perceive their supervisorʹs support, they might not have a clear understanding of justice in their organizations and if they show behaviors beyond the call of duty and OCB, it is because of the respect they have toward supportive behaviors of their supervisors not because of the perceived justice and this lends further support to Greenberg and Colquitt (2005) who claimed that the perception of justice in the organization is based on the working environment and the atmosphere of the organization.
Adopting the perspective and approach of organizational citizenship behavior and going in the form of global citizenship behavior and accepting a broader function than what is defined for the employee depend on various factors in addition to the capabilities and abilities of the individuals in the organizations. Some of these factors are beyond oneʹs abilities. Conditions of the work and perceived justice and supervisorsʹ support of their employees and employeesʹ participation in the organizationʹs affairs are among the basic factors. Studies show that with efficient management and fair distribution of resources and empowering the employees to participate in decision-making procedures, we can make a condition in which individuals act beyond the call of duty with higher quality and quantity and they adhere to all the values and ideals of the organization as a corporate citizen and they take steps in ensuring stakeholder expectations.
Keywords: Participation in Decision-Making, Perceived Supervisorʹs Support, Organizational Citizenship Behavior, Procedural Justice, Distributive Justice
