Organizational justice towards job satisfaction and employee turnover: A study of indigenous employees

Haar, Jarrod and Schenk, Sonja and Roche, Maree (2011) Organizational justice towards job satisfaction and employee turnover: A study of indigenous employees. In: International Employment Relations Association 18th Biennial Conference: Book of Proceedings: Abstracts. International Employment Relations Association, Singapore, p. 17.

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Abstract or Summary

Judge and Colquitt (2004) stated that “research on organisational justice has demonstrated that concerns about fairness can affect the attitudes and behaviors of employees” (p. 395). However, this research has taken place mostly in Westernized settings, particularly the US. The extent to which organisational justice relates to outcomes varies across cultures but cultural differences regarding perceptions of fairness tend to be ignored. The present study tests the four established dimensions of organisational justice towards job satisfaction and employee turnover using collectivism as a moderator. In order to evoke an impact with respect to collectivism a sample of 349 New Zealand Maori employees is used. Maori are the indigenous people of New Zealand and are classed as a collectivist society and we test whether these cultural approaches affect the influence of organisational justice towards these outcomes. The paper makes three contributions. Using structural equation modeling, it establishes the four dimensions of organisational justice hold within an indigenous population, confirming the dimensional structure of organisational justice with a new employee population. Secondly, the influence of organisational justice is supported towards job satisfaction and turnover intentions, and importantly, the importance of supervisor-focused dimensions (interpersonal justice and informational justice) over other dimensions is found. Interactional dimensions of justice are thought to be more relevant for organisations with organic structures as opposed to mechanistic structures, because in these types of organisations face-to-face communication and mutual respect. We focus particularly upon the supervisor-focused dimensions because these align more strongly with Maori. In Maori culture, kanohi ki te kanohi relates to face-to-face communication which is a traditional preference and an important and culturally critical concept which allows for all senses to be used as complementary sources of information. We expected and found that interpersonal and informational justice would be more relevance to Maori employees than other forms of justice (i.e. distributive and procedural justice). Indeed, these supervisor-focused justice dimensions mediated the influence of procedural and distributive justice, highlighting their importance for Maori employees. Finally, Hofstede’s work on cultural differences also shows that within cultures, there can be variation, and the use of collectivistic orientation relating to work was found to further impact upon the influence of organisational justice on outcomes. Significant two-way and three-way interactions were found, highlighting the best outcomes for respondents were achieved through high supervisor-focused justice dimensions and high collectivism. Overall, we find that indigenous employees who are more collectivistic have superior job outcomes when they perceive higher supervisor-focused organisational justice. To conclude, our paper confirms the influence of organisational justice amongst indigenous employees, and highlights the importance of interpersonal and informational justice over the influence of procedural and distributive justice towards these major job outcomes. Furthermore, it highlights the importance of considering workplace collectivism amongst employees from a collectivistic background, as this was found to have significant moderating effects.

Item Type:Book Section
Additional Information:Conference held 26-29 June, 2011, in Singapore
Keywords that describe the item:organizational justice, job satisfaction, turnover intentions, collectivism, three-way interactions, Maori.
Subjects:H Social Sciences > HT Communities. Classes. Races
Divisions:Schools > Centre for Business, Information Technology and Enterprise > School of Business and Adminstration
ID Code:1173
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Deposited On:16 Aug 2011 00:28
Last Modified:16 Aug 2011 00:28

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