Perceived Organizational Justice and Work Related Outcomes: An Empirical study of the Egyptian Public Banks | ||||
| المجلة العلمية للإقتصاد و التجارة | ||||
| Article 14, Volume 46, Issue 2, July 2016, Page 61-60 PDF (1.33 MB) | ||||
| Document Type: المقالة الأصلية | ||||
| DOI: 10.21608/jsec.2016.164006 | ||||
 View on SCiNiTO | ||||
| Author | ||||
| Ahmed Farouk Abdel-Kader | ||||
| Arab Academy for Science Technology, and Maritime Transport | ||||
| Abstract | ||||
| The purpose of this study is to identify how bank employees perceive the fairness of organizational systems and how the issue of fairness affects the employees’ attitudes and behaviors. This study examines the relationships between the four dimensions of organizational justice (distributive, procedural, interpersonal, and informational) and selected work-related outcomes, namely, job satisfaction and organizational commitment in the context of the Egyptian public commercial banks. The theoretical model is validated in a single cross-sectional empirical study of 207 participants. The data are analyzed using structural equation modeling to test the 9 hypotheses, derived from the research model, of which only 6 are supported. The results indicate that job satisfaction is positively influenced by distributive, interpersonal, and informational justice, while procedural justice does not show any significant association. Moreover, it is found that interpersonal justice is a better predictor of organizational commitment compared to procedural justice, while distributive justice and informational justice have no significant effect. These findings contribute to a better understanding of how each dimension of organizational justice differentially affect the employees’ level of satisfaction and commitment in the banking context. This study also indicates empirical evidence that the employees’ job satisfaction mediates the relationship between organizational justice and organizational commitment. This study provides guidelines to help the public sector banks managers understand how to increase the employees’ job satisfaction and their organizational commitment. | ||||
| Keywords | ||||
| Organizational Justice Perception; Distributive Justice; Procedural Justice; Interpersonal Justice; Informational Justice; Job Satisfaction; Organizational Commitment; Banking industry; Egypt | ||||
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