Article2013

Justice, trust and employee reactions: an empirical examination of the HRM system

48 citations0/0 files storedManagement Research Review

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Job Satisfaction and Organizational Behavior Employee Performance and Management Human Resource and Talent Management

Abstract

Purpose The purpose of this study is to investigate the impact of an integrated HRM system (content, process and climate) on employee reactions (motivation, commitment, work engagement, and organizational citizenship behaviour (OCB)), through the mediating role of organizational justice (distributive, procedural and interactional) and organizational trust (integrity, competence and dependability), which has not been fully studied in the past. Design/methodology/approach The study is based on a national sample of 133 organizations from the public and private sectors in Greece and on data obtained from 1,061 employees. The statistical method employed is structural equation modelling. Findings The findings of the study suggest that the HRM process has a higher impact on employee reactions than HRM content. Additionally, the findings support the idea that procedural and distributive justice are related more to trust dependability and integrity, and that procedural justice is a better predictor of employee reactions than distributive justice. Research limitations/implications The study does not allow for dynamic causal inferences because the data was collected using a questionnaire at a single point in time. Furthermore, the findings of the study may not generalize across borders, because the study was applied in the Greek context, which has different labour relations with respect to other countries. Practical implications The study has clear implications for both managers and decision makers, because it suggests that employees are more committed and satisfied when the HRM system is more consistent and distinctive, more rewarding and provides opportunities for training. Originality/value The theoretical significance of the study is important, because it suggests that both the content and the process of HR practices, as perceived by employees, strongly influence employees' reactions, such as motivation, commitment, work engagement and organizational citizenship behaviour OCB.

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References

1989Structural Equations with Latent Variables 1991Structural Equations with Latent Variables.1986Self-Reports in Organizational Research: Problems and Prospects 1990The measurement and antecedents of affective, continuance and normative commitment to the organization 1991A three-component conceptualization of organizational commitment 1965Inequity In Social Exchange 2002The Measurement of Engagement and Burnout: A Two Sample Confirmatory Factor Analytic Approach 2001Accounting for common method variance in cross-sectional research designs.

Cited by

2019Effects of perceived justice of fair trade organizations on consumers’ purchase intention toward fair trade products 2022Does the perception of organizational justice determine employees' affective commitment? The mediating role of organizational trust 2021Examining the “dark-side” of high performance work systems in the Greek manufacturing sector 2016The Dynamic Role of Social Exchange and Personality in Predicting Turnover Intentions among Professional Workers 2017HIGH QUALITY OF WORK ENVIRONMENT. CHANGES IN THE PRIORITIES OF THE HR FUNCTION

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