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Presented by:

Ms. Simran Kaur

Assistant Professor, DSPSR 

Ms. Mukta Katyal

Assistant Professor, DSPSR 

IMPACT OF ORGANIZATIONAL JUSTICE

PERCEPTIONS ON

JOB SATISFACTION,WORK COMMITMENT AND

PSYCHOLOGICAL CAPITAL

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“ Justice, Sir, is the greatest interest of

man on earth.”-Daniel Webster 

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ORGANIZATIONAL JSTI!"

• Organizational Justice is the study of people’s

 perceptions of fairness in organizations.

• The perception of an injustice can effect an

indiidual’s leel of !otiation, satisfaction

"ith the organization, and their attitude to"ard

the organization #Tatu! $ %&erlin, '(()*.

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DISTRIBUTIVE JUSTICE:perceptions of the fairness of aparticular outcomeex: your grade, your salary

PROCEDURAL JUSTICE:perceptions of whether the

 process used to make thedecision was fairex: er!or"a#$eara%sal

I&TERACTIO&AL JUSTICE:perceptions of whetherorganizational agents implementprocedures fairly, by treatingpeople respectfully and explainingdecisions adequately

ex: rese$', a"ou#' o!%#!or"a'%o# ex la#a'%o#s

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 JOB SATIS(ACTIO&

•  Jo) sa'%s!a$'%o#  is a positive emotional(Smith, Kendall, &ulin, !"#"$ and attitudinalalignment towards a %ob (Spector, !"'$

•

)t is a main consequence of workexperiences ()gbaria, *arasuraman,&+adawy, !""$-

•  .his paper uses the /ve0factor

conceptualization of %ob satisfaction, namely,satisfaction with work itself, pay, promotion,supervision, and coworkers-

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OR*A&I+ATIO&ALCOITE&T

• Orga#%a'%o#al $o""%'"e#' can bede/ned as power of an individual1sidenti/cation with and involvement in a

particular organization (2urry, etal-, !"#$-• 3s a psychological variable, commitment

symbolizes employee1s association with theorganization and e4ects membership in the

organization(5eyer & 3llen, !""!$-

• )t has three components6 a.e$'%/ea''a$0"e#' to the organization (a4ective

commitment$,er$e%/ed $os' associatedwith leavin the or anization continuance

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PS2C3OLO*ICAL CAPITAL

• Pos%'%/e Psy$0olog%$al Ca%'al isde/ned as the positive anddevelopmental state of an individual

as characterized by high self0e8cacy, optimism, hope and resiliency

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To deter!ine the i!pact of OrganizationalJustice Perceptions on J#b Satis$a%ti#n&

'#rk !#mmitment and Psy%(#l#)i%al

!a*ital

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PROCEDURAL JUSTICE

I&TERACTIO&AL JUSTICE

DISTRIBUTIVE JUSTICE

OR*A&I+ATIO&AL JUSTICE

PS2C3OLO*ICAL

CAPITAL

3OPE

RESILIE&CE

OPTIIS

SEL(E((ICAC2 

 JOBSATIS(ACTI

O&

4OR5COITE

&T

normativecommitment

continuancecommitment

a4ectivecommitment

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+-POT+"S"S 

• +y*#t(esis : There is significant relationship

 &et"een Organizational Justice and Jo& satisfaction.

• +y*#t(esis /: There is significant relationship

 &et"een Organizational Justice and Organizational+o!!it!ent.

• +y*#t(esis 0: There is significant relationship

 &et"een Organizational Justice and Psychological

+apital.

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+-POT+"S"S 

• +y*#t(esis 1: Organizational Justice can

significantly predict the alue of Jo& satisfaction.

• +y*#t(esis 2: Organizational Justice can

significantly predict the alue of Organizational

+o!!it!ent.

• +y*#t(esis 3: Organizational Justice can

significantly predict the alue of Psychological+apital.

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R"S"AR!+ M"T+O,OLOG-

• Resear%( ,esi)n

The present study "as Descriptie in nature.

•

Sam*leThe e!ployees fro! ndian PS- "ere taen as

sa!ple to participate in the study. Out of /0(

e!ployees contacted, only '1) e!ployeesco!pleted the 2uestionnaire and returned &ac.

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S.N#. 4a%k)r#und #$ Res*#ndents Number Per%enta)e

(1 3ender 4ale 1)/ )/./5e!ale 6/ 10.7

(' Age 3roup '( 8 '0 years 1' 0.0

'7 8 6( years 6( 16.)61 9 60 years 10 7.:

A&oe 60 years 171 ;6.:

(6 Tenure of"oring

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R"S"AR!+ M"T+O,OLOG-T##ls

Pri!ary data "as collected using 2uestionnaires. The 2uestionnaireconsisting of :6 2uestions &ased on ; point

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R"S"AR!+ M"T+O,OLOG-

S%ale 0: Abrid)ed ersi#n #$ J#b ,es%ri*tie Inde= 6S!ith, et

al., 1:7:? Stanton, et al., '((1*

• The Jo& Descriptie nde@ is perhaps the pre!ier instru!ent

for assessing jo& satisfaction. n this scale, each facet #or

su&scale* is co!posed of 0 ite!s #'0 ite!s total*.

S%ale 1: Or)ani5ati#nal !#mmitment 6Allen 9 Meyer& 77;8

• t is a '/9ite! scale as a !easure of organizational

co!!it!ent haing three factors of co!!it!ent#affectie,

nor!atie, and continuance*.

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,ATA ANAL-SIS

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RELIABILIT2 A&AL2SISS.N#. S%ales !r#nba%(>s Al*(a

Reliability !#e$$i%ient

(1 Organizational Justice Scale

#4oor!an, 1::1*

.);)

(' A&ridged ersion of Jo&Descriptie nde@ #S!ith, et al.,

1:7:? Stanton, et al., '((1*

.)6;

(6 organizational co!!it!ent#Allen $ 4eyer, 1::(*

.)(1

(/ Psychological +apital #

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!ORR"LATION

ANAL-SIS

DJ PJ J S%+ >OP R%S OPT JS A+ ++ B+ OJ P+ O+

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DJ PJ J S%+ >OP R%S OPT JS A+ ++ B+ OJ P+ O+

DJ 1

PJ .6:7CC 1

J ./1/CC .7;/CC 1

S%+ .1:(CC .176C .1:;CC 1

>OP .16:C .(;7 .1'6 .6;/CC 1

R%S .16:C .(;7 .1'6 .6;/CC .)'/CC 1

OPT .1:(CC

.176C

.1:;CC .

;:7CC

.6;/CC

./'6CC

1

JS .7':CC ./:)CC .0(0CC .6()CC .'(0CC ./('CC .'1;CC 1

A+ .1:;CC .6/)CC .610CC .07;CC ./(0CC .6/(CC .7)0CC ./6;CC 1

++ .'0(CC .116 .'16CC .;)6CC ./'0CC .61/CC .7/;CC .':0CC .//'CC 1

 B+ .'/1CC .116 .11: .71'CC .')7CC .6;1CC .7/6CC .')'CC ./16CC ./07CC 1

OJ .7:/CC .))/CC .)0)CC .''1CC .16'CC .610CC .617CC .70'CC .60)CC .''6CC .1)6CC 1

P+ .1))CC .1': .1)(CC .;'/CC .:1(CC .;1)C .)16CC .':(CC .00/CC .777CC ./)7CC .1:;CC 1

O+ .':(CC .'/1CC .';7CC .)60CC ./;;CC .6;7CC .)(7CC ./';CC .;)1CC .)'7CC .;71CC .6'/CC .;';CC 1

9 2orrelation is signi/cant at the :-:' 99 2orrelation is signi/cant at the :-:! level

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STEP4ISE

ULTIPLERE*RESSIO&

A&AL2SIS

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?ariables R R  / Ad@

R /

S.". #$

"stimate

B

alue

Si) 4eta

JO4 SATIS!ATION

Distri&utie justice

Distri&utie justice, Procedural Justice

Distri&utie justice, Procedural Justice,

nteractional Justice

.7':

.7)0

.7:;

.6:7

./7:

./)7

.6:6

./7/

./;:

7.::):0

7.0;77;

7./)016

1/1.6')

:/.)//

7;.6:)

.(((

.(((

.(((

.7':

.01', .':0

./)1, ./)0, .1)1

ORGANIZATIONAL !OMMITM"NT

Distri&utie justice

Distri&utie justice, nteractional Justice

.':(

.66;

.()/

.11/

.()(

.1(0

1).16:1(

1;.))006

1:.)0'

16.;:6

.(((

.(((

.':(

.'1', .1):

PS-!+OLOGI!AL !APITAL

Distri&utie justice .1)) .(60 .(61 0./':': ;.:(0 .((0 .1))

JO4 SATIS!ATION

#Dependent aria&le*ORGANIZATIONAL !OMMITM"NT

#Dependent aria&le*

PS-!+OLOGI!AL !APITAL

#Dependent aria&le*

ORGANIZATIONAL JSTI!" 

#ndependent aria&le*

.70'

.6'/

.1:;

./'7

.1(0

.(6:

./'6

.1(1

.(6/

7.)'170

1;.:6/760./1:)7

17(.1/6

'0.'7().7)0

.(((

.(((

.((/

.70'

.6'/

.1:;

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(I&DI&*S

+-POT+"SIS S4B +-POT+"SIS R"SLTS

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+-POT+"SIS S4 +-POT+"SIS R"SLTS

+y*#t(esis : There is

significant relationship

&et"een Organizational

Justice and Jo&

satisfaction.

+y*#t(esis a: There is significant relationship &et"een

Distri&utie Justice and Jo& satisfaction

Accepted

+y*#t(esis b= There is significant relationship &et"een

Procedural Justice and Jo& satisfaction.

Accepted

+y*#t(esis %= There is significant relationship &et"een

nteractional Justice and Jo& satisfaction.

Accepted

+y*#t(esis /: There is

significant relationship&et"een Organizational

Justice and

Organizational

+o!!it!ent

+y*#t(esis /a: There is significant relationship &et"een

Distri&utie Justice and Organizational +o!!it!ent

Accepted

+y*#t(esis /b= There is significant relationship &et"een

Procedural Justice and Organizational +o!!it!ent.

Accepted

+y*#t(esis /%= There is significant relationship &et"een

nteractional Justice and Organizational +o!!it!ent.

Accepted

+y*#t(esis 0: There is

significant relationship

&et"een Organizational

Justice andPsychological +apital

+y*#t(esis 0a: There is significant relationship &et"een

Distri&utie Justice and Psychological +apital.

Accepted

+y*#t(esis 0b= There is significant relationship &et"een

Procedural Justice and Psychological +apital.

Accepted

+ #t(esis 0%= There is si nificant relationshi &et"een Acce ted

+y*#t(esis 1: +y*#t(esis 1a:Distri&utie Justice can significantly predict the Accepted

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+y*#t(esis 1:

Organizational Justice can

significantly predict the

alue of Jo& satisfaction.

+y*#t(esis 1a:Distri&utie Justice can significantly predict the

alue of Jo& satisfaction.

Accepted

+y*#t(esis 1b= Procedural Justice can significantly predict the

alue of Jo& satisfaction.

Accepted

+y*#t(esis 1%= nteractional Justice can significantly predict the

alue of Jo& satisfaction.

Accepted

+y*#t(esis 2:

Organizational Justice can

significantly predict the

alue of Organizational

+o!!it!ent.

+y*#t(esis 2a:Distri&utie Justice can significantly predict the

alue of Organizational +o!!it!ent.

Accepted

+y*#t(esis 2b= Procedural Justice can significantly predict the

alue of Organizational +o!!it!ent.

Rejected

+y*#t(esis 2%= nteractional Justice can significantly predict the

alue of Organizational +o!!it!ent.

Accepted

+y*#t(esis 3:

Organizational Justice can

significantly predict the

alue of Psychological

+apital.

+y*#t(esis 3a:Distri&utie Justice can significantly predict the

alue of Psychological +apital.

Accepted

+y*#t(esis 3b= Procedural Justice can significantly predict the

alue of Psychological +apital.

Rejected

+y*#t(esis 3%= nteractional Justice can significantly predict thealue of Ps cholo ical +a ital.

Rejected

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• .he study revealed that;rganizational

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• There is certainly a relationship &et"een Organizational Justice,

Jo& Satisfaction, Eor +o!!it!ent and Psychological +apital• f there is positie perception a&out Organizational Justice,

"orers tend to sho" high leel of Jo& Satisfaction, Eor

+o!!it!ent.

•

Organizations consider fairness in distri&ution, procedure andinteraction in order to foster Jo& Satisfaction, Organizational

+o!!it!ent and Psychological +apital.

• Distri&utie Justice hae highest i!pact on Jo& Satisfaction.

•

Organizational Justice has high correlation "ith Jo& satisfactionand Psychological capital has high correlation "ith Organizational

+o!!it!ent.

• Process is !ore i!portant than outco!e. Organizations can’t

control outco!es &ut can control processes.

• Organizations can also control co!!unication and treat!ent of

!ON!LSIONS

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MANAG"RIAL IMPLI!ATIONS

•

elps the 5anagement of any organizationto develop policies which give fairtreatment to its people-

•

elps to understand various organizationalissues like Bmployee Cetention, Bmployee2ommitment and

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• *sychological 2apital can be improved by trainingsand hence it can further improve the level oforganizational commitment-

• )mprovement in the perceptions towardsDistributive

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• ;rganizations will certainly /nd itfairly challenging to %#$ludee"loyee %# e/ery 0ase o! %'s

%#'er#al a#d ex'er#alro$edures- .herefore, they mustinclude and inFuence e4ective

communication and frequentfeedback throughout all touch0pointsof the employment life cycleG from

start to /nish-

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LIMITATIONS O ST,-

•  .his study is limited by thesample characteristics as itwas conducted amongst

e"loyees dra1# !ro"s%#gle I#d%a# PSU-

•  .he participants were

redo"%#a#'ly "ale-• )t is not known whether the

results would be applicable

to o'0er $o#'ex'ual

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