Keywords
Affective commitment
Job performance
Working from home
How to Cite
Abstract
Purpose – This article examines the effect of perceived organizational justice on home office work performance, mediated by affective commitment.
Theoretical framework – The theoretical lens used to support this research is organizational justice, in its distributive, procedural, and interactional dimensions.
Design/methodology/approach – A single entity survey was carried out in a credit union, and structural equation modeling was used to analyze the 112 valid responses.
Findings – The results reveal that the perception of distributive justice has a significant effect on home office work performance, in contrast to perceptions of procedural and interactional justice. Perceptions of distributive and procedural justice had a significant effect on affective commitment, but interactional justice did not. Nevertheless, affective commitment does not seem to influence home office work performance, and no mediating effect of affective commitment was confirmed.
Practical & social implications of research – The study confirms the effect of distributive and procedural justice, but not of interactional justice, on affective commitment, and does not confirm the influence of commitment.
Conclusions – The findings suggest that home office work increased the perception of distributive justice and decreased affective commitment to the credit union studied, given that it did not have a significant effect on job performance.
Originality/value – Based on the literature, the relationship between the dimensions of organizational justice and home office work performance was examined. The findings encourage actions to promote perceptions of justice and increase the level of affective commitment in the credit union studied.
Keywords: organizational justice, affective commitment, job performance, working from home.
References
Adams, J. S. (1965). Inequity in social exchange. In L. Berkowits (Ed.), Advances in experimental social psychology (Vol. 2, pp. 267-299). Academic Press. https://doi.org/10.1016/S0065-2601(08)60108-2.
Albro, M., & McElfresh, J. M. (2021). Job engagement and employee-organization relationship among academic librarians in a modified work environment. Journal of Academic Librarianship, 47(5), 102413. http://dx.doi.org/10.1016/j.acalib.2021.102413.
Assmar, E. M. L., Ferreira, M. C., & Souto, S. D. O. (2005). Justiça organizacional: Uma revisão crítica da literatura. Psicologia: Reflexão e Crítica, 18(3), 443-453. http://dx.doi.org/10.1590/S0102-79722005000300019.
Beuren, I. M., Santos, V., Marques, L., & Resendes, M. (2017). Relação entre percepção de justiça organizacional e satisfação no trabalho. Revista de Educação e Pesquisa em Contabilidade, 11, 69-86. http://dx.doi.org/10.17524/repec.v11i0.1721.
Bezerra, A. B., Bizarria, F. P. A., & Tassigny, M. M. (2013). Comprometimento organizacional de funcionários de uma agência bancária. RAUnP, 6(1), 37-50. http://dx.doi.org/10.21714/raunp.v6i1.496.
Casimir, G., Ng, Y. N. K., Wang, K. Y., & Ooi, G. (2014). The relationships amongst leader-member exchange, perceived organizational support, affective commitment, and in-role performance: A social-exchange perspective. Leadership and Organization Development Journal, 35(5), 366-385. http://dx.doi.org/10.1108/LODJ-04-2012-0054.
Cohen-Charash, Y., & Spector, P. E. (2001). The role of justice in organizations: A meta-analysis. Organizational Behavior and Human Decision Processes, 86(2), 278-321. http://dx.doi.org/10.1006/obhd.2001.2958.
Diehl, M. R., Richter, A., & Sarnecki, A. (2018). Variations in employee performance in response to organizational justice: The sensitizing effect of socioeconomic conditions. Journal of Management, 44(6), 2375-2404. http://dx.doi.org/10.1177/0149206316671581.
Dinç, E. (2015). Perceived organizational support as a mediator of the relationship between effort-reward fairness, affective commitment, and intention to leave. International Business Research, 8(4), 259-269. http://dx.doi.org/10.5539/ibr.v8n4p259.
Diposentono, L., Zainal, V. R., & Hakim, A. (2023). Organizational justice, work discipline, and employee performance: A literature review. International Journal of Advanced Multidisciplinary, 1(4), 327-334. http://dx.doi.org/10.38035/ijam.v1i4.145.
Faul, F., Erdfelder, E., Buchner, A., & Lang, A. G. (2009). Statistical power analyses using G* Power 3.1: Tests for correlation and regression analyses. Behavior Research Methods, 41(4), 1149-1160. http://dx.doi.org/10.3758/BRM.41.4.1149. PMid:19897823.
Fiaz, M., Rasool, W., Ikram, A., & Rehman, N. (2021). Organizational justice and employees’ performance: A study of an emerging economy. Human Systems Management, 40(3), 395-406. http://dx.doi.org/10.3233/HSM-190728.
Frare, A. B., & Beuren, I. M. (2020). Effects of information on job insecurity and work engagement in times of pandemic. Revista de Administração de Empresas, 60(6), 400-412. http://dx.doi.org/10.1590/s0034-759020200604.
Ha, J. P., & Ha, J. (2015). Organizational justice–affective commitment relationship in a team sport setting: The moderating effect of group cohesion. Journal of Management & Organization, 21(1), 107-124. http://dx.doi.org/10.1017/jmo.2014.67.
Hair, J. F., Hult, G. T. M., Ringle, C. M., & Sarstedt, M. (2017). A primer on partial least squares structural equation modeling (PLS-SEM). Sage.
Hartmann, N. N., & Lussier, B. (2020). Managing the sales force through the unexpected exogenous COVID-19 crisis. Industrial Marketing Management, 88, 101-111. http://dx.doi.org/10.1016/j.indmarman.2020.05.005.
He, W., Fehr, R., Yam, K. C., Long, L. R., & Hao, P.
(2017). Interactional justice, leader–member exchange, and employee performance: Examining the moderating role of justice differentiation. Journal of Organizational Behavior, 38(4), 537-557. http://dx.doi.org/10.1002/job.2133.
Hill, E. J., Ferris, M., & Märtinson, V. (2003). Does it matter where you work? A comparison of how three work venues (traditional office, virtual office, and home office) influence aspects of work and personal/family life. Journal of Vocational Behavior, 63(2), 220-241. http://dx.doi.org/10.1016/S0001-8791(03)00042-3.
Issifou, M., & Beuren, I. M. (2021). Influência da identidade étnica na percepção de justiça organizacional mediada pelo sistema de recompensas. Revista de Gestão Social e Ambiental, 14(2), 3-19. http://dx.doi.org/10.24857/rgsa.v14i2.2162.
Lemons, M. A., & Jones, C. A. (2001). Procedural justice in promotion decisions: Using perceptions of fairness to build employee commitment. Journal of Managerial Psychology, 16(4), 268-281. http://dx.doi.org/10.1108/02683940110391517.
Malla, S. S., & Malla, S. (2023). Does the perception of organizational justice determine employees’ affective commitment? The mediating role of organizational trust. Benchmarking, 30(2), 603-627. http://dx.doi.org/10.1108/BIJ-07-2021-0408.
McKibbin, W., & Fernando, R. (2021). The global macroeconomic impacts of COVID-19: Seven scenarios. Asian Economic Papers, 20(2), 1-30. http://dx.doi.org/10.1162/asep_a_00796.
Meyer, J. P., & Allen, N. J. (1991). A three-component conceptualization of organizational commitment. Human Resource Management Review, 1(1), 61-89. http://dx.doi.org/10.1016/1053-4822(91)90011-Z.
Mylona, E., & Mihail, D. (2019). Enhancing employees’ work performance through organizational justice in the context of financial crisis. A study of the Greek public sector. International Journal of Public Administration, 42(6), 509-519. http://dx.doi.org/10.1080/01900692.2018.1491592.
Narayanamurthy, G., & Tortorella, G. (2021). Impact of COVID-19 outbreak on employee performance–moderating role of industry 4.0 base technologies. International Journal of Production Economics, 234, 108075. http://dx.doi.org/10.1016/j.ijpe.2021.108075. PMid:36569040.
Niehoff, B. P., & Moorman, R. H. (1993). Justice as a mediator of the relationship between methods of monitoring and organizational citizenship behavior. Academy of Management Journal, 36(3), 527-556. http://dx.doi.org/10.2307/256591.Pakpahan, M., Eliyana, A., Hamidah, A. D. B., &
Bayuwati, T. R. (2020). The role of organizational justice dimensions: Enhancing work engagement and employee performance. Systematic Reviews in Pharmacy, 11(9), 323-332. http://dx.doi.org/10.31838/SRP.2020.9.49.
Prodanova, J., & Kocarev, L. (2021). Is job performance conditioned by work-from-home demands and resources? Technology in Society, 66, 101672. http://dx.doi.org/10.1016/j.techsoc.2021.101672. PMid:34840365.
Rahim, M. A., Magner, N. R., & Shapiro, D. L. (2000). Do justice perceptions influence styles of handling conflict with supervisors?: What justice perceptions, precisely? International Journal of Conflict Management, 11(1), 9-31. http://dx.doi.org/10.1108/eb022833.
Rhoades, L., Eisenberger, R., & Armeli, S. (2001). Affective commitment to the organization: The contribution of perceived organizational support. The Journal of Applied Psychology, 86(5), 825-836. http://dx.doi.org/10.1037/0021-9010.86.5.825. PMid:11596800.
Santos, V., Beuren, I. M., & Marques, L. (2021). Fair design and use of the budgetary process and managerial performance. Revista Contabilidade & Finanças, 32(85), 29-45. http://dx.doi.org/10.1590/1808-057x202010750.
Silva, M. S., Mendes, A. C. A., Beuren, I. M., Lunkes, R. J., & Kruger, S. D. (2022). Assessing the moderating and mediating role of affective commitment and procedural fairness in the relationship between rewards and job performance. Revista de Educação e Pesquisa em Contabilidade, 16(2), 103-123. http://dx.doi.org/10.17524/repec.v16i2.3079.
Swalhi, A., Zgoulli, S., & Hofaidhllaoui, M. (2017). The influence of organizational justice on job performance: The mediating effect of affective commitment. Journal of Management Development, 36(4), 542-559. http://dx.doi.org/10.1108/JMD-11-2015-0162.
Tetteh, S. D., Osafo, J., Ansah-Nyarko, M., & AmponsahTawiah, K. (2019). Interpersonal fairness, willingness-tostay and organisation-based self-esteem: The mediating role of affective commitment. Frontiers in Psychology, 10, 1315. http://dx.doi.org/10.3389/fpsyg.2019.01315. PMid:31244721.
Tsui, A. S., Pearce, J. L., Porter, L. W., & Tripoli, A. M. (1997). Alternative approaches to the employeeorganization relationship: Does investment in employees pay off? Academy of Management Journal, 40(5), 1089- 1121. http://dx.doi.org/10.2307/256928.
Tyler, T. R., & Lind, E. A. (1992). A relational model of authority in groups. Advances in Experimental Social Psychology, 25, 115-191. http://dx.doi.org/10.1016/S0065-2601(08)60283-X.
Van Scotter, J. R. (2000). Relationships of task performance and contextual performance with turnover, job satisfaction, and affective commitment. Human Resource Management Review, 10(1), 79-95. http://dx.doi.org/10.1016/S1053-4822(99)00040-6.
Wang, X., Liao, J., Xia, D., & Chang, T. (2010). The impact of organizational justice on work performance: Mediating effects of organizational commitment and leader‐member exchange. International Journal of Manpower, 31(6), 660-677. http://dx.doi.org/10.1108/01437721011073364.
Wolor, C. W., Supriyati, Y., & Purwana, D. (2019). Effect or organizational justice, conflict management compensation, work stress, work motivation on employee performance sales people. Humanities & Social Sciences Reviews, 7(4), 1277-1284. http://dx.doi.org/10.18510/hssr.2019.74176.
If a paper is approved for publication, its copyright has to be transferred by the author(s) to the Review of Business Management – RBGN.
Accordingly, authors are REQUIRED to send RBGN a duly completed and signed Copyright Transfer Form. Please refer to the following template: [Copyright Transfer]
The conditions set out by the Copyright Transfer Form state that the Review of Business Management – RBGN owns, free of charge and permanently, the copyright of the papers it publishes. Although the authors are required to sign the Copyright Transfer Form, RBGN allows authors to hold and use their own copyright without restrictions.
The texts published by RBGN are the sole responsibility of their authors.
The review has adopted the CC-BY Creative Commons Attribution 4.0 allowing redistribution and reuse of papers on condition that the authorship is properly credited.