Please enter verification code
Effect of Organizational Justice on Affective Organizational Commitment: Mediating Role of Perceived Organizational Support
Psychology and Behavioral Sciences
Volume 9, Issue 5, October 2020, Pages: 61-67
Received: Sep. 22, 2020; Published: Sep. 28, 2020
Views 218      Downloads 137
Li Song, School of Economics and Management, Anhui University of Science and Technology, Huainan, China
Li Yang, School of Economics and Management, Anhui University of Science and Technology, Huainan, China
Article Tools
Follow on us
Background: Employees’ affective commitment is helpful to get high performence and build competitiv advantage for a company. How to enhance employees' affective commitment is a hot topic in the field of management. In this study, we explore the relationship between affective commitment, perceived organizational support and job involvement. Methods: We surveyed 217 employees from local companies. We used analysis of Pearson correlation and regression models to explore associations between affective commitment, perceived organizational support and job involvement. Results: We found organiztional justice has a significant positive effect both on emplyees’ perceived organizational support and affective commitment, especially procedural justice is the most important variant effecting employees’ perceived organizational support, and leadership justice is the most significant variant influencing affective commitment, perceived organizational support plays a partial mediating role between organizational justice and job involvement. Conclusions: Findings suggest that individual perception of the organizational support plays a role in understanding when and why employees pay high attention to their work and invest more effort to achieve organizational goals. It is critical to cultivate employees’ affective commitment to their organization by method of creating a fair and supportive internal culture, which focus on procedural justice and consistently supportive organizational policies.
Organizational Justice, Perceived Organizational Support, Affective Commitment
To cite this article
Li Song, Li Yang, Effect of Organizational Justice on Affective Organizational Commitment: Mediating Role of Perceived Organizational Support, Psychology and Behavioral Sciences. Vol. 9, No. 5, 2020, pp. 61-67. doi: 10.11648/j.pbs.20200905.11
Arsalan Mujahid Ghouri, Pervaiz Akhtar, Muhamma Shahbaz, Haseeb Shabbir. “Affective organizational commitment in global strategic partnerships: The role of individual-level microfoundations and social change.” Technological Forecasting & Social Change, 2019, vol. 146, pp. 320–330.
Marie-Claude Gaudet, Michel Tremblay. “Initiating structure leadership and employee behaviors: The role of perceived organizational support, affective commitment and leaderemember exchange,” European Management Journal, 2017, vol. 35, pp. 663-675.
Tayyaba Akram, Shen Lei, Muhammad Jamal Haider, Syed Talib Hussain. “The impact of organizational justice on employee innovative work behavior: Mediating role of knowledge sharing,” Journal of Innovation & Knowledge, 2020, vol. 5, pp. 117–129.
Nianlong Luo, Xunhua Guo, Benjiang Lu, Guoqing Chen. “Can non-work-related social media use benefit the company? A study on corporate blogging and affective organizational commitment,” Computers in Human Behavior, 2018, vol. 81 pp. 84-92.
Simone Donati, Salvatore Zappala, Vicente Gonzalez-Rom. “The double-edge sword effect of interorganizational trust on involvement in interorganizational networks: The mediator role of affective commitment,” European Management Journal, 2020, vol. 38, pp. 613-622.
Kuruüzüm, A., Cetin, E. I., & Irmak, S., “Path analysis of organizational commitment, job involvement and job satisfaction in the Turkish hospitality industry,” Tourism Review, 2009. vol. 64 pp. 4-16.
Zhengzheng Lin, Zhongyun Zhou, Yulin Fang, Doug Vogel, iang Liang, “Understanding affective commitment in social virtual worlds: The role ofcultural tightness,” Information & Management, 2018, vol. 55, pp. 984–1004.
Ji Wen, Songshan (Sam) Huang, Pingping Hou. “Emotional intelligence, emotional labor, perceived organizational support, and job satisfaction: A moderated mediation model,” International Journal of Hospitality Management, 2019. vol. 81 pp. 120–130.
Emmanuel Twumasi Ampofo, “Mediation effects of job satisfaction and work engagement on the relationship between organisational embeddedness and affective commitment among frontline employees of star–rated hotels in Accra,” Journal of Hospitality and Tourism Management, 2020. vol. 44 pp. 253–262.
Nabatchi, T., Bingham, L., & Good, D. H., “Organizational justice and workplace mediation: A six factor model,” International Journal of Conflict Management, (2007) 18 (2), 148–174.
Yu Cui, Hao Jiao, “Organizational justice and management trustworthiness during or ganizational Change: Interactions of Benevolence, Integrity, and managerial approaches,” Information Processing and Management, 2019, vol. 56, pp. 1526–1542.
Meriem Bouazzaoui, Hung-Jui Wu, Jens K. Roehrich, Brian Squire, Anthony S. Roath., “Justice in inter-organizational relationships: A literature review and future research agenda,” Industrial Marketing Management, 2020. vol. 87, pp. 128–137.
Bies, R., & Moag, J., “Interactional justice: Communication criteria of fairness,” In R. (1986).
Greenberg, J., “Stealing in the name of justice: Informational and interpersonal moderators of theft reactions to underpayment inequity,” Organizational Behavior and Human Decision Processes, (1993) 54, 81–103.
Colquitt, J., Scott, B., Rodell, J., Long, D., Zapata, C., Conlon, D., et al., “Justice at a millennium, a decade later: A meta-analytic test of social exchange and affect-based perspectives,” Journal of Applied Psychology, (2013) 98 (2), 199–236.
Chong-ming Wang., Management psychology. Beijing: People's education Press. (2001).
Pascal Paille, Jorge H., Meija-Morelos. “Organisational support is not always enough to encourage employee environmental performance: The moderating role of exchange ideology,” Journal of Cleaner Production, 2019, vol. 220, pp. 1061-1070.
Wen-quan Lin, Hai-jun Yang, Li-luo Fang., “Employee 's organizational support,” Journal of Psychology, 2006, vol. 2, pp. 281-287.
Rubenstein, A. L., Allen, D. G., & Bosco, F. A., “What’s past (and present) is prologue: Interactions between justice levels and trajectories predicting behavioral reciprocity,” Journal of Management, 2019, vol. 45, pp. 1569–1594.
Fortin, M., Cojuharenco, I., Patient, D., & German, H.,“It is time for justice: How time changes what we know about justice judgments and justice effects,” Journal of Organizational Behavior, 2016. vol. 37, pp. S30–S56.
Su Jin Kim, Eun Kyoung Chung, “The effect of organizational justice as perceived by occupational drivers on traffic accidents: Mediating effects of job satisfaction,” Journal of Safety Research, 2019. vol. 68, pp. 27–32.
Soundararajan, V., & Brammer, S., “Developing country sub-supplier responses tosocial sustainability requirements of intermediaries: Exploring the influence off raming on fairness perceptions and reciprocity,” Journal of Operations Management, 2018, vol 58, pp. 42–58.
Science Publishing Group
1 Rockefeller Plaza,
10th and 11th Floors,
New York, NY 10020
Tel: (001)347-983-5186