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The impact of organizational justice on work performance: Mediating effects of organizational commitment and leader-member exchange

Author

Listed:
  • Xinyan Wang
  • Jianqiao Liao
  • Degen Xia
  • Tao Chang

Abstract

Purpose - The purpose of this paper is to develop and test a model that identifies the impact of organizational justice on work performance. The model examined the mediating role played by organizational commitment and leader-member exchange (LMX) in linking organizational justice and work performance. Design/methodology/approach - The data were collected from 793 completed questionnaires sampling employees from industries across the People's Republic of China. The questionnaire included scales to measure organizational justice, organizational commitment, LMX, and work performance. The measurement of constructs and the hypothesized relationships among variables were assessed by the use of structural equation modeling. The Baron and Kenny approach was used to test the mediating effects. Findings - First, the relationship of organizational justice to work performance was mostly indirect, mediated by organizational commitment and LMX. Second, among the three kinds of organizational justice, interactional justice was the best predictor of performance. Lastly, organizational commitment accounted for more of the variance than LMX did in the mediating mechanism. Research limitations/implications - The model developed in this article provides important insights in the study of the relationship between organizational justice and work performance. Future research needs to examine the model using a cross-national sample. Originality/value - The link between organizational justice and work performance was mostly mediated by organizational commitment and LMX.

Suggested Citation

  • Xinyan Wang & Jianqiao Liao & Degen Xia & Tao Chang, 2010. "The impact of organizational justice on work performance: Mediating effects of organizational commitment and leader-member exchange," International Journal of Manpower, Emerald Group Publishing, vol. 31(6), pages 660-677, September.
  • Handle: RePEc:eme:ijmpps:v:31:y:2010:i:6:p:660-677
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    References listed on IDEAS

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    1. Rupp, Deborah E. & Cropanzano, Russell, 2002. "The mediating effects of social exchange relationships in predicting workplace outcomes from multifoci organizational justice," Organizational Behavior and Human Decision Processes, Elsevier, vol. 89(1), pages 925-946, September.
    2. Aryee, Samuel & Chen, Zhen Xiong & Budhwar, Pawan S., 2004. "Exchange fairness and employee performance: An examination of the relationship between organizational politics and procedural justice," Organizational Behavior and Human Decision Processes, Elsevier, vol. 94(1), pages 1-14, May.
    3. Cohen-Charash, Yochi & Spector, Paul E., 2001. "The Role of Justice in Organizations: A Meta-Analysis," Organizational Behavior and Human Decision Processes, Elsevier, vol. 86(2), pages 278-321, November.
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    1. repec:rss:jnljms:v3i10p3 is not listed on IDEAS
    2. repec:tkp:ijsrsy:v:2:y:2012:i:1:p:41-55 is not listed on IDEAS
    3. Agnieszka Wojtczuk-Turek & Dariusz Turek, 2013. "Innovativeness in Organizations: The Role of LMX and Organizational Justice; The Case of Poland," International Journal of Synergy and Research, ToKnowPress, vol. 2(1), pages 41-55.

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