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Effects of Inter-organizational Justice on Dimensions of Organizational Citizenship Behaviours: A Study on Kuwait Ministries’ Employees

Author

Listed:
  • Mohammad Zayed
  • Junaimah Jauhar
  • Zurina Mohaidin
  • Mohsen Ali Murshid

Abstract

The aim of this article is to model the relationships between three different dimensions of inter-organizational justice (procedural, interactional and distributive) and their influence on five dimensions of organizational citizenship behaviour (OCB) (altruism, sportsmanship, conscientiousness, courtesy and civic virtue) in public sector organizations. The partial least square (PLS) path method was used to explore the nature of the relationships. The survey was self-administered to 573 employees working in nine different government ministries in Kuwait, with a response rate of 373. The results indicate that employees’ perceptions of interactional justice positively influence their perceptions of procedural justice, distributive justice, altruism, civic virtue, conscientiousness, courtesy and sportsmanship. In addition, the results showed the perceived interactional justice of employees has an indirect effect on all dimensions of OCBs through their distributive justice perceptions. The results also revealed that interactional justice has only an indirect effect on altruism, sportsmanship, and courtesy through procedural fairness. Directors of public organizations should pay particular attention to offering a higher level of interactive justice that can strongly improve employee perception of distributive and procedural justice. This, in turn, may show high degrees of civic virtue, sportsmanship, altruism, courtesy, and conscience behavior among employees.

Suggested Citation

  • Mohammad Zayed & Junaimah Jauhar & Zurina Mohaidin & Mohsen Ali Murshid, 2020. "Effects of Inter-organizational Justice on Dimensions of Organizational Citizenship Behaviours: A Study on Kuwait Ministries’ Employees," Management and Labour Studies, XLRI Jamshedpur, School of Business Management & Human Resources, vol. 45(4), pages 444-470, November.
    • Handle: RePEc:sae:manlab:v:45:y:2020:i:4:p:444-470
    DOI: 10.1177/0258042X20939026
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    References listed on IDEAS

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