Organizational Justice as Predictor of Activity of the Position, Achieving Result, and Developing further Potential

Geeta Rana, Renu Rastogi and Pooja Garg

Jindal Journal of Business Research, 2013, vol. 2, issue 2, 104-115

Abstract: The management discourse has increasingly focused on the performance of the organizations to meet the challenges of global competition. The performance can be enhanced when organizations tend to restructure the process and policies through increased managerial effectiveness. The relationship between organizational justice and managerial effectiveness in terms of activities of the position, achieving the results, and developing further potential has received very little attention in the literature. An initiative has been taken to study organizational justice as predictor of managerial effectiveness, with a viewpoint to sustain efficient managers and performance as the upcoming generation of managers have a desire for greater justice for greater meaning and personal development from their work, and would prefer to call their work enjoyable and socially useful, along with the fulfillment of personal and professional aspirations with increased effectiveness. This is a survey-based empirical study of 300 managers based in India. A stepwise multiple regression analysis was conducted to find out the results. The results reveal that the distribution of rewards, organizational policies and procedures, and interpersonal treatment determine the positive behavior patterns, along with emotional and cognitive balances, for perceiving the job as a calling and enjoying it.

Keywords: Managerial effectiveness; justice; activity of the position; achieving results (search for similar items in EconPapers)
Date: 2013
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Persistent link: https://EconPapers.repec.org/RePEc:sae:jjlobr:v:2:y:2013:i:2:p:104-115

DOI: 10.1177/2278682114522362

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