Does fair treatment in the workplace matter? An assessment of organizational fairness and employee outcome in government
By: Hassan, Shahidul.
Material type:
ArticlePublisher: 2013Description: 539-557.Subject(s): Human resources development
In:
American Review of Public AdministrationSummary: The purpose of the current study was to investigate how perceptions of organizational fairness may facilitate positive outcomes and prevent negative consequences ingovernment organizations. In that effort, this study examined relationship between perceived organizational fairness and organizational identification, job involvement and turnover intention with data collected through an organizational survey from 764 professional employees working in 65 geographically distributed offices in an agency in state government. The findings indicated that perceptions of procedural and distributive fairness have positive effects on professional employees' job involvement and negative influences on their turnover intention,though these effects are mediated by their organizational identification. Implications of these findings for public management theory and practice are discussed. - Reproduced.
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Articles
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Indian Institute of Public Administration | Volume no: 43, Issue no: 5 | Available | AR101395 |
The purpose of the current study was to investigate how perceptions of organizational fairness may facilitate positive outcomes and prevent negative consequences ingovernment organizations. In that effort, this study examined relationship between perceived organizational fairness and organizational identification, job involvement and turnover intention with data collected through an organizational survey from 764 professional employees working in 65 geographically distributed offices in an agency in state government. The findings indicated that perceptions of procedural and distributive fairness have positive effects on professional employees' job involvement and negative influences on their turnover intention,though these effects are mediated by their organizational identification. Implications of these findings for public management theory and practice are discussed. - Reproduced.
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