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THE EFFECT OF ORGANIZATIONAL JUSTICE ON ORGANIZATIONAL IDENTIFICATION IN THE COVID-19 PROCESS: THE MEDIATING ROLE OF LEADER-MEMBER EXCHANGE

Year 2022, Volume: 31 Issue: 2, 395 - 409, 29.10.2022
https://doi.org/10.35379/cusosbil.1062117

Abstract

In order for organizations to continue their existence by reaching their strategic goals and objectives, employees' perceptions of the existence of justice within the organization need to be strengthened. With a high level of organizational justice perception, the emotional and cognitive bond that employees establish with their organizations will contribute to their integration with the organization. The integration of the employee with the organization in every situation and condition and the effort to contribute to the achievement of the goals of the organization is shaped by the quality of the leader-member interaction. In this context, the aim of this research is to determine the role of leader-member exchange (LMX) in the relationship between positive organsational justice (OJ) (distributive (DJ), procedural (PJ) and interactional (PI) and IJ) OI and organizational identification (IO) perceived by bank employees working in the Turkish banking sector during the global covid-19 process. The data used in the research were collected from 324 participants working in the Turkish banking sector. In order to test the research model and hypotheses, the hierarchical regression analysis was used. In this kind of adversity, the correlations among OJ (procedural, distributive and interactional), OI and LMX, which play an important role for organizations to achieve their goals and objectives, are discussed specifically in the banking sector.

References

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COVID-19 SÜRECİNDE ÖRGÜTSEL ADALETİN ÖRGÜTSEL ÖZDEŞLEŞME ÜZERİNE ETKİSİ: LİDER-ÜYE ETKİLEŞİMİNİN ARACILIK ROLÜ

Year 2022, Volume: 31 Issue: 2, 395 - 409, 29.10.2022
https://doi.org/10.35379/cusosbil.1062117

Abstract

Örgütlerin stratejik amaç ve hedeflerine ulaşarak varlıklarını devam ettirebilmeleri için çalışanların örgüt içinde adaletin varlığına ilişkin algılarının güçlendirilmesi gerekmektedir. Yüksek düzeydeki örgütsel adalet algısı ile çalışanların örgütleri ile kurdukları duygusal ve bilişsel bağ onların örgütle bütünleşmelerine katkı sağlayacaktır. Çalışanın her durum ve koşulda örgütü ile bütünleşmesi ve örgütün amaçlarına ulaşmasına katkı sağlamak için çabalaması ise lider-üye etkileşiminin kalitesi ile şekillenmektedir. Bu bağlamda bu araştırmanın amacı küresel Covid-19 sürecinde Türk bankacılık sektöründe görev yapan banka çalışanlarının algıladıkları pozitif örgütsel adaletin (prosedür, dağıtım, etkileşim) örgütsel özdeşleşme düzeyleri üzerine etkisinde lider-üye etkileşiminin nasıl bir rol üstlendiğini belirlemektir. Araştırmada kullanılan veriler Türkiye bankacılık sektöründe çalışan 324 katılımcıdan toplanmıştır. Araştırmada hiyerarşik regresyon analizi kullanılarak hipotezler test edilmiştir. Bu süreçte, örgütlerin amaç ve hedeflerine ulaşmasında önemli rol oynayan örgütsel adalet (dağıtım, prosedür ve etkileşim), örgütsel özdeşleşme ve LÜE arasındaki ilişkilerin bankacılık sektörü özelinde tartışılmaktadır.

References

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  • Akram, T., Lei, S., Haider, M. J. & Hussain, S. T. (2020). The impact of organizational justice on employee innovative work behavior: Mediating role of knowledge sharing. Journal of Innovation and Knowledge, 5 (2), 117-129.
  • Atitumpong, A. & Badir, Y. F. (2018), "Leader-member exchange, learning orientation and in(vative work behavior. Journal of Workplace Learning, 30 (1), 32-47. https://doi.org/10.1108/JWL-01-2017-0005
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  • Cheung, M. F. Y. & Law M. C. C. (2008). Relationships of organizational justice and organizational identification: The mediating effects of perceived organizational support in Hong Kong. Asia Pasific Business Review, 14 (2), 213-231. https://doi.org/10.1080/13602380701430879
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  • Eryilmaz, I., Dirik, D. & Gulova, A. A. (2017). Leader-member exchange as a determinant of job satisfaction and the moderating role of political skill. International Journal of Economics and Administrative Studies, 16. UİK Special issue), 167-182.
  • Fallatah, F., Laschinger, H. K. & Read, E. A. (2017). The effects of authentic leadership, organizational identification, and occupational coping self-efficacy on new graduate nurses' job turnover intentions in Canada. Nursing Outlook, 65 (2), 172-183. https://doi.org/10.1016/j.outlook.2016.11.020
  • Folger, R., & Konovsky, M. A. (1989). Effects of procedural and distributive justice on reactions to pay raise decisions. Academy of Management journal, 32 (1), 115-130.
  • Goksel, A. & Ekmekcioglu, E. B. (2017). THE mediating role of job involvement in the relationship between leader-member exchange and organizational identification. Journal of Gazi University Faculty of Economics and Administrative Sciences, 18 (3), 721-747.
  • Graen, G. & Uhl-Bien, M. (1995). Relationship-based approach to leadership: Development of LMX theory of leadership over 25 years: Applying a multi-level multi domain perspective. Leadership Quarterly, 6 (2), 219- 247.
  • Greenberg, J. (1987). A taxonomy of organizational justice theories. The Academy of Management Review, 12 (1), 9-22.
  • Gurbuz, S. (2007). Managers' organizational citizenship behaviors and their relationship with job satisfaction and perceived organizational justice. PhD Thesis, Istanbul University Institute of Social Sciences, Istanbul.
  • Gurpinar, G. & Yahyagil, M. Y. (2007). The relationship between organizational justice, leader-member exchange, and organizational commitment. National Management and Organization Congress, 15, 25-27.
  • Hakonen, M. & Lipponen, J. (2008). Procedural justice and identification with virtual teams: The moderating role of face-to-face meetings and geographical dispersion”. Social Justice Research, 21 (2), 164-178.
  • Hubbell, A.P. & Chory‐Assad, R.M. (2005). Motivating factors: Perceptions of justice and their relationship with managerial and organizational trust. Communication Studies,56 (1), 47-70.
  • İcerli, L. (2010). Organizational justice: A theorical approach. Journal of Entrepreneurship and Development,5 (1), 67-88.
  • Iscan, Ö. F. & Naktiyok, A. (2004),”Habits and perceptions of justice as employees' use of their environment. Ankara University Journal of SBF,59 (1 ), 182-201.
  • Kanbur, A. & Kanbur, E. (2015). The effect of leader-member ınteraction on organizational cynicism: The mediating role of perceived ınternality status. Journal of World of Turks, 7 (2), 193-216.
  • Kandemir, S. (2021). SupTech and Artificial Intelligence in Supervision of Banking and Finance. Çağ University Journal of Social Sciences, 18 (1), 59-81.
  • Karaeminogulları, A. (2006). The relationship between perceptions of organizational justice and unproductive behaviors of faculty members and a research. Unpublished Master's Thesis, Istanbul University, Institute of Social Sciences, Istanbul.
  • Katrinli, A., Atabay, G., Gunay, G. & Cangarlı, B.G. (2010). Perception of organizational politics and LMX: Linkages in distributive justice and job satisfaction. African Journal of Business Management, 4 (.14), 3110-3121.
  • Keskes, I., Sallan, J.M., Simo, P. & Fernandez, V. (2018). Transformational leadership and organizational commitment: Mediating role of leader-member exchange. Journal of Management Development, 37 (3), 271-284. https://doi.org/10.1108/JMD-04-2017-0132
  • Kocak, D. (2019). Analysis of the relationship between organizational justice and organizational identification. International Journal of Society Researches, 11 (18), 1001-1024. DOI: 10.26466/opus.556322
  • Liden, R. C. & Maslyn, J. M. (1998). Multidimensionality of leader-member exchange: An empirical assessment through scale development. Journal of Management, 24 (1), 43-72.
  • Liden, R. C. & Maslyn, J. M. (1998). Multidimensionality of leader-member exchange: An empirical assessment through scale development. Journal of Management, 24 (1), 43-72.
  • Loi, R., Chan, K.W. & Lam, L.W. (2014). Leader–member exchange, organizational identification, and job satisfaction: A social identity perspective. Journal of Occupational and Organizational Psychology, 87 (1), 42-61. https://doi.org/10.1111/joop.12028
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  • Mael, F. A. & Ashforth, B. E. (1995). Loyal from day one: Biodata, organizational identification, and turnover among newcomers. Personnel Psychology, 48 (2), 309-333.
  • Masterson, S. S., Lewis, K., Goldman, B. M., & Taylor, M. S. (2000). Integrating justice and social exchange: The differing effects of fair procedures and treatment on work relationships. Academy of Management Journal, 43 (4), 738-748.
  • Ozcelik, Z. (2021). Performance evaluation in the process of working from home due to COVID-19: An example of a public institution call center. Journal of Erciyes University Faculty of Economics and Administrative Sciences, (58), 221-241.
  • Ozmen, N. T., Arbak, Y. & Ozer, P. S. (2007). A study on the investigation of the effect of the value of justice on perceptions of justice. Ege Academic Perception, 7 (1), 17-33.
  • Polat, M. (2009). A field study on the predecessors and successors of organizational identification. Unpublished PhD Thesis, Uludag University Institute of Social Sciences, Bursa.
  • Rahman, A., Shahzad, N., Mustafa, K., Khan, M. F., ve Qurashi, F. (2016). Effects of organizational justice on organizational commitment. International Journal of Economics and Financial Issues, 6(3S), 188- 196.
  • Ramamoorthy N and Flood PC. (2004), Gender and employee attitudes: The role of organizational justice perceptions. British Journal of Management, 5, 247-258.
  • Sahbudak, M. (2016). The effects of organizational justice and organizational trust perceptions on organizational citizenship behavior: The example of Turkish sports organization. Doctoral Thesis, Institute of Health Sciences, Adana.
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Details

Primary Language English
Journal Section Articles
Authors

Ferda Üstün 0000-0002-7397-8048

Publication Date October 29, 2022
Submission Date January 24, 2022
Published in Issue Year 2022 Volume: 31 Issue: 2

Cite

APA Üstün, F. (2022). THE EFFECT OF ORGANIZATIONAL JUSTICE ON ORGANIZATIONAL IDENTIFICATION IN THE COVID-19 PROCESS: THE MEDIATING ROLE OF LEADER-MEMBER EXCHANGE. Çukurova Üniversitesi Sosyal Bilimler Enstitüsü Dergisi, 31(2), 395-409. https://doi.org/10.35379/cusosbil.1062117