ORGANIZATIONAL JUSTICE AND EMPLOYEE CONTEXTUAL PERFORMANCE: THE MODERATING EFFECT OF ORGANIZATIONAL RESPECT

Abdul Saboor, Muqqadas Rehman, Sumaira Rehman

Abstract


The study investigates the moderating effect of
organizational respect on the association between organization
justice perceptions and contextual performance. Researchers have
hypothesized that organizational respect moderates the association
between organizational justice (distributive, procedural,
interactional) and contextual performance. In a randomized sample
of 385 nurses, dispensers and doctors to whom the self-administrated
questionnaires were distributed, it was established that
organizational justice predicts contextual performance very well.
Multiple moderation regression (MMR) results also reveal that
organizational respect moderates the association between
organizational justice and contextual performance. The results from
the existing study, offer some valuable practical implications at
organizational level. Managers can boost up employees
performance by promoting organizational respect and focusing on
their fair interaction with subordinates and group members. Our
major limitation is that workers rate themselves about their
contextual performance. There is a tendency that in self-appraisal
workers rate themselves high. Inspite of the limitations are there,
yet this study is novel and unique as organizational respect was
tested for its moderating effect in the health sector of Pakistan.


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