International Journal of

ADVANCED AND APPLIED SCIENCES

EISSN: 2313-3724, Print ISSN: 2313-626X

Frequency: 12
line decor
  
line decor

 Volume 11, Issue 4 (April 2024), Pages: 35-44

----------------------------------------------

 Original Research Paper

The effect of interactional justice on organizational citizenship behavior in Vietnam: A mediating role of work engagement

 Author(s): 

 Ngoc Thi Bich Pham 1, *, Thanh Trung Le 2, Hanh Thi Hai Nguyen 1, Anh Thi Thuc Phan 2, Hai Nam Nguyen 3

 Affiliation(s):

 1Faculty of Human Resources Economics and Management, National Economic University, Hanoi, Vietnam
 2International School of Management and Economics, National Economic University, Hanoi, Vietnam
 3Public Policy Institute, Academy of Policy and Development, Hanoi, Vietnam

 Full text

  Full Text - PDF

 * Corresponding Author. 

  Corresponding author's ORCID profile: https://orcid.org/0000-0002-1819-745X

 Digital Object Identifier (DOI)

 https://doi.org/10.21833/ijaas.2024.04.005

 Abstract

This study aims to explore how fair and respectful treatment (interactional justice) influences employees' willingness to go above and beyond their job requirements (organizational citizenship behavior, or OCB) and whether being engaged and committed to their work (work engagement) plays a role in this process. We gathered data from 350 employees at companies in Vietnam. The results showed that when employees feel they are treated fairly and with respect, they are more likely to exhibit behaviors that benefit the organization beyond their normal job duties. Furthermore, the study found that being actively involved and committed to their work helps explain how fair treatment leads to these extra efforts. Managers can encourage such positive behaviors by ensuring employees feel respected and supported, acknowledging their individual needs, and creating a positive work environment. When employees perceive their treatment as fair, they feel more positive, dedicated, and responsible toward their work and the organization, leading them to engage in OCB. This research adds to existing knowledge by showing how work engagement helps explain the effect of fair treatment on OCB, offering insights for managers on how to enhance such behaviors among employees.

 © 2024 The Authors. Published by IASE.

 This is an open access article under the CC BY-NC-ND license (http://creativecommons.org/licenses/by-nc-nd/4.0/).

 Keywords

 Interactional justice, Organizational citizenship behavior, Work engagement, Fair treatment, Employee dedication

 Article history

 Received 17 September 2023, Received in revised form 1 February 2024, Accepted 21 March 2024

 Acknowledgment 

This research is funded by the National Economics University, Hanoi, Vietnam.

 Compliance with ethical standards

 Conflict of interest: The author(s) declared no potential conflicts of interest with respect to the research, authorship, and/or publication of this article.

 Citation:

 Pham NTB, Le TT, Nguyen HTH, Phan ATT, and Nguyen HN (2024). The effect of interactional justice on organizational citizenship behavior in Vietnam: A mediating role of work engagement. International Journal of Advanced and Applied Sciences, 11(4): 35-44

 Permanent Link to this page

 Figures

 Fig. 1

 Tables

 Table 1 Table 2 Table 3 Table 4 Table 5 Table 6 Table 7

----------------------------------------------   

 References (43)

  1. Ando N and Matsuda S (2010). How employees see their roles: The effect of interactional justice and gender. Journal of Service Science and Management, 3(02): 281-286. https://doi.org/10.4236/jssm.2010.32035   [Google Scholar]
  2. Ariani DW (2013). The relationship between employee engagement, organizational citizenship behavior, and counterproductive work behavior. International Journal of Business Administration, 4(2): 46-56. https://doi.org/10.5430/ijba.v4n2p46   [Google Scholar]
  3. Bahrami MA, Montazeralfaraj R, Gazar SH, and Tafti AD (2014). Relationship between organizational perceived justice and organizational citizenship behavior among an Iranian hospital’s employees, 2013. Electronic Physician, 6(2): 838-844.   [Google Scholar]
  4. Bakker AB, Schaufeli WB, Leiter MP, and Taris TW (2008). Work engagement: An emerging concept in occupational health psychology. Work and Stress, 22(3): 187-200. https://doi.org/10.1080/02678370802393649   [Google Scholar]
  5. Bies RJ and Moag JF (1986). Interactional justice: Communication criteria of fairness. In: Lewicki RJ, Sheppard BH, and Bazerman MH (Eds.), Research on negotiations in organizations: 43-55. JAI Press, Greenwich, UK.   [Google Scholar]
  6. Cheung MF (2013). The mediating role of perceived organizational support in the effects of interpersonal and informational justice on organizational citizenship behaviors. Leadership and Organization Development Journal, 34(6): 551-572. https://doi.org/10.1108/LODJ-11-2011-0114   [Google Scholar]
  7. Cook KS, Cheshire C, Rice ERW, and Nakagawa S (2013). Social exchange theory. In: DeLamater J and Ward A (Eds.), Handbook of social psychology. Handbooks of Sociology and Social Research. Springer, Dordrecht, Germany. https://doi.org/10.1007/978-94-007-6772-0_3   [Google Scholar]
  8. Cronbach LJ (1951). Coefficient alpha and the internal structure of tests. Psychometrika, 16(3): 297-334. https://doi.org/10.1007/BF02310555   [Google Scholar]
  9. Deepa SM (2020). The effects of organizational justice dimensions on facets of job engagement. International Journal of Organization Theory and Behavior, 23(4): 315-336. https://doi.org/10.1108/IJOTB-05-2019-0066   [Google Scholar]
  10. Erkutlu H (2011). The moderating role of organizational culture in the relationship between organizational justice and organizational citizenship behaviors. Leadership and Organization Development Journal, 32(6): 532-554. https://doi.org/10.1108/01437731111161058   [Google Scholar]
  11. Ertürk A (2007). Increasing organizational citizenship behaviors of Turkish academicians: Mediating role of trust in supervisor on the relationship between organizational justice and citizenship behaviors. Journal of Managerial Psychology, 22(3): 257-270. https://doi.org/10.1108/02683940710733089   [Google Scholar]
  12. Fan Q, Wider W, and Chan CK (2023). The brief introduction to organizational citizenship behaviors and counterproductive work behaviors: A literature review. Frontiers in Psychology, 14: 1181930. https://doi.org/10.3389/fpsyg.2023.1181930   [Google Scholar] PMid:37780163 PMCid:PMC10534071
  13. Farahbod F, Azadehdel M, Rezaei-Dizgah M, and Nezhadi-Jirdehi M (2012). Organizational citizenship behavior: The role of organizational justice and leader-member exchange. Interdisciplinary Journal of Contemporary Research in Business, 3(9): 893-903.   [Google Scholar]
  14. Fox J (2019). Regression diagnostics: An introduction. Second Edition, SAGE Publications, Thousand Oaks, USA.   [Google Scholar]
  15. Graham JW (1991). An essay on organizational citizenship behavior. Employee Responsibilities and Rights Journal, 4: 249-270. https://doi.org/10.1007/BF01385031   [Google Scholar]
  16. Greenberg J (1990). Organizational justice: Yesterday, today, and tomorrow. Journal of Management, 16(2): 399-432. https://doi.org/10.1177/014920639001600208   [Google Scholar]
  17. Hair JF (2009). Multivariate data analysis. Prentice Hall, Upper Saddle River, USA.   [Google Scholar]
  18. Jnaneswar K and Ranjit G (2021). Organizational justice and organizational citizenship behaviour: The mediating role of psychological ownership. Journal of Organizational Effectiveness: People and Performance, 9(1): 1-19. https://doi.org/10.1108/JOEPP-01-2021-0012   [Google Scholar]
  19. Khanam Z and Tarab S (2022). A moderated-mediation model of the relationship between responsible leadership, citizenship behavior and patient satisfaction. IIM Ranchi Journal of Management studies, 2(1): 114-134. https://doi.org/10.1108/IRJMS-07-2022-0076   [Google Scholar]
  20. Kuijpers E, Kooij DT, and van Woerkom M (2020). Align your job with yourself: The relationship between a job crafting intervention and work engagement, and the role of workload. Journal of Occupational Health Psychology, 25(1): 1-16. https://doi.org/10.1037/ocp0000175   [Google Scholar] PMid:31829662
  21. Kwon Choi B, Koo Moon H, Ko W, and Min Kim K (2014). A cross-sectional study of the relationships between organizational justices and OCB: Roles of organizational identification and psychological contracts. Leadership and Organization Development Journal, 35(6): 530-554. https://doi.org/10.1108/LODJ-08-2012-0103   [Google Scholar]
  22. Marshall TH (1964). Class, citizenship and social development. Anchor Books, New York, USA.   [Google Scholar]
  23. Mohammad J, Quoquab F, Makhbul ZM, and Ramayah T (2016). Bridging the gap between justice and citizenship behavior in Asian culture. Cross Cultural and Strategic Management, 23(4): 633-656. https://doi.org/10.1108/CCSM-08-2015-0097   [Google Scholar]
  24. Moorman RH (1991). Relationship between organizational justice and organizational citizenship behaviors: Do fairness perceptions influence employee citizenship? Journal of Applied Psychology, 76(6): 845-855. https://doi.org/10.1037//0021-9010.76.6.845   [Google Scholar]
  25. Niehoff BP and Moorman RH (1993). Justice as a mediator of the relationship between methods of monitoring and organizational citizenship behavior. Academy of Management Journal, 36(3): 527-556. https://doi.org/10.5465/256591   [Google Scholar]
  26. Organ DW (1988). Organizational citizenship behavior: The good soldier syndrome. Lexington Books, Lexington, USA.   [Google Scholar]
  27. Organ DW and Lingl A (1995). Personality, satisfaction, and organizational citizenship behavior. The Journal of Social Psychology, 135(3): 339-350. https://doi.org/10.1080/00224545.1995.9713963   [Google Scholar]
  28. Podsakoff PM, MacKenzie SB, Moorman RH, and Fetter R (1990). Transformational leader behaviors and their effects on followers' trust in leader, satisfaction, and organizational citizenship behaviors. The Leadership Quarterly, 1(2): 107-142. https://doi.org/10.1016/1048-9843(90)90009-7   [Google Scholar]
  29. Podsakoff PM, MacKenzie SB, Paine JB, and Bachrach DG (2000). Organizational citizenship behaviors: A critical review of the theoretical and empirical literature and suggestions for future research. Journal of Management, 26(3): 513-563. https://doi.org/10.1177/014920630002600307   [Google Scholar]
  30. Qiu S and Dooley L (2022). How servant leadership affects organizational citizenship behavior: The mediating roles of perceived procedural justice and trust. Leadership and Organization Development Journal, 43(3): 350-369. https://doi.org/10.1108/LODJ-04-2021-0146   [Google Scholar]
  31. Rayton BA and Yalabik ZY (2014). Work engagement, psychological contract breach and job satisfaction. The International Journal of Human Resource Management, 25(17): 2382-2400. https://doi.org/10.1080/09585192.2013.876440   [Google Scholar]
  32. Rurkkhum S and Bartlett KR (2012). The relationship between employee engagement and organizational citizenship behaviour in Thailand. Human Resource Development International, 15(2): 157-174. https://doi.org/10.1080/13678868.2012.664693   [Google Scholar]
  33. Salanova M and Schaufeli WB (2008). A cross-national study of work engagement as a mediator between job resources and proactive behaviour. The International Journal of Human Resource Management, 19(1): 116-131. https://doi.org/10.1080/09585190701763982   [Google Scholar]
  34. Schaufeli WB, Salanova M, González-Romá V, and Bakker AB (2002). The measurement of engagement and burnout: A two sample confirmatory factor analytic approach. Journal of Happiness Studies, 3: 71-92. https://doi.org/10.1023/A:1015630930326   [Google Scholar]
  35. Singh SK and Singh AP (2018). Interplay of organizational justice, psychological empowerment, organizational citizenship behavior, and job satisfaction in the context of circular economy. Management Decision, 57(4): 937-952. https://doi.org/10.1108/MD-09-2018-0966   [Google Scholar]
  36. Skarlicki DP and Folger R (1997). Retaliation in the workplace: The roles of distributive, procedural, and interactional justice. Journal of Applied Psychology, 82(3): 434-443. https://doi.org/10.1037//0021-9010.82.3.434   [Google Scholar]
  37. Soane E, Truss C, Alfes K, Shantz A, Rees C, and Gatenby M (2012). Development and application of a new measure of employee engagement: The ISA engagement scale. Human Resource Development International, 15(5): 529-547. https://doi.org/10.1080/13678868.2012.726542   [Google Scholar]
  38. Walz SM and Niehoff BP (2000). Organizational citizenship behaviors: Their relationship to organizational effectiveness. Journal of Hospitality and Tourism Research, 24(3): 301-319. https://doi.org/10.1177/109634800002400301   [Google Scholar]
  39. Wong YT, Ngo HY, and Wong CS (2006). Perceived organizational justice, trust, and OCB: A study of Chinese workers in joint ventures and state-owned enterprises. Journal of World Business, 41(4): 344-355. https://doi.org/10.1016/j.jwb.2006.08.003   [Google Scholar]
  40. Yardan ED, Köse APDSD, and Köse APDT (2014). The effect of employees' perceptions of organizational justice on organizational citizenship behavior: An application in Turkish Public Hospital. Journal of Human Resources Management and Labor Studies, 2(2): 129-148.   [Google Scholar]
  41. Yu TW (2022). The effects of organizational justice, trust and supervisor–subordinate guanxi on organizational citizenship behavior: A social-exchange perspective. Management Research Review, 45(8): 985-1000. https://doi.org/10.1108/MRR-03-2021-0238   [Google Scholar]
  42. Zhang L and Farndale E (2022). Workforce age profile effects on job resources, work engagement and organizational citizenship behavior. Personnel Review, 51(1): 194-209. https://doi.org/10.1108/PR-02-2020-0095   [Google Scholar]
  43. Zuo W (2022). The relationship between compulsory citizenship behavior and job involvement. M.Sc. Thesis, The National Research Tomsk State University, Tomsk, Russia.   [Google Scholar]