Development of Organizational Justice in Incentive Allocation of the Thai Public Sector
An incentive for performance, as one subsystem of a
new performance management system, has been implemented in the
Thai public sector since 2004. This research investigates the
development of organizational justice in the incentive allocation by
comparing the roles of distributive and procedural justice on national
personnel-s attitudinal outcomes (incentive satisfaction and job
performance) between 2 periods, i.e. 2006 and 2008. The data were
collected via self-administered questionnaires completed by national
government officers and employees. They were stratified using multistage
sampling with 2,600 usable samples or 72.0% response rate in
2006, and 1,969 usable samples or 59.3% in 2008. The findings are:
(1) There is no difference in means between the two periods relating
to distributive justice, procedural justice, incentive satisfaction and
job performance. (2) Distributive justice and procedural justice
played more important roles in predicting incentive satisfaction and
job performance in 2008 than in 2006.
[1] K. Koonmee, "Effects of Performance Management and Incentive
Allocation on Development of Thai Public Services and Officers." The
Business Review, Cambridge 12, no. 2 (2009): pp. 163-169.
[2] K. Koonmee, "Implementing Performance Management System in Thai
Public Sector." Proceedings of the 2009 IHRD Conference. Taiwan:
National Taiwan Normal University, 2009. pp. 154-168.
[3] R. Cropanzano, and R. Folger, "Procedural justice and work
motivation." In Motivation and work behavior (8th ed), by R.M. and
Porter, L.W. (Eds.) Steers. New York: McGraw Hill, 1991.
[4] K. James, "The social context of organizational justice: Cultural,
intergroupand structural effects on justice behaviors and perceptions." In
justice in the workplace: Approaching fairness in human resource
management, by R. Cropanzano, Erlbaum: Hillside, NT, 1993, pp. 21-
50.
[5] G.S. Leventhal, "Fairness in social relationships." In Comtemporary
topics in social psychology, by J.W. Thibaut, J.T. Spence, and R.C.
Carson, R.C. (Eds.), Morristown, NJ: General Learning Press, 1976, pp.
211-239.
[6] R. Cropanzano, and J. Greenberg, "Progress in Organizational Justice:
Tunnelling Through The Maze." In International Review of Industrial
and Organizational Psychology, by C.L. Cooper, and I.T. Robertson,
(Eds.), Wiley, Chichester, 1997. (Reprinted in Cooper, C.L. and
Robertson,I.T. (Eds.) (2001). Organizational Psychology and
Development, Wiley, Chichester, pp. 243-298.)
[7] J. Greenberg, "Determinants of perceived fairness of performance
evaluations." Journal of Applied Psychology, 1986: 71, pp. 340-342.
[8] S. Alexander, and M. Ruderman, "The role of procedural and
distributive justice in organization behavior." Social Justice Research 1,
no. 2 (1987): pp. 177-198.
[9] M.A. Konovsky, R. Foler, and R. Cropanzano, "Relative effects of
procedural and distributive justice on employee attitudes."
Representative Research in Journal Psychology 17 (1987): pp. 15-24.
[10] R. Folger, and M.A. Konovsky, "Effects of procedural and distributive
justice on reactions to pay raise decisions." Academy of Management
Journal, 1989: 32(1),: pp. 115-130.
[11] M.P. Miceli, I. Jung, J.P. Near, and D.B. Greenberg, "Predictors and
outcomes of reactions to pay-for-performance plans." Journal of Applied
Psychology 76 (1991): pp. 508-521.
[12] D.B. McFarlin, and P.O. Sweeney, "Distributive and procedural justice
as predictors of satisfaction with personal and organizational outcomes."
Academy of Management Journal 35 (1992): pp. 626-637.
[13] T. Welbourne, "Untangling Procedural and Distributive Justice: Their
relative effects on gainsharing satisfaction." Group & Organization
Management 23, no. 4 (Dec 1998): pp. 325-346.
[14] J. Greenberg, "A taxonomy of organizational justice theories." Academy
of Management Review, 1987: pp. 12, 9-22.
[15] J. Greenberg, "Organizational justice: Yesterday, today, and tomorrow."
Journal of Management, 1990: 16, pp. 399-432.
[16] A.K. Kirk, and D.F. Brown, "Latent constructs of proximal and distal
motivation predicting performance under maximum test conditions."
Journal of Applied Psychology, 2003: 88, pp. 40-49.
[17] J.M. Newman, and G.T. Milkovich,"Procedural justice challenges in
compensation: Eliminating the fairness gap." Labour Law Journal, 1990
(August): pp. 575-580.
[1] K. Koonmee, "Effects of Performance Management and Incentive
Allocation on Development of Thai Public Services and Officers." The
Business Review, Cambridge 12, no. 2 (2009): pp. 163-169.
[2] K. Koonmee, "Implementing Performance Management System in Thai
Public Sector." Proceedings of the 2009 IHRD Conference. Taiwan:
National Taiwan Normal University, 2009. pp. 154-168.
[3] R. Cropanzano, and R. Folger, "Procedural justice and work
motivation." In Motivation and work behavior (8th ed), by R.M. and
Porter, L.W. (Eds.) Steers. New York: McGraw Hill, 1991.
[4] K. James, "The social context of organizational justice: Cultural,
intergroupand structural effects on justice behaviors and perceptions." In
justice in the workplace: Approaching fairness in human resource
management, by R. Cropanzano, Erlbaum: Hillside, NT, 1993, pp. 21-
50.
[5] G.S. Leventhal, "Fairness in social relationships." In Comtemporary
topics in social psychology, by J.W. Thibaut, J.T. Spence, and R.C.
Carson, R.C. (Eds.), Morristown, NJ: General Learning Press, 1976, pp.
211-239.
[6] R. Cropanzano, and J. Greenberg, "Progress in Organizational Justice:
Tunnelling Through The Maze." In International Review of Industrial
and Organizational Psychology, by C.L. Cooper, and I.T. Robertson,
(Eds.), Wiley, Chichester, 1997. (Reprinted in Cooper, C.L. and
Robertson,I.T. (Eds.) (2001). Organizational Psychology and
Development, Wiley, Chichester, pp. 243-298.)
[7] J. Greenberg, "Determinants of perceived fairness of performance
evaluations." Journal of Applied Psychology, 1986: 71, pp. 340-342.
[8] S. Alexander, and M. Ruderman, "The role of procedural and
distributive justice in organization behavior." Social Justice Research 1,
no. 2 (1987): pp. 177-198.
[9] M.A. Konovsky, R. Foler, and R. Cropanzano, "Relative effects of
procedural and distributive justice on employee attitudes."
Representative Research in Journal Psychology 17 (1987): pp. 15-24.
[10] R. Folger, and M.A. Konovsky, "Effects of procedural and distributive
justice on reactions to pay raise decisions." Academy of Management
Journal, 1989: 32(1),: pp. 115-130.
[11] M.P. Miceli, I. Jung, J.P. Near, and D.B. Greenberg, "Predictors and
outcomes of reactions to pay-for-performance plans." Journal of Applied
Psychology 76 (1991): pp. 508-521.
[12] D.B. McFarlin, and P.O. Sweeney, "Distributive and procedural justice
as predictors of satisfaction with personal and organizational outcomes."
Academy of Management Journal 35 (1992): pp. 626-637.
[13] T. Welbourne, "Untangling Procedural and Distributive Justice: Their
relative effects on gainsharing satisfaction." Group & Organization
Management 23, no. 4 (Dec 1998): pp. 325-346.
[14] J. Greenberg, "A taxonomy of organizational justice theories." Academy
of Management Review, 1987: pp. 12, 9-22.
[15] J. Greenberg, "Organizational justice: Yesterday, today, and tomorrow."
Journal of Management, 1990: 16, pp. 399-432.
[16] A.K. Kirk, and D.F. Brown, "Latent constructs of proximal and distal
motivation predicting performance under maximum test conditions."
Journal of Applied Psychology, 2003: 88, pp. 40-49.
[17] J.M. Newman, and G.T. Milkovich,"Procedural justice challenges in
compensation: Eliminating the fairness gap." Labour Law Journal, 1990
(August): pp. 575-580.
@article{"International Journal of Business, Human and Social Sciences:63506", author = "Kalayanee Koonmee", title = "Development of Organizational Justice in Incentive Allocation of the Thai Public Sector", abstract = "An incentive for performance, as one subsystem of a
new performance management system, has been implemented in the
Thai public sector since 2004. This research investigates the
development of organizational justice in the incentive allocation by
comparing the roles of distributive and procedural justice on national
personnel-s attitudinal outcomes (incentive satisfaction and job
performance) between 2 periods, i.e. 2006 and 2008. The data were
collected via self-administered questionnaires completed by national
government officers and employees. They were stratified using multistage
sampling with 2,600 usable samples or 72.0% response rate in
2006, and 1,969 usable samples or 59.3% in 2008. The findings are:
(1) There is no difference in means between the two periods relating
to distributive justice, procedural justice, incentive satisfaction and
job performance. (2) Distributive justice and procedural justice
played more important roles in predicting incentive satisfaction and
job performance in 2008 than in 2006.", keywords = "Distributive justice, incentive allocation, proceduraljustice, Thai public sector.", volume = "4", number = "6", pages = "1461-7", }
