Abstract: The aim of the study is to determine the relationship between organizational trust level and organizational justice of Municipality officials. Correlational method has been used via descriptive survey model and Organizational Justice Perception Scale, Organizational Trust Inventory and Interpersonal Trust Scale have been applied to 353 participants who work in Konya Metropolitan Municipality and central district municipalities in the study. Frequency as statistical method, Independent Samples t test for binary groups, One Way-ANOVA analyses for multi-groups and Pearson Correlation analysis have been used to determine the relation in the data analysis process.It has been determined in the outcomes of the study that participants have high level of organizational trust, “Interpersonal Trust” is in the first place and there is a significant difference in the favor of male officials in terms of Trust on the Organization Itself and Interpersonal Trust. It has also been understood that officials in district municipalities have higher perception level in all dimensions, there is a significant difference in Trust on the Organization sub-dimension and work status is an important factor on organizational trust perception. Moreover, the study has shown that organizational justice implementations are important in raising trust of official on the organization, administrator and colleagues, and there is a parallel relation between Organizational Trust components and Organizational Trust dimensions.
Abstract: The goal of the present paper is to model two classic lines of research in which employees starred, organizational justice and citizenship behavior (OCB), but that have never been studied together when targeting customers. The suggestion is made that a hotel’s fair treatment (in terms of distributive, procedural, and interactional justice) toward customers will be appreciated by the employees, who will reciprocate in kind by favoring the hotel with increased customer-oriented behaviors (COBs). Data were collected from 204 employees at eight upscale hotels in the Canary Islands (Spain). Unlike in the case of perceptions of distributive justice, results of structural equation modeling demonstrate that employees substantively react to interactional and procedural justice toward guests by engaging in customer-oriented behaviors (COBs). The findings offer new reasons why employees decide to engage in COBs, and they highlight potentially beneficial effects of fair treatment toward guests bring to hospitality through promoting COBs.
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.