The relationship between organizational justice and job outcomes: examining the mediation of quality of work-life and psychological capital

Abstract

Purpose

This study investigates the indirect effect of organizational justice on key job outcomes, namely, job satisfaction (JS) and organizational commitment (OC) through employees’ quality of work-life (QWL) and psychological capital (PsyCap) by invoking the social exchange and conservation of resources theories.

Design/methodology/approach

This study used survey method. The data were collected from 440 respondents across two points in time.

Findings

We found support for a direct effect of organizational justice on employees’ satisfaction and commitment and found that QWL and PsyCap mediated the relationship between organizational justice and its outcomes.

Research limitations/implications

The study offers insight into underlying mechanisms governing this relationship by positioning QWL and PsyCap as mediators. The findings contribute to the extant literature, including ratifying that justice perceptions strengthen positive job attitudes of employees.

Practical implications

The study discusses the implications for practice and makes a case for organizations to conduct audits to assess employee fairness perceptions.

Originality/value

This paper explores the underlying relationship between organizational justice and job outcome, and empirically examines the mediation QWL and PsyCap.

Citation

Totawar, A.K., Lanke, P. and Nambudiri, R. (2024), "The relationship between organizational justice and job outcomes: examining the mediation of quality of work-life and psychological capital", Evidence-based HRM, Vol. ahead-of-print No. ahead-of-print. https://doi.org/10.1108/EBHRM-12-2023-0361