Aizzat Mohd. Nasurdin and Soon Lay Khuan
The paper aims to examine the links between organizational justice (distributive justice and procedural justice) and job performance (task performance and contextual performance)…
Abstract
Purpose
The paper aims to examine the links between organizational justice (distributive justice and procedural justice) and job performance (task performance and contextual performance). The moderating role of age in the above‐mentioned relationship was also investigated.
Design/methodology/approach
Data were gathered using self‐administered questionnaires from a sample of 136 customer‐contact employees within the telecommunications industry of Malaysia.
Findings
The results demonstrated that distributive justice had a significant and positive relationship with task performance. In a similar vein, procedural justice was found to be significantly and positively related to contextual performance. Age, however, did not moderate the justice‐performance relationships.
Research limitations/implications
The participants in this study were customer‐contact workers employed by one established telecommunication company in Malaysia. Thus, generalization of the results may be limited. Besides, other variables relating to the organization, job, and individual could be included in future studies. Using multiple raters for assessing job performance is also recommended.
Practical implications
The results from this study can be used to gain a better insight into how justice perceptions affect job performance of Malaysian employees.
Originality/value
The impact of organizational justice dimensions as direct antecedents to performance has been examined in many studies across industries and countries. Nonetheless, to the best of one's knowledge, this is the first study that has sought to test the moderating role of age in the justice‐performance connection in a Malaysian setting.
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Toong Khuan Chan and Abdul-Rashid Abdul-Aziz
The purpose of this paper is to characterise the financial performance and to identify the operating strategies of property development companies in Malaysia during the 2008…
Abstract
Purpose
The purpose of this paper is to characterise the financial performance and to identify the operating strategies of property development companies in Malaysia during the 2008 global financial crisis (GFC).
Design/methodology/approach
The research approach includes a comprehensive analysis of the financial statements and annual reports of 35 property development companies listed on the Kuala Lumpur stock exchange. The financial statements were analysed to evaluate the financial performance of these companies and to assess the severity of the impact of the GFC on revenues and profits. The operating strategies were determined from a content analysis of the statement to shareholders.
Findings
An aggregated analysis of the financial performance indicates a 23 per cent decline in net profit in 2008. Classifying these companies into two separate sets of distressed and non-distressed companies showed that poor financial performance and a high debt-to-equity ratio pre-GFC led to continuing poor performance during the GFC period and beyond. Survival strategies adopted by distressed companies include the disposal of assets to improve cash flow, refinancing loans, delaying the launch of new projects and reducing their workforce. Non-distressed companies adopted growth strategies such as purchasing land for development, focusing their offerings towards high-end products, vertically integrating and diversification.
Practical implications
The increased understanding of the financial performance and operational strategies will allow managers of property development companies to improve financial management and adopt appropriate strategies in response to the impact of future financial distress.
Originality/value
The study presented in this paper is the first to analyse the financial performance of Malaysian public-listed property development companies during the period of the 2008 GFC and to link their financial performance to operational strategies.