JHRSS  Vol.2 No.4 , December 2014
Organizational Justice as Mediator of the Discretionary Human Resource Practice-Organizational Citizenship Behavior Relationship: Evidence from Enterprises in China
Author(s) San Qing Wu, Jia Xiao
ABSTRACT
Organizational citizenship behavior (OCB) is one kind of extra-role behavior beyond formal role descriptions which can be conducted to enforce company’s competency to copy with external competitive pressures as well as internal flat organizational hierarchies. This research builds a mediating model to examine the mediating effects of organizational justice between discretionary human resource practice (HRP) and organizational citizenship behavior based on the social exchange theory and the organizational justice theory. The research illustrates how the different dimensions of discretionary HRP affects employee’s OCB through organizational justice. It statistically tests the data form 227 employees in 10 enterprises with correlation analysis, structural equation modeling and other statistical methods. The results show that all the selective staffing, promotional opportunities, performance management and participate decision making in the discretionary HRP have positive impacts on the OCB. Besides, it indicates that organizational justice mediates the relationship between discretionary HRP and OCB. Thus, organization can promote employee’s OCB through enforcing its discretionary HRP as well as enhancing perceived organizational justice. The exposure of the relationships between discretionary HRM practice, organizational justice and OCB is beneficial to build sustainable HRM system and help enterprises to establish sustainable competitive competence.

Cite this paper
Wu, S. and Xiao, J. (2014) Organizational Justice as Mediator of the Discretionary Human Resource Practice-Organizational Citizenship Behavior Relationship: Evidence from Enterprises in China. Journal of Human Resource and Sustainability Studies, 2, 173-181. doi: 10.4236/jhrss.2014.24016.
References
[1]   Kramar, R. (2014) Beyond Strategic Human Resource Management: Is Sustainable Human Resource Management the Next Approach? International Journal of Human Resource Management, 25, 1069-1089. http://dx.doi.org/10.1080/09585192.2013.816863

[2]   Parker, S.K., Bindl, U.K. and Strauss, K. (2010) Making Things Happen: A Model of Proactive Motivation. Journal of Management, 36, 827-856. http://dx.doi.org/10.1177/0149206310363732

[3]   Frenkel, S., Restubog, S.L.D. and Bednall, T. (2012) How Employee Perceptions of HR Policy and Practice Influence Discretionary Work Effort and Co-Worker Assistance: Evidence from TWO Organization. International Journal of Human Resource Management, 23, 4193-4210.
http://dx.doi.org/10.1080/09585192.2012.667433

[4]   Wright, P.M. and Boswell, W.R. (2002) Desegregating HRM: A Review and Synthesis of Micro and Macro Human Resource Management Research. Journal of Management, 28, 247-276.

[5]   Arthur, J.B. (1994) Effects of Human Resource Systems on Manufacturing Performance and Turnover. The Academy of Management Journal, 37, 670-687. http://dx.doi.org/10.2307/256705

[6]   Appelbaum, E., Bailey, T., Berg, P., et al. (2000) Manufacturing Advantage: Why High Performance Systems Pay Off. Cornell University Press, Ithaca, NY.

[7]   Vandenberg, R.J., Richardson, H.A. and Eastman, L.J. (1999) The Impact of High Involvement Work Processes on Organizational Effectiveness: A Second-Order Latent Variable Approach. Group & Organization Management, 24, 300-339. http://dx.doi.org/10.1177/1059601199243004

[8]   Hayton, J.C. (2004) Strategic Human Capital Management in SMEs: An Empirical Study of Entrepreneurial Performance. Human Resource Management, 42, 375-391.
http://dx.doi.org/10.1002/hrm.10096

[9]   Gavino, M.C., Wayne, S.J. and Erdogan, B. (2012) Discretionary and Transactional Human Resource Practices and Employee Outcomes: The Role of Perceived Organizational Support. Human Resource Management, 51, 665-686. http://dx.doi.org/10.1002/hrm.21493

[10]   Mariappanadar, S. (2012) Harm of Efficiency Oriented HRM Practices on Stakeholders: An Ethical Issue for Sustainability. Society and Business Review, 7, 168-184.

[11]   Bateman, T.S. and Organ, D.W. (1983) Job Satisfaction and the Good Soldier: The Relationship between Affect and Employee “Citizenship”. The Academy of Management Journal, 26, 587-595.
http://dx.doi.org/10.2307/255908

[12]   Organ, D.W. (1988) Organizational Citizenship Behavior: The Good Soldier Syndrome. Lexington Books, Lexington.

[13]   Lavelle, J.J., Brockner, J., Konovsky, M.A., et al. (2009) Commitment, Procedural Fairness, and Organizational Citizenship Behavior: A Multifoci Analysis. Journal of Organizational Behavior, 30, 337-357. http://dx.doi.org/10.1002/job.518

[14]   Wang, G. (2011) The Study on Relationship between Employees’ Sense of Organizational Justice and Organizational Citizenship Behavior in Private Enterprises. Energy Procedia, 5, 2030-2034.
http://dx.doi.org/10.1016/j.egypro.2011.03.350

[15]   Williams, L.J. and Anderson, S.E. (1991) Job Satisfaction and Organizational Commitment as Predictors of Organizational Citizenship and In-Role Behaviors. Journal of Management, 17, 601-617.
http://dx.doi.org/10.1177/014920639101700305

[16]   Aryee, S., Budhwar, P.S. and Zhen, X.C. (2002) Trust as a Mediator of the Relationship between Organizational Justice and Work Outcomes: Test of a Social Exchange Model. Journal of Organizational Behavior, 23, 267-285.

[17]   Podsakoff, P.M., Mackenzie, S.B., Paine, J.B., et al. (2000) Organizational Citizenship Behaviors: A Critical Review of the Theoretical and Empirical Literature and Suggestions for Future Research. Journal of Management, 26, 513-563. http://dx.doi.org/10.1177/014920630002600307

[18]   Zhang, H. and Agarwal, N.C. (2009) The Mediating Roles of Organizational Justice on the Relationships between HR Practices and Workplace Outcomes: An Investigation in China. International Journal of Human Resource Management, 20, 676-693.
http://dx.doi.org/10.1080/09585190802707482

[19]   Weia, Y.-C., Hanb, T.-S. and Hsu, I.-C. (2010) High-Performance HR Practices and OCB: A Cross-Level Investigation of a Causal Path. International Journal of Human Resource Management, 21, 1631-1648. http://dx.doi.org/10.1080/09585192.2010.500487

[20]   Organ, D.W. and Ryan, K. (1995) A Meta-Analytic Review of Attitudinal and Dispositional Predictors of Organizational Citizenship Behavior. Personnel Psychology, 48, 775-802.
http://dx.doi.org/10.1111/j.1744-6570.1995.tb01781.x

[21]   Lambert, E.G. and Hogan, N.L. (2013) The Association of Distributive and Procedural Justice with Organizational Citizenship Behavior. Prison Journal, 93, 313-334.
http://dx.doi.org/10.1177/0032885513490491

[22]   Sun, L.-Y., Chow, I.H.S., Chiu, R.K. and Pan, W. (2013) Outcome Favorability in the Link between Leader-Member Exchange and Organizational Citizenship Behavior: Procedural Fairness Climate Matters. The Leadership Quarterly, 24, 215-226. http://dx.doi.org/10.1016/j.leaqua.2012.10.008

[23]   Van Dijke, M., De Cremer, D., Mayer, D.M., et al. (2012) When Does Procedural Fairness Promote Organizational Citizenship Behavior? Integrating Empowering Leadership Types in Relational Justice Models. Organizational Behavior & Human Decision Processes, 117, 235-248.
http://dx.doi.org/10.1016/j.obhdp.2011.10.006

[24]   Farh, J.-L., Earley, P.C. and Lin, S.-C. (1997) Impetus for Action: A Cultural Analysis of Justice and Organizational Citizenship Behavior in Chinese Society. Administrative Science Quarterly, 42, 421-444. http://dx.doi.org/10.2307/2393733

[25]   Moorman, R.H. (1991) Relationship between Organizational Justice and Organizational Citizenship Behaviors: Do Fairness Perceptions Influence Employee Citizenship? Journal of Applied Psychology, 76, 845-855. http://dx.doi.org/10.1037/0021-9010.76.6.845

[26]   Hu, L. and Bentler, P.M. (1999) Cutoff Criteria for Fit Indices in Covariance Structure Analysis: Conventional Criteria versus New Alternatives. Structure Equation Modeling, 6, 1-55.
http://dx.doi.org/10.1080/10705519909540118

[27]   Steiger, J.H. (2000) Point Estimation, Hypothesis Testing, and Interval Estimation Using RMSEA: Some Comments and a Reply to Hayduk and Glaser. Structure Equation Modeling, 7, 149-162.
http://dx.doi.org/10.1207/S15328007SEM0702_1

 
 
Top