These perceptions can be classified into four categories: Distributive justice reflects perceptions regarding fairness of outcomes, while procedural justice reflects perceptions of processes that lead to these outcomes. A third type of justice, informational justice, relates to the accounts provided for justice-related events.
Received Aug 9; Accepted Aug This article has been cited by other articles in PMC. Abstract Background It is of importance and urgency for hospitals to retain excellent nursing staff in order to improve patient satisfaction and hospital performance.
However, it was found that simply increasing the salary is not the best method to resolve the problem of lacking nursing staff; it is necessary to focus on the impact of non-monetary factors. The delicate relationship between organizational justice, organizational trust, organizational identification, and organizational commitment requires investigation and clarification from more studies if application in nursing practice is to be expected.
|Organisational Justice - OSHWiki||It is expected that employees will act according to organizational rules and regulations if they are treating fairly and receive the outcomes they desire. In research, it has been shown that employees are more committed to the organization, have more trust, and are more satisfied when justice is perceived as being fair.|
|Organizational Justice - Psychology - Oxford Bibliographies||Organisational justice perceptions have been linked with numerous outcomes: To enhance justice in organisations, interventions applying various methods have been implemented.|
|The Importance of Organizational Justice - Corruption, Crime & Compliance||Overview[ edit ] Organizational justice is conceptualized as a multidimensional construct.|
Methods A cross-sectional design was used. Questionnaires were distributed in to a convenience sample of registered nurses in one teaching hospital in Taiwan: Of these, questionnaires were valid, which was a Conclusions Hospital managers can enhance the service concepts and attitudes of frontline nursing personnel by maximizing organizational justice, organizational trust and organizational identification.
Nursing personnel would then be motivated to provide feedback to the attention and Organisational justice provided by hospital management by demonstrating substantial improvements in their extra-role performance.
Improved service concepts and attitudes would also facilitate teamwork among colleagues, boost the morale of Organisational justice nursing faculty and reduce resignations and career changes.
Electronic supplementary material The online version of this article doi: Nurses tend to be the most numerous component of medical Organisational justice and tend to have the longest and closest contact with patients. Therefore, nursing quality affects the overall image of a hospital and can even indirectly affect hospital operations.
In recent years, the demand for nurses has increased in response to growth in the elderly population and changes in lifestyles and treatment-seeking behavior [ 12 ].
However, a shortage of clinical nurses has increased workloads and extended working hours. Nurses often have low morale, which causes high turnover.
This affects the overall efficiency and quality of medical service in hospitals. Therefore, the organizational commitment of nurses has become a major issue in the nursing science literature.
Through the process of observing resource allocation, decision making and interpersonal interaction in an organization, employees subjectively perceive the results and process as fair or unfair. This perception is defined as organizational justice [ 34 ]. Numerous studies agree that the attitudes and behaviors of employees are affected by organizational justice.
Organizational justice has long been considered essential for effective hands-on management and operations by corporate managers and executives [ 45 ].
In the realm of organizational theory and organizational behavior, organizational justice has been a crucial concept and practice [ 4 ]. Trust can enhance the job satisfaction, organizational commitment, and productivity of employees [ 5 — 7 ]. A trusting atmosphere promotes cooperation, centralization of issues, effective communication, and information sharing and can compensate for the limited capabilities of employees [ 67 ].
Organizational trust can also promote cooperation between employees and organizations, the organizational commitment of employees, and the intention of the organization to retain employees [ 89 ]. The above findings confirm that organizational trust is essential for an effective organization.
Therefore, organizations cannot overlook the importance of trust. Organizations must actively seek an improved understanding of trust and must implement measures to increase the trust of their employees [ 10 ].
Rosenberg and Trevino [ 11 ] indicated that an enterprise must have good credibility for a good relationship with external stakeholders.
A good relationship with stakeholders then benefits its financial performance. More importantly, good credibility attracts better workers and improves the work motivation, morale, organizational commitment, and company loyalty of existing staff.
Therefore, organizational identification affects widely varying organizational phenomena and organizational behavior, including decision-making, work attitudes, work motivation, job satisfaction, job performance, achievements of organizational goals, role conflict, employee interaction, staff turnover, and organizational efficiency [ 12 ].
In addition to managerial and administrative personnel, frontline nursing staff are also an important force in planning and executing organizational goals of the hospital [ 13 ]. The organizational commitment of the nursing staff depends on whether or not the staff acknowledge and accept the organizational goals or values and whether or not the staff are willing to make efforts to improve the efficiency of the hospital.
Organizational commitment is reflected in the the work performance of the nursing staff and the success of the hospital in achieving organizational goals.
A high organizational commitment benefits the employee, the organization, and society. Thus, the commitment of nurses can be seen as a bridge between individual nurses and their hospital organizations.
Nurses who have high commitment to their hospital organizations are willing to invest effort in their hospitals. In hospitals with many experienced nurses, patients and their families also tend to have fewer complaints.Organizational justice refers to employee perceptions of fairness in the workplace.
These perceptions can be classified into four categories: distributive, procedural, informational, and interactional. Distributive justice reflects perceptions regarding fairness of outcomes, while procedural justice.
Organisational Justice. In recent years there has been a growing interest in the respective role of justice and fairness in the workplace, and its implications for worker’s health and wellbeing.
Organisational justice perceptions have been linked with numerous outcomes: such as, job satisfaction, commitment, turnover, and employee health. To enhance justice in organisations, interventions applying various . A company is its own world.
A culture of ethics and compliance cannot exist without organizational justice. If company managers and employees perceive that the internal justice system does not work, the company will be unable to foster the critical values of integrity and trust.
Organisational Justice. In recent years there has been a growing interest in the respective role of justice and fairness in the workplace, and its implications for worker’s health and timberdesignmag.comsational justice perceptions have been linked with numerous outcomes: such as, job satisfaction, commitment, turnover, and employee timberdesignmag.com enhance .
organisational justice: distributive, procedural, and interactional. Each will be briefly described below, and their implications for HR practice examined.
Distributive justice This type of justice refers to outcomes being distributed proportional to inputs – the so‐called equity principle (Adams, ). Greenberg () introduced the concept of organizational justice with regard to how an employee judges the behaviour of the organization and the employee's resulting attitude and behaviour.
(e.g., if a firm makes redundant half of the workers, an employee may feel a sense of injustice with a resulting change in attitude and a drop in productivity).