The Role of Organizational Justice as Mediation between Organizational Ambidexterity and Irritation among Foreign Physicians in Germany

The Role of Organizational Justice as Mediation between Organizational Ambidexterity and Irritation among Foreign Physicians in Germany Lovely Christi Zega, S.Psi., M.Sc. Psych.University of Trier, GermanyZega Network

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Average lifespan for companies in 1920s was 67 years to 15 years in 2015.Only 12,2% Fortune 500 Companies in 1955 2014.88% 2014: merged, bankrupt or fell off the list.

Creative destruction.

McCraw (1942)

Organizational AmbidexterityDuncan (1976)

ExploitationReusing existing knowledges, technologies, customers, skills, processes, and structures.Characteristics: efficiency, production and routinization.Risks: competency (or success) traps, inertia and obsolescence.

ExplorationGaining new knowledge, creating innovative technologies, new products, and new markets.Characteristics: search, discovery, experimentation, risk taking and innovation.Risks: uncertain, more distant in time, and could be a threat to existing organizational units.

Advantagesenhances performance improves satisfaction of customers and upper-level managerspositively relates to company reputation and prestigepositively correlates with innovationapplicable across a wide variety of industrieshigher sales growthlonger survivalpositively associates with market share and return on investmentenhances financial performancepromotes organizational growth and adaptation

IrritationMohr (1986)

Emotional Irritationfeeling of nervousness with a state of slight aggressiveness at the same timeanxietyreduce of motivation

Cognitive Irritation / Ruminationdepressiondistraction from the actual tasksreduce performancedecrease of cognitive flexibility

Advantagesconscientiousness work commitmentreinforcement

Organizational Justice

Distributive Justicefairness as an outcome of a decisionspay satisfaction, promotion, recognition, etceducation, skill, effort, experience, etcRisks: anger, suspicion, sabotage, theft, withdrawal behaviors, stress, lack of trust, poor morale, and low productivity, intention to leave. Advantages: work quality, cooperation, job performance, reduced anxiety due to change.

Procedural Justicefair procedures in order to obtain a decisionparticipation in the decision-making process or having influence on the outcomeRisks: turnover intention, reduces cooperation in strategy execution, sabotage, consideration of litigation. Advantages: organizational commitment, trust, acceptance of change, obedience, support, cooperation, loyalty, job satisfaction, open, participative, and supportive communication climate.

Interactional Justicemanagement and employees treat one another with respectRisks: employees negative reactions, withdrawal behaviors. Advantages: higher quality relationship in workplace and higher job performance, citizenship behaviors, develop pro-active attitude at work.

HypothesisHypothesis 1: There is a positive correlation between organizational ambidexterity with irritation. Hypothesis 2: There is a positive relationship between organizational ambidexterity and organizational justice. Hypothesis 3: There is a negative relationship between organizational justice and irritation. Hypothesis 4: The relationship between organizational ambidexterity and irritation is mediated by organizational justice.

Samplepurposive random samplingforeign physician in Germany26 participants (17 male and 9 female) between 20-29 years old and 50-59 years oldmost of them came from Europein Germany for 5 to 10 yearsfirst language was not German languagedid not study in Germanysame hospital and same position for between 1-5 yearscontract employeeswork full time between 40-49 hours per week mostly work in Bavaria

Questionair: organizational ambidexterity, procedural justice, distributional justice, interactional justice, and irritation. EmailForeign nameMediation effect with the SPSS program from Andy F. Hayes

ResultsHypothesis 1 no relationship between organizational ambidexterity with irritation. Hypothesis 2 no relationship between organizational ambidexterity with organizational justice. Nevertheless, exploitation was significantly correlated with organizational justice, distributional justice, interactional justice, and procedural justice.Hypothesis 3 = negative correlation between organizational justice and irritation. Organizational justice also had a significantly negatively relationship with cognitive irritation. Distributional justice was negatively significantly correlated with irritation and cognitive irritation. Interactional justice had also a negatively significantly relationship with cognitive irritation.

Hypothesis 4 no significant relationship of organizational ambidexterity and irritation that mediated by organizational justice.distributional justice fully mediated the relationship of exploitation and irritation.distributional justice fully mediated the association between exploitation and cognitive irritation.

ConclusionsNo significant support that the hospitals conducted organizational ambidexterity and exploration.The hospitals apply exploitation and organizational justice.Organizational justice is significant strategy to reduce irritation, especially cognitive irritation.Interactional justice is significant to reduce cognitive irritation.Distributional justice is the most significant strategy to reduce irritation, especially cognitive irritation.

Thank you very much for your attention.Questions, critics, comment?

Lovely C. Zega, S.Psi., M.Sc. Psych. BDP-Member-Nr. 56838 Gunta-Stlzl-Str. 1 D-80807 Mnchen Facebook: https://www.facebook.com/zeganetwork/ Blog: www.zega.network Podcast: Zega Network (www.soundcloud.com, https://soundcloud.com/zeganetwork) Magazine: Das Netzwerk (www.joomag.com, http://joom.ag/1n0Q)