Impact of Organizational Justice on Employee Performance ... · exploration company of Pakistan. OGDCL was incorporated under the Ordinance dated 20th September 1961. In 2013, its

Impact of Organizational Justice on Employee

Performance: Mediating Role of Emotional Intelligence:

An Analysis of Public Sector Organizations of Pakistan Adil Tahir Pracha

*, Summera Malik

†, Malik Faisal Azeem

‡ and

Robina Yasmin§

Abstract The current study purposely investigated the relationship of

organizational justices with employee performance with the mediating

role of emotional intelligence in three public sector organizations of

Pakistan with the reason of addressing the potential issues associated

with employee performance which have not been addressed yet in

Pakistani context. Quantitative data collection from three public sector

organizations of Pakistan i.e. State Bank of Pakistan (SBP), NADRA

and OGDCL, using a self-administered questionnaire survey method,

the study followed simple random sampling technique with the sample

of 342 questionnaires. The study results designated that organizational

justice is positively associated with employee performance with the

mediating role of emotional intelligence which exhibits that there is a

dire need to address emotional intelligence which is inevitable between

the relationship of organizational justice and employee performance.

Keywords: Organizational Justice; Employee Performance;

Emotional Intelligence; Distributive Justice; Procedural Justice]

Introduction

The concept of Organizational Justice (OJ) underlines the

managers‟ decisions, perceived equality, impact of justice, and the

relationship between individuals and the environment they are in

with some objectivity in organizations. According to Sert, Elci,

Uslu, and Şener (2014), enforcement of rules, policies and

procedures upon employee may create the perception of

injustice/unfairness which may result in workplace problems.

People evaluate justice in their organizations and respond to justice

or injustice considering the basic concerns for understanding the

* Adil Tahir Pracha, PhD Scholar, Department of Business Administration,

IQRA University, Islamabad, Pakistan, [email protected] † Summera Malik, PhD Scholar, Department of Education, International Islamic

University, Islamabad, Pakistan. ‡ Malik Faisal Azeem, Assistant Professor, Department of Management

Sciences, COMSATS Institute of IT, Islamabad, Pakistan, § Robina Yasmin, Assistant Professor, Department of Business Administration,

IQRA University, Islamabad, Pakistan.

mailto:[email protected]

Global Development in Humanities, Education and Civilization (GDHEC 2017)

Journal of Managerial Sciences 316 Volume XI Number 03

organizational behavior (Yaghoubi, Saghaian Nejad, Abolghasem

Gorji, Norozi, & Rezaie, 2009). Ability to accomplish goals (either

personal or organizational) by using organizational resources

proficiently leads to the increased employee performance (Daft,

2001). Injustice in rewards, compensation and unfair treatment

against other employees affect the performance of the both i.e.

employee and the organization. People respond positively towards

their work associated outcomes if receive impartial treatment from

their managers and additionally efforts by management in the area

of organizational justice results in low level of discrimination

(Cho, 2017)

According to Cohen-Charash and Spector (2001),

employee dissatisfaction due to unjust interactions with the

supervisors results in the decreased employee performance.

Activities performed by individuals over a period of time are

measured against organizations‟ standards and procedures to

acquire rewards, support and expected efforts by

employee(Schneider, White, & Paul, 1998). According to Salovey

and Mayer (1990), emotional intelligence can be interpreted as the

capacity to screen one's own particular and others' emotions and

feelings. (Emmerling & Goleman, 2003) focus on self-awareness,

self-regulation, self-motivation, social awareness (empathy), and

social abilities (relationship management) associated with

emotional intelligence. Due to injustice interactions with the

supervisors, dissatisfaction prevails which results in decreased

employee performance (Cohen-Charash & Spector, 2001). The

study focuses upon the examination of the relationship between OJ

with EP with the mediating role of EI in three public sector

organizations of Pakistan with the reason of addressing the

potential issues associated with employee performance and have

not been addressed yet in Pakistani context.

The first selected organization for the current study is

National Database & Registration Authority (NADRA) which is

one of the leading integrated systems, provides operating solutions

for global identification system for corporate and public-sector

clients. NADRA employed approximately 17103 employees with

365 multi-biometric registration centers, 189 mobile vans, 199

semi-mobile units, two data-centers and 95 million computerized

national identity cards (CNIC) issued to contribute toward the



biggest databases incorporated around the globe. The second

selected organization is State Bank of Pakistan (SBP) which is the

central bank of Pakistan constituted under Order 1948 with the

liability to control the issue of certified receipts and keeping of

money reserves with a perspective to securing fiscal security and

credit arrangement for further purposes in Pakistan. In 1994 SBP

was given full autonomy for financial sector reforms and currently

has U.S $ 12.03 billion reserves. SPB-PMD (State Bank of

Pakistan Personnel Management Department) continued to

advance its strategic contribution towards attainment of

organizational objectives by providing them appropriate training,

leadership development and reliable succession planning. The total

number of employees at SBP was approximately 3,106 in 2014.

The third selected organization is Oil and Gas Development

Company Limited (OGDCL), a multinational gas and lubricant

exploration company of Pakistan. OGDCL was incorporated under

the Ordinance dated 20th September 1961. In 2013, its annual

income was Rs. 223.365 billion and benefits before assessment

taking off was Rs. 90.777 billion. OGDCL has total strength of

10,297 employees out of which 246 are working on contract basis

with daily production, including share from joint ventures

averaged 39,659 barrels (6,305.3 m3) of oil; 937 million cubic feet

(26,500,000 m3) of gas, and 358 metric tons of liquefied petroleum

gas.

Objectives of the study:

1. To explore the relationship of Organizational Justice and its

dimensions (Distributive, Procedural, Interactional justice)

with Employee Performance

2. To evaluate how do emotions play a role of mediator between

Organizational Justice and Employee Performance.

Literature Review

Organizational Justice (OJ):

Justice is considered as an essential component in

understanding organizational behavior (Van den Bos, 2001). OJ is

associated with employees‟ perception regarding fair treatment by

their organization (Wang, Lu, & Siu, 2015). According to (Adams,

1965), justice is an individual's observations about the decency of

choices and policymaking procedures inside of associations and

the impacts of those recognitions on conduct. According to



McDowall and Fletcher (2004), study i.e. (Greenberg & Bies,

1992) introduced the concept “Organizational Justice” which refers

to the perceptions of people with regard to fairness in

organizational settings. They believed that managers‟ behavior can

influence the performance effectively through their fairness in

interaction, their behavior, and unbiased distribution of rewards

and resources among employees.

Equity has three-dimensions i.e. distributive, procedural

and interactional justice (McDowall & Fletcher, 2004). McDowall

and Fletcher (2004) further narrate that organizational justice

creates an impact on work-related variable and clarifies that why

workers counter against discriminatory results/improper

procedures and cooperation (Alsalem & Alhaiani, 2007). Justice,

according to Ohana (2014) is spread in the organization by

spreading its signals of actions related to justice. According to

Moorman (1991), “Justice is the basis of all appropriate actions to

maintain fairness in the organization among employees to be self-

motivated and satisfied to produce better performance.” According

to Hannam and Narayan (2015) employees who are intrinsically

motivated considered their environment as fair compared to the

participants who did not take interest in their task. Fair behaviors at

work is identified in three elements of justice i.e. distributive

justice, procedural justice and interactional justice (Cropanzano,

Byrne, Bobocel, & Rupp, 2001). Organization justice is

undoubtedly an important characteristic because the employees

having negative behavior toward organizational practices are de-

motivated which leads them toward adverse individual and

organizational outcomes furthermore organizational justice

positively impacts the link between job demands on turnover

intentions also organizational justice reinforce the role of job

control (Proost, Verboon, & Van Ruysseveldt, 2015)

OJ broadly covers three dimensions; Distributive,

Procedural, and Interactional justice. Distributive Justice (DJ) is

the amounts of reimbursement receives is perceived to be

impartially distributed among employees, whereas Procedural

Justice (PJ) talks about the fairness among organizational

procedures and their outcomes (Folger & Konovsky, 1989).

Interactional Justice (IJ), is an impartial treatment that one receives

against others employee in any organization. IJ includes two sub-



dimensions i.e. Interpersonal Justice and Informational Justice

(Dusterhoff, Cunningham, & MacGregor, 2014; Walumbwa,

Cropanzano, & Hartnell, 2009). Interpersonal Justice is defined as

the unbiased admiration and dignity that one gets from their

supervisor and informational justice talks about to the procurement

of accepting satisfactory data and social inclusion between

supervisor and employee. Studies i.e. (Colquitt, Conlon, Wesson,

Porter, & Ng, 2001; Ensher, Grant-Vallone, & Donaldson, 2001)

confirmed the division of organizational justice into distributive,

procedural, and interactional justice by inspecting the biasness in

organizational settings which is truly considered as injustice by the

employees. OJ acumens instigate new thinking patterns regarding

justice and its effect on employee attitudes, particularly while

organizational change phases(Marzucco, Marique, Stinglhamber,

De Roeck, & Hansez, 2014).

Distributive Justice (DJ): Distributive Justice (DJ)

exhibits the positive perception of employees toward rewards such

as compensation or promotions as per their expectations. DJ is the

intended equality regarding results as appropriate imbursement

against employee efforts and opportunities for career advancement

(Demers & Wang, 2010). According to a study i.e. (Ohana &

Meyer, 2016) distributive justice positively links to the

organization affective commitment.

Procedural Justice (PJ): Folger and Konovsky (1989)

state that the rewards among the employees distributed on the

bases of fair practices and values is PJ. According to Erdogan

(2003), PJ is identified the decency of methods by which execution

is assessed. PJ is also concerned with the degree of the basic

components of policy-making (assignment procedure),

encouragement of workers‟ voice, suitability of criteria, and the

accuracy of the data i.e. used to land at a decisional result (Aryee,

Chen, & Budhwar, 2004) which ultimately leads to enhanced

employee performance. Van Dijke, De Cremer, Brebels, and Van

Quaquebeke (2015) suggested factors in order to effectively

implement procedural justice and it stimulates employee

cooperation.



Interactional Justice (IJ): According to Moorman (1991),

the manner in which procedures are carried out fairly is known as

IJ. A justifiable account in decisions process given to the

employees would affect their overall performance as well as the

performance of their organization. According to Huang and Huang

(2016) procedural justice strengthens the interactional justice-

silence relationship. Employees are given importance during their

interpersonal interaction with their managers, the way they should

be treated. A quality of interrelated attitude while making pre and

post decisions in interaction among employees refer to IJ (Poole,

2007). IJ also refers to an interpersonal behaviors while

demonstrating the organizational procedures and delivering their

outcome (Hoffman & Kelley, 2000). Interactional equity is

characterized as the nature of communication that an individual

acquires during the enactment for the establishment of

authoritative methodology (Yılmaz & Taşdan, 2009).

Emotional Intelligence (EI)

Intelligence is the capacity and aptitude to learn and

embrace the environmental changes (Sternberg & Detterman,

1986; Terman, 1921; Wechsler, 1997). Intelligence is also known

as the ability to judge „true‟ from „false‟. EI, according to (Mathew

& Gupta, 2015) is considering emotions as an asset as they convey

something. Wechsler (1940) initially describes intelligence as an

impact as opposed to a reason. Studies (Mayer & Geher, 1996;

Mayer & Salovey, 1993) define the term EI under the category of

social intelligence which demonstrates the ability to monitor and

control emotions and attitudes against the provided information

about oneself and others‟ to take appropriate measures and actions

on it. (Emmerling & Goleman, 2003) state that EI is the aptitude to

recognize and manage self-emotions and the emotions of others,

for the individual self-motivation to manage their relationship with

other. Employees‟ Emotional intelligence positively effects the

organizational performance (Adetula, 2016). According to

Al‐ Hamdan, Oweidat, Al‐ Faouri, and Codier (2017) a positive

relationship exists between emotional intelligence and job

performance.

Literature exhibits a significant relationship between

employee performance and justice in the organizations. OJ

literature also demonstrate that the perceived fairness can influence



behaviors, manners and attitudes of employees in the organization

(Colquitt et al., 2001; Cropanzano et al., 2001). The practices of

fair rewards provision, unbiased appreciation and appropriate

feedback provision to the employees are compared among the

employees which can be illustrated in the following equation:

Individual outputs Other individual outputs

Individual inputs Other individual inputs

Equity Theory demonstrates that the individuals compare

their inputs and results from the inputs and results of others. Inputs

are what they contribute into their occupation and results are what

they attain consequently (McFarlin & Sweeney, 1992). Employees

become de-motivated and dissatisfied if they have a feeling of

unfair treatment in comparison with other employees in their

organization. Consequently, employees cognitively react if

distribution of rewards and compensations is fair or unfair, an

employee feel satisfied or dissatisfied and show their commitment

toward organizations followed by their behavioral intension to stay

or quit the organization (Mowday & Colwell, 2003). According to

Meisler and Vigoda-Gadot (2014), emotional intelligence has

significant association with organizational politics and employee

behavior and their work attitude.

Employee Performance (EP) is defined as an employee

aptitude to use resources efficiently and effectively to accomplish

(personal or organizational) objectives (Daft, 2001). According to

Adams (1965), employees seek social equity in distribution of

rewards for their performance. Pradhan, Jena, and Bhattacharya

(2016) confirm the association of EI with job performance with the

focus on feelings. Thus if performance of individuals increases,

organizational effectiveness will also be enhanced (Champathes,

2006). Emotional intelligence (EI) is positively associated with

leader member exchange theory with the demonstration of positive

forward planning of procedural and distributive justice (Karim,

2011).

Literature shows that valid connections exist between

employee emotional intelligence and performance (Altındağ &

Kösedağı, 2015; Goleman & Cherniss, 2001; Kahn, 1990; Sony &

Mekoth, 2016). Moreover, Quebbeman and Rozell (2002) describe

=



the strong connection of EI with behavioral results and justice

perception. Vakola, Tsaousis, and Nikolaou (2004) narrate that

intellectual abilities add to a greater knowledge for implementing

fair procedure in organization. EI is a noteworthy standard

regarding advancement, performance and enlisting of people.

Theoretical Framework and Hypothesis

Figure 1: Theoretical Model

Research Hypothesis The research formulated three hypotheses i.e.

H1: Organizational Justices has significance impact on Employee

Performance.

H2: Organizational Justice has significant impact on Emotional

Intelligence.

H3: There is a mediating role of Emotional Intelligence between the

relationship of Organizational Justice and Employee Performance.

Research Methodology

Methodology adopted for the current study was quantitative and

the data was collected from three public sector organizations of Pakistan.

Out of 400 distributed questionnaires 342 were received fit for analysis.

The data was collected through self-administered survey using simple

random sampling technique from the employees of said three public

sectors organizations i.e. SBP, NADRA and OGDCL. List of the

employee was randomized using a randomization function in MS Excel

by their employers. The study settings were non-contrived and unit of

analysis was the employee working in the said public sector organization

in Pakistan.

The study sample (Uma & Roger, 2003) shown in the table 1.

Table 1: Population Model

Sr. No. Organization ISB RWP Total



A questionnaire with 31 items was used which were structured as

a research instrument. The questionnaire included 20-item related

Organizational Justice (OJ) in which 5 items (Colquitt, 2001) of

Procedural Justice (PJ), 5 items of Distributive Justice (DJ), 10 items of

Interactional and Informative Justice (IJ) (Colquitt, 2001) were used.

Moreover 6 items of Emotional Intelligence (EI) (Mayer, Salovey,

Caruso, & Sitarenios, 2001) and 5 items of Employee Performance (EP)

were used in the questionnaire. The study used 5 point lickert scale

ranging from 1 = Strongly Disagreed to 5 = Strongly Agreed.

Analysis and Results

Descriptive Statistics: Descriptive statistics illustrate demographics of

the respondents mentioned questionnaire information included

organization, gender, age, education, designation, departments and

experience of respondents. Total number responses are 342 out of 400

questionnaires distributed among the employees of the said public sector

organizations.

Table 2: Research Demographics

Demographics Freq Demo Freq Demo Freq

Gender Designation Exp

Male 248 Lower 89 1 - 5 year 104

Female 94 Middle 243 6 - 10 year 113

Top 10 11 - 15 year 60

Age Education 16 -20 year 36

below 25 45 Matric 3 21 - 25 year 26

26-35 99 Intermediate 8 26 – above

year

-

36-45 85 Graduate 309 Not Provided

(NP)

3

46-55 69 Post-

Graduate

20

56 & above 44 M-Phil 2

Reliability: The reliability instrument is measured through Cronbach‟s

alpha and split-half method. The study examines of reliability which

1. SBP 47 65 112

2. NADRA 89 68 157

3. OGDCL 73 - 73

Total 209 133 342



shows the Cronbach‟s alpha ranges from 0.647 to 0.923 with overall total

alpha value are 0.946 as shown in Table 3. The ranges show greater

internal consistency of the construct. The values of Cronbach‟s alpha

were analyzed independently and collectively. Table 3: Reliability Analysis

Correlation: The Correlation analysis is used to measure the

relationship among the variable. The results exhibited the positive

and strong correlation among the selected study variables. Table 4: Pearson Correlation (r)

Pearson Correlation (r)

OJ EI EP

OJ 1 0.782** 0.864**

EI 0.782** 1 0.694**

EP .864** 0.694** 1

The investigation of results demonstrates that OJ correlates

with EI at 0.782 levels, whereas it correlates with EP at 0.864

which shows strong positive correlation. Each variable shows

significance at all levels. Therefore, it can be concluded from the

table 4, that the organizational justice has a positive relationship

with employee performance and emotional intelligence.

Employees‟ perception of fairness in each organizational practice

is effectively confirmed positive relationship. When employee

perception regarding justice is high, greater employee satisfaction

is attained and when the justice perception is low, there will be

greater dissatisfaction.

Regression and Mediation

Emotional Intelligence (EI) acts as a mediator in the model

whereas organizational justice has been placed as independent and

employee performance as dependent variable.

Variables Cronbach’s Alpha No. of Items

Organizational

Justice 0.923 20

Emotional

Intelligence 0.647 6

Employee

Performance 0.820 5

Overall Scale 0.946 31



Fig 1. Regression and Mediation

Equations (1) Y= β +β x1 + e

Y= EP

X= OJ

(2) Y=β + β x1 + e

Y= EI

X= HR

(3) Y= β + β1x1 + β2x2 + e

Y= EP

x1 = OJ

x2= EI

Table 5: Standardized Coefficients

Standardized Coefficients

Model Unstandardized

Coefficients

Standardized

Coefficients

t Sig.

Std. Error Beta

OJ .031 .864 31.646 .000

a. Dependent Variable: EP

Table 6: Model summary of Independent Variable Organizational

Justice

Model R R Square Adjusted R

Square

1 .864a .747 .746


Standardized Coefficients

a (2) Organizational

Justice (OJ)

Employee

Performance

(EP)

Emotional

Intelligence

(EI)

Organizational

Justice (OJ) Employee

Performance

(EP)

a (2)

C (3)

b (3)




Coefficients

Standardized

Coefficients

T Sig.

Std. Error Beta

OJ .031 .782 23.167 .000

a. Dependent Variable: EI


Justice


Square

1 .782a .612 .611



Coefficients

Standardized

Coefficients

t Sig.

Std. Error Beta

EI .048 .694 17.76 .000


Table 10: Model summary of Independent Variable Emotional

Intelligence


Square

1 .694a .481 .480



Coefficients

Standardized

Coefficients

t Sig.

Std. Error Beta

OJ

EI

.050 .320 18.890 .000

.054 .694 17.767 .000



Justice & Emotional Intelligence


Square

1 .889a .847 .846

a*b = 0.782 * 0.694

= 0.54

c-c’ = 0.864 - 0.320

= 0.54

Hence for mediation a*b = c-c’

0.54 =0.54

Therefore partial mediation exists.



Discussion

H1. There is the significant impact of Organization Justice

on Employee Performance.

The path ‘c’ which is equation (1) indicated a positive

correlation exists between Organization Justice (OJ) and Employee

Performance (EP). Beta value i.e. 0.864 means 1 unit increase in

Organization Justice will increase 0.864 units in Employee Performance.

In addition to this the T-value (i.e. t=31.646 > 2) shows that H1 is

accepted and Organization Justice (OJ) has a significant positive impact

on Employee Performance (EP).

H2. There is significant impact of Organization Justice on

Emotional Intelligence.

Likewise path ‘a’ is an equation to verify the impact of

Organization Justice (OJ) on Emotional Intelligence (EI). Beta value of

path ‘a’ is 0.782 thus 1 unit increase Organization Justice (OJ) will

increase 0.782 units of emotional intelligence (EI). Results directed

towards positive association between OJ and EI. T-value = 23.167,

which accepts the hypothesis i.e. H2 with its value > 2.

H3. There is a mediating role of Emotional Intelligence

between the relationship of Organizational Justice and Employee

Performance.

Third hypothesis demonstrated that emotional intelligence (EI)

can be a mediator between organization justice (OJ) and employee

performance (EP) in Pakistani context. Hence OJ and EP are positively

associated with each other. The mediation test was run in which EP was

taken as a dependent variable and path „b‟ and „c‟ were analyzed

together. Beta value on path „b‟ was 0.694 and path c‟ was 0.320 which

indicated that 1 unit increase in Organization Justice (OJ) would increase

0.369 units of Employee Performance (EP) and simultaneously 1 unit

increase in Emotional Intelligence (EI), increases 0.694 unit in employee

performance (EP). T-value of both paths is 31.646 and 17.767 i.e. >2

respectively confirms the hypothesis i.e. H3 for mediation.

a * b = c-c’

Hence both sides are equaled so partial mediation exist

Emotional Intelligence (EI) plays a mediating role between Organization

Justice (OJ) and Employee Performance (EP). Moreover, R2 value

shows the impact of independent variables upon dependent variables i.e.

how much variance an independent variable can bring in depended

variable. R2 value = 0.847 which shows that 85% variation in dependent

variable is explained by independent variable results shows that overall

model is statistically significant.



Conclusion

The current study was led to investigate the relationship of

Organizational Justices with Employee Performance with the mediating

role of emotional intelligence between them. For this reason, three public

sector organizations were chosen in the study. The consistency among

study variables is acceptable and the regression analysis shows partial

mediation exists among all variables. The Pearson Correlation test

demonstrated positive correlation between Organizational Justice (i.e.

Distributive, Interactional and Procedural justice) and employee

performance following the rout of emotional intelligence in the selected

public sector organizations of Pakistan. All three hypothesis have been

accepted which show significant impact of Organizational Justice (OJ)

and Employee Performance (EP) through the mediation of Emotional

Intelligence. In order to improve the performance of the employees,

organizations need to identify negative behaviors regarding unequal

distribution of resources/assets, discrimination or bias information

provision that should be eliminated to increase productivity. Descriptive

statistics indicated that the majority of employees ensured positive

perceptions regarding organizational justice in their respective

organizations and indicated greater satisfaction toward perceived fairness

in procedures, provision of rewards and interactions with their managers.

The study results designate that Organizational Justice (OJ) is

positively associated with Employee Performance (EP) in Pakistani

context which is also supported by the literature as Greenberg (1987)

investigated that relationship between Organizational Justices (OJ) and

Employee Performance (EP) exists. Moreover he also stated that fair

actions, impartial feedback (information) and equal distribution of assets

towards employees by the supervisors can influence their performance.

According to Shan, Ishaq, and Shaheen (2015), employee needs and

outcomes may vary thus need equitable treatment which will result in

varying performance. The perceived fairness can influence individuals‟

behaviors, and approaches. Studies i.e. Russell Cropanzano et al., (2001)

also confirmed the perceived fairness can influence behaviors, manner

and attitudes of employees in the organization. The study also revealed

that there is a strong connection between employee emotional

intelligence and performance (Campion et al., 1996; Goleman &

Cherniss, 2001)

Recommendation, Limitations and Future Direction

The study findings conclude that Organizational Justice (OJ)

factors positively affect employee performance in the selected public-

sector organizations (i.e. State Bank of Pakistan (SBP), NADRA and



OGDCL) of Pakistan and fairness perception among employees can be

enhanced through intellectual attitude in organization which leads to the

enhanced employee performance. Keeping in view the study results, the

said organizations should be more focused on improving emotional

intellectual capabilities of their employees, should acknowledge the

contribution and efforts of their employees and should provide equal

opportunities to all the employees irrespective of any discrimination or

biasness,

Future directions may cater for the comparative analysis of

public and private sector organizations considering larger sample size.

Moreover other dimensions of Organizational Justice (OJ) and Emotional

Intelligence (EI) can also be incorporated in future research. Future

research may have additional reasons to clarify the demographic group

variations in the study.



References: Adams, J. S. (1965). Inequity in social exchange. Advances in experimental

social psychology, 2, 267-299.

Adetula, G. A. (2016). Emotional, social, and cognitive intelligence as

predictors of job performance among law enforcement agency

personnel. Journal of Applied Security Research, 11(2), 149-165.

Al‐Hamdan, Z., Oweidat, I. A., Al‐Faouri, I., & Codier, E. (2017). Correlating

Emotional intelligence and job performance among jordanian

hospitals’ registered nurses. Paper presented at the Nursing forum.

Alsalem, M., & Alhaiani, A. (2007). Relationship between organizational justice

and employees performance. Aledari, 108, 97-110.

Altındağ, E., & Kösedağı, Y. (2015). The relationship between emotional

intelligence of managers, innovative corporate culture and employee

performance. Procedia-Social and Behavioral Sciences, 210, 270-282.

Aryee, S., Chen, Z. X., & Budhwar, P. S. (2004). Exchange fairness and

employee performance: An examination of the relationship between

organizational politics and procedural justice. Organizational behavior

and human decision processes, 94(1), 1-14.

Bies, R., & Moag, R. (1986). Interactional justice: Communication criteria of

fairness in: RJ Lewicki, BH Sheppard, MH Bazerman (eds.) Research

on negotiations in organizations (pp. 43-55): Greenwich: 1JAI Press.

Campion, M. A., Papper, E. M., & Medsker, G. J. (1996). Relations between

work team characteristics and effectiveness: A replication and

extension. Personnel Psychology, 49(2), 429-452.

Champathes, M. R. (2006). Coaching for performance improvement: the

“COACH” model. Development and Learning in Organizations: An

International Journal, 20(2), 17-18.

Cho, Y. J. (2017). Organizational justice and complaints in the US federal

workplace. International Review of Public Administration, 22(2), 172-

192.

Cohen-Charash, Y., & Spector, P. E. (2001). The role of justice in organizations:

A meta-analysis. Organizational behavior and human decision

processes, 86(2), 278-321.

Colquitt, J. A. (2001). On the dimensionality of organizational justice: a

construct validation of a measure. Journal of applied psychology,

86(3), 386.

Colquitt, J. A., Conlon, D. E., Wesson, M. J., Porter, C. O., & Ng, K. Y. (2001).

Justice at the millennium: a meta-analytic review of 25 years of

organizational justice research: American Psychological Association.

Cropanzano, R., Byrne, Z. S., Bobocel, D. R., & Rupp, D. E. (2001). Moral

virtues, fairness heuristics, social entities, and other denizens of

organizational justice. Journal of Vocational Behavior, 58(2), 164-209.

Daft, R. L. (2001). Essentials of organization theory and design: South Western

Educational Publishing.

Demers, E. A., & Wang, C. (2010). The impact of CEO career concerns on

accruals based and real earnings management.



Dusterhoff, C., Cunningham, J. B., & MacGregor, J. N. (2014). The effects of

performance rating, leader–member exchange, perceived utility, and

organizational justice on performance appraisal satisfaction: Applying a

moral judgment perspective. Journal of Business Ethics, 119(2), 265-

273.

Emmerling, R., & Goleman, D. (2003). Emotional Intelligence: Issues and

Common Misunderstandings. Issues in Emotional Intelligence,[On-line

serial], 1 (1).

Ensher, E. A., Grant-Vallone, E. J., & Donaldson, S. I. (2001). Effects of

perceived discrimation on job satisfaction, organizational commitment,

organizational citizenship behavior, and grievances. Human Resource

Development Quarterly, 12(1), 53.

Folger, R., & Konovsky, M. A. (1989). Effects of procedural and distributive

justice on reactions to pay raise decisions. Academy of Management

journal, 32(1), 115-130.

Goleman, D., & Cherniss, C. (2001). The emotionally intelligent workplace:

How to select for, measure, and improve emotional intelligence in

individuals, groups, and organizations: Jossey-Bass.

Greenberg, J. (1987). A taxonomy of organizational justice theories. Academy of

management review, 12(1), 9-22.

Greenberg, J., & Bies, R. J. (1992). Establishing the role of empirical studies of

organizational justice in philosophical inquiries into business ethics.

Journal of Business Ethics, 11(5), 433-444.

Hannam, K., & Narayan, A. (2015). Intrinsic motivation, organizational justice,

and creativity. Creativity Research Journal, 27(2), 214-224.

Hoffman, K. D., & Kelley, S. W. (2000). Perceived justice needs and recovery

evaluation: a contingency approach. European Journal of Marketing,

34(3/4), 418-433.

Huang, L., & Huang, W. (2016). Interactional justice and employee silence: The

roles of procedural justice and affect. Social Behavior and Personality:

an international journal, 44(5), 837-852.

Kahn, W. A. (1990). Psychological conditions of personal engagement and

disengagement at work. Academy of Management journal, 33(4), 692-

724.

Karim, J. (2011). Emotional intelligence, leader-member exchange,

organizational justice, and outcome variables: A conceptual model.

International Journal of Leadership Studies, 6(3), 390-411.

Leventhal, G. S. (1976). Fairness in social relationships: General Learning

Press Morristown, NJ.

Leventhal, G. S. (1980). What should be done with equity theory? Social

exchange (pp. 27-55): Springer.

Marzucco, L., Marique, G., Stinglhamber, F., De Roeck, K., & Hansez, I.

(2014). Justice and employee attitudes during organizational change:

The mediating role of overall justice. Revue Européenne de

Psychologie Appliquée/European Review of Applied Psychology, 64(6),

289-298.



Mathew, M., & Gupta, K. (2015). Transformational leadership: Emotional

intelligence. SCMS Journal of Indian Management, 12(2), 75.

Mayer, J. D., & Geher, G. (1996). Emotional intelligence and the identification

of emotion. Intelligence, 22(2), 89-113.

Mayer, J. D., & Salovey, P. (1993). The intelligence of emotional intelligence.

Intelligence, 17(4), 433-442.

Mayer, J. D., Salovey, P., Caruso, D. R., & Sitarenios, G. (2001). Emotional

intelligence as a standard intelligence.

McDowall, A., & Fletcher, C. (2004). Employee development: an organizational

justice perspective. Personnel review, 33(1), 8-29.

McFarlin, D. B., & Sweeney, P. D. (1992). Distributive and procedural justice as

predictors of satisfaction with personal and organizational outcomes.

Academy of Management journal, 35(3), 626-637.

Meisler, G., & Vigoda-Gadot, E. (2014). Perceived organizational politics,

emotional intelligence and work outcomes: empirical exploration of

direct and indirect effects. Personnel review, 43(1), 116-135.

Moorman, R. H. (1991). Relationship between organizational justice and

organizational citizenship behaviors: Do fairness perceptions influence

employee citizenship? Journal of applied psychology, 76(6), 845.

Mowday, R. T., & Colwell, K. A. (2003). Employee reactions to unfair

outcomes in the workplace: The contributions of Adams‟ equity theory

to understanding work motivation. Motivation and work behavior, 7,

65-82.

Ohana, M. (2014). A multilevel study of the relationship between organizational

justice and affective commitment: The moderating role of

organizational size and tenure. Personnel review, 43(5), 654-671.

Ohana, M., & Meyer, M. (2016). Distributive justice and affective commitment

in nonprofit organizations: Which referent matters? Employee

Relations, 38(6), 841-858.

Poole, W. L. (2007). Organizational justice as a framework for understanding

union-management relations in education. Canadian Journal of

Education, 30(3), 725.

Pradhan, R. K., Jena, L. K., & Bhattacharya, P. (2016). Impact of psychological

capital on organizational citizenship behavior: Moderating role of

emotional intelligence. Cogent Business & Management, 3(1),

1194174.

Price, J. L., & Mueller, C. W. (1986). Distributive justice. Handbook of

organizational measurement, 122-127.

Proost, K., Verboon, P., & Van Ruysseveldt, J. (2015). Organizational justice as

buffer against stressful job demands. Journal of Managerial

Psychology, 30(4), 487-499.

Quebbeman, A. J., & Rozell, E. J. (2002). Emotional intelligence and

dispositional affectivity as moderators of workplace aggression: The

impact on behavior choice. Human Resource Management Review,

12(1), 125-143.



Salovey, P., & Mayer, J. D. (1990). Emotional intelligence. Imagination,

cognition and personality, 9(3), 185-211.

Salovey, P., Mayer, J. D., Goldman, S. L., Turvey, C., & Palfai, T. P. (1995).

Emotional attention, clarity, and repair: Exploring emotional

intelligence using the Trait Meta-Mood Scale.

Schneider, B., White, S. S., & Paul, M. C. (1998). Linking service climate and

customer perceptions of service quality: Tests of a causal model.

Journal of applied psychology, 83(2), 150.

Schutte, N. S., Malouff, J. M., Hall, L. E., Haggerty, D. J., Cooper, J. T.,

Golden, C. J., & Dornheim, L. (1998). Development and validation of a

measure of emotional intelligence. Personality and individual

differences, 25(2), 167-177.

Sert, A., Elci, M., Uslu, T., & Şener, İ. (2014). The effects of organizational

justice and ethical climate on perceived work related stress. Procedia-

Social and Behavioral Sciences, 150, 1187-1198.

Shan, S., Ishaq, H. M., & Shaheen, M. A. (2015). Impact of organizational

justice on job performance in libraries: mediating role of leader-

member exchange relationship. Library Management, 36(1/2), 70-85.

Shapiro, S. A. (1994). Keeping the Baby and Throwing out the Bathwater:

Justice Breyer's Critique of Regulation Symposium: Justice Breyer's

Contribution to Administrative Law.

Sony, M., & Mekoth, N. (2016). The relationship between emotional

intelligence, frontline employee adaptability, job satisfaction and job

performance. Journal of Retailing and Consumer Services, 30, 20-32.

Sternberg, R. J., & Detterman, D. K. (1986). What is intelligence?:

Contemporary viewpoints on its nature and definition: Praeger Pub

Text.

Terman, L. M. (1921). Intelligence and its measurement: A symposium--II.

Journal of Educational Psychology, 12(3), 127.

Thibaut, J. W., & Walker, L. (1975). Procedural justice: A psychological

analysis: L. Erlbaum Associates.

Uma, S., & Roger, B. (2003). Research methods for business: A skill building

approach. book.

Vakola, M., Tsaousis, I., & Nikolaou, I. (2004). The role of emotional

intelligence and personality variables on attitudes toward organisational

change. Journal of managerial psychology, 19(2), 88-110.

Van den Bos, K. (2001). Uncertainty management: the influence of uncertainty

salience on reactions to perceived procedural fairness. Journal of

personality and social psychology, 80(6), 931.

Van Dijke, M., De Cremer, D., Brebels, L., & Van Quaquebeke, N. (2015).

Willing and able: Action-state orientation and the relation between

procedural justice and employee cooperation. Journal of Management,

41(7), 1982-2003.

Walumbwa, F. O., Cropanzano, R., & Hartnell, C. A. (2009). Organizational

justice, voluntary learning behavior, and job performance: A test of the



mediating effects of identification and leader‐member exchange.

Journal of Organizational Behavior, 30(8), 1103-1126.

Wang, H.-j., Lu, C.-q., & Siu, O.-l. (2015). Job insecurity and job performance:

The moderating role of organizational justice and the mediating role of

work engagement. Journal of applied psychology, 100(4), 1249.

Wechsler, D. (1940). THE MEASUREMENT OF ADULT INTELLIGENCE.

The Journal of Nervous and Mental Disease, 91(4), 548.

Wechsler, D. (1997). WAIS-III: Wechsler adult intelligence scale: Psychological

Corporation.

Williams, L. J., & Anderson, S. E. (1991). Job satisfaction and organizational

commitment as predictors of organizational citizenship and in-role

behaviors. Journal of management, 17(3), 601-617.

Williams, W. M., & Sternberg, R. J. (1988). Group intelligence: why some

groups are better than others. Intelligence, 12(4), 351-377.

Yaghoubi, M., Saghaian Nejad, S., Abolghasem Gorji, H., Norozi, M., &

Rezaie, F. (2009). Organizational Justice, Job Satisfaction and

Organizational Commitment in the Hospital Staffs Medical University

of Isfahan (MUI). Journal of Health Administration, 12(35), 25-32.

Yılmaz, K., & Taşdan, M. (2009). Organizational citizenship and organizational

justice in Turkish primary schools. Journal of Educational

Administration, 47(1), 108-126.

Documents

Impact of Organizational Justice on Employee Performance ... · exploration company of Pakistan. OGDCL was incorporated under the Ordinance dated 20th September 1961. In 2013, its