ORGANIZATIONAL JUSTICE AND EMPLOYEE CONTEXTUAL PERFORMANCE: THE MODERATING EFFECT OF ORGANIZATIONAL RESPECT

Abstract

The study investigates the moderating effect of organizational respect on the association between organization justice perceptions and contextual performance. Researchers have hypothesized that organizational respect moderates the association between organizational justice (distributive, procedural, interactional) and contextual performance. In a randomized sample of 385 nurses, dispensers and doctors to whom the self-administrated questionnaires were distributed, it was established that organizational justice predicts contextual performance very well. Multiple moderation regression (MMR) results also reveal that organizational respect moderates the association between organizational justice and contextual performance. The results from the existing study, offer some valuable practical implications at organizational level. Managers can boost up employees performance by promoting organizational respect and focusing on their fair interaction with subordinates and group members. Our major limitation is that workers rate themselves about their contextual performance. There is a tendency that in self-appraisal workers rate themselves high. Inspite of the limitations are there, yet this study is novel and unique as organizational respect was tested for its moderating effect in the health sector of Pakistan.