The dimensionality of self-rated employee performance : an integrated view

This study addresses the debate in the literature regarding the dimensionality of the job performance construct. The sample comprised 647 public servants from a state-based law enforcement organisation. Exploratory and confirmatory factor analyses delineate a four:factor structure, consisting of in-role behaviour, organisational citizenship behaviour directed towards (1) individuals or (2) the organisation, and a distinct latent variable deemed counter-productive work behaviour (CWB). The pattern of correlations among the four performance dimensions and between the performance dimensions and attitudes support the construct and discriminant validity of the four performance dimensions. Further, the .findings propose that CWB is a core, not discretionary, dimension of performance.

A step toward a common measure of organizational fairness

The paper examines dimensions of organizational justice construct in a public sector context, utilizing an organizational justice measure developed and validated by Colquitt (2001). The present study substantiates the existing claims about the independence of interactional justice and the division of interactional justice into interpersonal and informational justice. The present investigation also contributes to the justice literature by providing evidence of a new factor, which is called procedural voice justice to reflect the possible association with the concept of voice effect. Although voice has been examined extensively in the justice research as an antecedent of procedural justice, little is known about if and how voice might integrate into procedural justice construct. The study proposes that future justice research further investigate dimensionality of organisational justice and aspire to developing a common measure of the justice construct.

Promoting health at work : the relevance of organizational justice

Research focusing on the relationship between organizational justice and health suggests that perceptions of fairness can make significant contributions to employee wellbeing. However studies examining the justice health relationship are only just emerging and there are several areas where further research is required, in particular, the uniqueness of the contributions made by justice and the extent to which the health effects can be explained by linear, non-linear and/or interactional models. The primary aim of the current study was to determine the main, curvilinear and interactive effects of job characteristics and organizational justice perceptions on psychological wellbeing and job satisfaction. Job characteristics were measured using the Demand-Control Support (DCS) model (Karasek & Theorell, 1990), while Colquitt's (2001) four justice dimensions (distributive, procedural, interpersonal and informational) were used to assess organizational justice. Hierarchical regression analyses found that in relation to psychological wellbeing, perceptions of justice did not add to the explanatory power of the DCS model. In contrast, organizational justice did account for unique variance in job satisfaction, the second measure of employee wellbeing. The results supported direct linear relationships between the psychosocial working conditions and the outcome measures. The implications of the results of this study, especially in terms of how working conditions should be managed in order to promote health, are discussed. Notably, the findings from the current study indicate that in addition to traditional job stressors, health promotion strategies should focus on perceptions of organizational justice and their relationships with health.

Predicting in-role and extra-role performance by gender

Men and women are said to perceive justice differently, with women proposed to be more concerned with relational issues and men focused more on material issues. In this study, the potential for differential effects of justice on performance by gender was analyzed across the four contemporary types of justice. Respondents were 265 male and 113 female occupationally diverse employees in a single organization. The results show significant differences in how men and women respond to the four justice types with only one - informational justice - acting similarly by gender. Women were more interested in maintaining social harmony than men. The results appear to strongly support the use of the justice judgment model over the group-value model as a means of explaining the gender differences. Implications for management include the importance of informational justice both generally and within the performance appraisal process

Critical pre-implementation elements in engendering change for sustainability in SMEs : insights from SME sustainability leaders

Despite the increased awareness surrounding sustainability issues and growing pressure on businesses to adopt sustainable business practices, there is little understanding of management processes and practices necessary for SMEs to implement environmental sustainable (ES) practices. Through qualitative in-depth interviews, this paper draws on the experiences and perspectives from twelve SME sustainability leaders to present answers to the 'what' and 'why' of critical pre-implementation elements in engendering change for sustainability within the SME context. The research questions examined in this study are: In the views of SME sustainability leaders: what pre-implementation elements are important in setting the foundations of ES success in SMEs; what are the most important elements in the decision to introduce and encourage improved ES practices; and how do SME sustainability leaders plan for ES change in their firms. We also examine how the pre-implementation elements identified in this study, fit with the steps of one of the most well-known sustainability change management frameworks by Dunphy et al (2003). The results show that elements playing a role in setting the foundations for ES success in participating firms include: the SME leader challenging the status quo, gathering of initial information; clarifying the internal know-how about ES, identifying who the ES leader(s) is, and what the associated roles are; creating a theme of environmental sustainability in the firm (what sustainability means to the firm); and the personal mindset of leaders regarding ES. In addition, it was evident from the interview data that apart from providing valuable data regarding what must change and why, the drivers and benefits of ES provide a strong rationale and motivation to the rest of the organisation why sustainability is important to the organisation. Furthermore, it is evident from the interview data that the most used strategic approach to planning by SME sustainability leaders, is a deliberate approach even though the emergent approach to planning has also featured in some SMEs. Furthermore, the CEOs are the main players in the strategic process, with the majority involving staff in planning for ES. The results also indicate that in matching the pre-implementation elements to Dunphy et al‘s (2003) sustainability change management steps, the execution of two of their steps may need adjustment to be fully applicable to SMEs. Several practical implications for other SMEs are outlined. In conclusion, the framework outlined in this paper provides an example of a critically reflective approach to a specific phase of the environmental sustainability puzzle in SMEs.