Psychological Ownership of Employees as a Mediator in the Justice - Affective Commitment Relationship

Numerous scholars have accumulated evidence on the positive effects that employees’ organizational justice perceptions exert on work-related outcomes such as affective commitment. However, research still lacks understanding of the underlying mechanisms connecting the two constructs. In this article we aim to narrow this gap by examining the concept of psychological ownership as a possible mediator between organizational justice perceptions and affective commitment. Investigating a sample of 619 employees, we find distributive justice to be positively related to psychological ownership, and observe psychological ownership as a full mediator of the distributive justice and affective commitment relationship. These insights offer a new explanation in understanding the justice-commitment connection, contributing to both organizational justice and psychological ownership literature and opening up ways for promising future research.

Satisfaction of the automotive fleet fuel demand and its impact on the oil refining industry. Final report.

National Highway Traffic Safety Administration, Office of Research and Development, Washington, D.C.

Reorganization plan no. 19 of 1950 : transfer of employees' compensation functions from Federal Security Agency to Department of Labor : report.

Also in Congressional serial volume 11368.

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"April 1950."

Leadership style and employee morale; a research study of the effect of leadership style of foremen on the morale of employees.

At head of title: Public and Employee Relations Research Service.

Revision of certain labor laws contained in chapters 1, 2, and 3 of title 40 of the Code of Virginia [relating to the Department of Labor and Industry, employment agencies, and the protection of employees] Report to the Governor and the General Assembly of Virginia.

Mode of access: Internet.

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Mode of access: Internet.

Compensation for employees in certain maritime employments. Hearings, Sixty-ninth Congress, first session, on S.3170; a bill to provide compensation for employees injured and dependents of employees killed in certain maritime employments, and providing for administration by the United States Employees' Compensation Commission

Hearings held March 16 and April 2, 1926

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Augustine Lonergan, chairman of subcommittee.

Cultures within culture: Unity and diversity of two generations of employees in state-owned enterprises

This study adopts integration and differentiation perspectives to examine why unity and diversity of organizational cultures emerged as a function of economic reform, and how subcultural differences were reflected in employees' perceptions of cultural practices. Data were gathered from in-depth interviews and a large-scale survey in two large, state-owned enterprises in north-east China. Results indicated that, although all employees were oriented towards a common set of cultural themes, the two generations of employees did not exemplify the themes in the same way. Specifically, unity was illustrated by employees' desire to maintain Harmony and to reduce Inequality. Diversity was revealed by first-generation employees' higher ratings on Loyalty, Security and even Bureaucracy. The findings are discussed in the light of traditional Chinese cultural values, political ideology and the social context. Implications are drawn for organizational cultural theory and research.