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Organizational democracy and employee outcomes: The mediating role of organizational justice
Author(s) -
Ahmed Kaleem,
Adeel Ahmad,
Ali Rizwan,
Rehman Ramiz Ur
Publication year - 2019
Publication title -
business strategy and development
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.488
H-Index - 7
ISSN - 2572-3170
DOI - 10.1002/bsd2.55
Subject(s) - organizational citizenship behavior , organizational justice , democracy , organizational commitment , public relations , empowerment , economic justice , organizational behavior and human resources , empirical evidence , empirical research , psychology , political science , social psychology , politics , law , epistemology , philosophy
In the last two decades, scholars have proposed that implementing democratic practices and ideas in organizations results in significant improvements in employees' attitude and behavior. Using two widely advocated and debated dimensions of organizational democracy (empowerment and communication), the present study provides empirical evidence of this mentioned relationship between organizational democracy and employee outcomes (commitment, citizenship behavior, and turnover intentions) under mediating role of organizational justice. Based on the data of 262 employees working in fan manufacturing companies, structural equation modeling was employed to estimate the results. Results suggest that bringing democratization at workplace enhance employee commitment and citizenship behavior and reduce intentions to leave the organization. Furthermore, the study also supports organizational justice as a mediator, suggesting that the relationship between organizational democracy and employee outcomes becomes more strengthened once justice is introduced. The study provides empirical evidence to ideas and prepositions of many organizational democracy researchers working for decades.