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Organisational Justice and Police Job Involvement in Haryana, India
Author(s) -
QURESHI HANIF,
LAMBERT ERIC G.,
FRANK JAMES
Publication year - 2020
Publication title -
the howard journal of crime and justice
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.462
H-Index - 7
eISSN - 2059-1101
pISSN - 2059-1098
DOI - 10.1111/hojo.12384
Subject(s) - distributive justice , procedural justice , job satisfaction , economic justice , ordinary least squares , interactional justice , social psychology , psychology , affect (linguistics) , organizational justice , perception , job performance , applied psychology , political science , organizational commitment , mathematics , law , statistics , communication , neuroscience
Abstract High job involvement has been shown to result in many favourable outcomes, including higher job satisfaction, increased work performance, and improved life satisfaction. Organisational justice, which includes the concepts of distributive and procedural justice, refers to the perception that the employing organisation treats employees in a fair and just manner. This study used survey data from 827 police officers from the Indian state of Haryana to explore how distributive and procedural justice affect job involvement. Ordinary least squares (OLS) regression analysis indicated that both components of procedural justice (promotions and evaluations) were positively related to, and significant predictors of, job involvement; however, distributive justice did not have a significant effect in the multivariate analysis. We examine the policy implications of these findings towards achieving the ends of improved organisational performance.