Premium
The Effect of Organizational Justice on Contextual Performance, Counterproductive Work Behaviors, and Task Performance: Investigating the moderating role of ability‐based emotional intelligence
Author(s) -
Devonish Dwayne,
Greenidge Dion
Publication year - 2010
Publication title -
international journal of selection and assessment
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.812
H-Index - 61
eISSN - 1468-2389
pISSN - 0965-075X
DOI - 10.1111/j.1468-2389.2010.00490.x
Subject(s) - psychology , social psychology , interactional justice , procedural justice , organizational justice , distributive justice , task (project management) , economic justice , counterproductive work behavior , job performance , performance appraisal , emotional intelligence , applied psychology , organizational commitment , job satisfaction , organizational citizenship behavior , neoclassical economics , management , neuroscience , economics , perception
This study tested the direct effects of three dimensions of organizational justice – distributive justice, procedural justice, and interactional justice – on contextual performance, counterproductive work behaviors, and task performance. The study also examined the moderating effects of an ability measure of emotional intelligence (EI) on the justice–performance relationship. Based on the data from 211 employees across nine organizations from the private and public sectors in a developing country in the Caribbean, the results revealed that all three justice dimensions had significant effects on task performance, contextual performance, and counterproductive work behaviors in the expected direction. Composite EI and its four subdimensions (appraisal and expression of emotion in the self, appraisal and recognition of emotion in others, regulation of emotion, and use of emotion) moderated the relationship between procedural justice and contextual performance, but failed to moderate other justice–performance relationships.