Justice, leader-member exchange, and job performance: are their relationships mediated by organizational culture?
The hypothesis that organizational justice is linked to leader-member exchange, which in turn affects job performance, was examined. It was predicted that two dimensions of organizational culture, employee supportiveness and attention to detail, would affect both leader-member exchange and organizational justice. Results from a sample of 75 employees of a public service organization found solid support for the predicted model. Contrary to expectations, however, the two aspects of organizational culture were found to play a mediating role: they were affected by organizational justice and in turn affected leader-member exchange. The theoretical implications of the results are discussed.
Tziner
Aharon
A
School of Behavioral Sciences Netanya University College, Kiryat Yiyzkak Rabin, Israel. atziner@netanya.ac.il
Shultz
Tamar
T
Fisher
Tom
T
D000328:Adult; D001290:Attitude; D004650:Employee Performance Appraisal; D004651:Employment; D005260:Female; D006801:Humans; D007857:Leadership; D008297:Male; D015279:Organizational Culture; D012935:Social Justice; D011795:Surveys and Questionnaires