title: Justice, leader-member exchange, and job performance: are their relationships mediated by organizational culture?
abstract: 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.
authors.affiliation: School of Behavioral Sciences Netanya University College, Kiryat Yiyzkak Rabin, Israel. atziner@netanya.ac.il
authors.forename: Aharon
authors.initials: A
authors.lastname: Tziner
authors.forename: Tamar
authors.initials: T
authors.lastname: Shultz
authors.forename: Tom
authors.initials: T
authors.lastname: Fisher
mesh_terms: 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