Browsing by Subject "Organisational justice"

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    Organisational justice and workplace social support as predictors of employee wellbeing: A case of high-income workers in South Africa
    (2022) Viljoen, Lana; Meyer, Ines
    Amongst the 17 Sustainable Development Goals as proposed by the United Nations, the study was concerned with promoting decent work (Sustainable Development Goal 8) and wellbeing (Sustainable Development Goal 3) amongst high-income workers. In line with what constitutes decent work, the study aimed to determine to what extent organisational justice (comprising distributive, procedural, interpersonal, and informational justice) and workplace social support (comprising perceived organisational support, perceived supervisory support, and perceived co-worker support) predicted employee wellbeing amongst high-income workers. The results provided insight into the multidimensionality of wellbeing and revealed two types of wellbeing present in the study, namely work-related wellbeing and interpersonal wellbeing. The study adopted a correlational research design, assisted by survey research, where an online survey was distributed via LinkedIn and WhatsApp to collect data from high-income workers (N = 120). The regression results indicated that all types of organisational justice and workplace social support predicted the two types of wellbeing. In addition, mediation analyses indicated that supervisory support strengthened the relationship between interactional justice (i.e., interpersonal and informational justice) and employee wellbeing (i.e., work-related and interpersonal wellbeing). The study thus highlighted the importance of supervisory support in achieving interpersonal and informational justice and proposed training aimed at interpersonal skills for supervisors to aid in the management of employee wellbeing. In addition, the study highlighted how COVID-19 had disintegrated the workplace as many organisations required their employees to work remotely. The study thus proposed that organisations should seek ways for employees to interact with one another in a virtual working environment. Therefore, as organisations maintain decent working conditions by implementing fairness and support in the workplace, they contribute to the management of employee wellbeing.
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    The relationship between organisational justice perceptions, organisational trust and willingness to engage in protest action for higher wages among low-income employees in South Africa
    (2020) Mbolela, Aura Yombo; Meyer, Ines
    While common in South Africa, workplace protest actions frequently lead to losses on both sides: productivity losses for organisations and loss of income for protesting employees. It is therefore important to investigate which factors may contribute to low-income workers' decision to protest for higher wages. Based on the theoretical integration of social exchange theory and fairness heuristic theory it was argued that fairer treatment (organisational justice) decreases workers' willingness to engage in protest actions through its positive influence on organisational trust. The researcher examined employees' perceptions of fairness shown by their employer, supervisor and co-workers. A descriptive, cross-sectional research design was employed to test this assumption. Data was collected from low-income employees working in South African factories and retail stores who completed a self-report survey (N = 147). The results of a regression analysis confirmed that employees' perceptions of organisational justice predicted their willingness to engage in protest actions for higher wages when gender and previous involvement in protest actions were kept constant. Perceptions of interpersonal justice as shown by the supervisor was the unique predictor of willingness to engage in protest action, indicating that the decision to protest is not primarily driven by monetary concerns (distributive justice) but rather by how low-income workers feel treated in the workplace. Mediation analysis results revealed that the relationship between organisational justice and willingness to engage in protest action is not through mutual trust. Taken together, this research demonstrated that there is a need for organisations to invest in fairness in the workplace. Most specifically, organisations could focus on training supervisors to treat employees with respect and dignity as it could contribute to employees' decision to refrain from protesting at work.