ORGANIZATIONAL JUSTICE AND JOB SATISFACTION: THE MEDIATING
ROLE OF TRUST IN SUPERVISOR
A research thesis submitted to the Department of Management Sciences,
Mohammad Ali Jinnah University, Islamabad
in partial fulfillment of the requireme
My Dearest Parents and All Those who have bestowed prudence
to My Life
Copyright 2011 by RIZWAN SALEEM
All rights reserved. No part of the material protected by this copyright notice may be
reproduced or utilized in any form or any means, ele
This is to certify that Ms. Rizwan Saleem has incorporate all observations, suggestions
and comments made by the external evaluators as well as internal examiners and the
thesis supervisor. The title of this thesis is: ORGANIZATIONAL JUSTICE A
Organizational justice and job satisfaction: the mediating
role of trust in supervisor
This study aimed at investigating the prevalence of the four facets of Organizational
justice, namely Distributive justice (DJ), Procedural justice (PJ), Inter
1. To study whether the four facets of organizational justice (distributive justice,
procedural justice, interactional justice and informational justice) prevail in the
public and private sectors organizations in Islamabad/Rawalpindi job market.
2. To fin
This chapter consists of four sections. The first section introduces the concept of
Organizational justice and its four dimensions, also explains its relationship with
employees job satisfaction. The second section explains the them
Wong et al. (2002) had examined the factors that affect joint venture and loyalty to
supervisor in the Peoples Republic of China. Two models were developed to test the
model. The direct model suggested that there was a straight consequence of employees
Greenberg, J., & Lind, E.A. (2000), The pursuit of organizational justice from
conceptualization to implication to application. In C.L. Cooper And E.A. Locke
(Eds.), I/O Psychology: what we know about theory and practice (PP 72-105).
Goris, R. J.; Vaught,
Pillai, R., Schriesheim, C.A., William, E.S., (1999), Fairness Perceptions and Trust as
Mediators for Transformational and Transactional Leadership: a Two-Sample Study,
Journal of Management, vol. 25, no. 6, p. 897-933.
Paterson, Janice M.; Green, Andrea;
Your supervisor has been open in his/her communications with you
Your supervisor has explained the procedures thoroughly
Your supervisor explanations regarding the procedures are reasonable
Your supervisor has communicated details in a timely
MS Research - Questionnaire
I am MS scholar at M.A.J.U Islamabad, wishing to conduct research on Impact of organizational justice and politics on job
satisfaction. In this regard, I have prepared the following questionnaire, an
HOW TO DELEGATE & SAVE
Gregory P. Smith
Effective delegation is probably one of the top 3 business skills needed today.
This is an important tool some managers hesitate to use. This may result from
inexperience with delegation particularly f
Occupational Health and Safety Induction Checklist *
Induction of new staff Explanatory notes for Occupational Health & Safety
The supervisor is responsible for induction of new staff a
DELEGATION checklist assessment
This checklist is designed to help you assess how well you delegate.
Thinking about the last time you delegated a task, did you:
Plan your delegation?
Delegate according to the persons ability and skill level?
Task + Responsibility
Questions to stimulate delegation
W ho can do the job instead of me?
W ho can do the job better than me?
W ho can do the job at less
Delegation - Getting the help you need,
when you need it
There is a limit to the amount of work that you can do on your own. There is only so
much value that you can deliver to your organization without the help of other people.
If you are s
Partnering for a Better Future
Duty of Care
The OHS Act 2000 is based on the principle of Duty of Care. In its simplest terms,
Duty of Care mea
The purpose of the Job Analysis Questionnaire (JAQ) is to gather information on the functions,
performance expectations, and minimum educational and experience requirements for the position.
Human Resources will able to us
Colquitt, J. A. (2001), On the dimensionality of organizational justice: a construct
validation of a measure. Journal of Applied Psychology, 86 (3): 386-400.
Colquitt, J.A., Conlon, D. O., Ng, K. Y., Wesson, M. J., & Porter, C. O. L. H.
( 2001).Justice at
5.4 Implication for future studies
There have been a lot of studies conducted on topics like job satisfaction and
organizational justice. However, the main contribution of this study in the literatur e is
that this is the first empirical analysis which ex
Literature Review and Theoretical Model
This chapter consists of five main sections. The first section deals with literatures which
provide introductory material on organizational justice, including its definition, evolution
and theoretical back
are accurate, consistent, unbiased, correctable, and open to employee input. The third
component is interpersonal justice (Greenberg, 1990), a concept referencing the sincerity
and respectfulness of authority communication. This is gauged by judging wheth
to organizational citizenship behavior (OCB) and organizational justice had a strong
effect on job satisfaction as well as on organizational citizenship behavior.
Sohail and Nuhu (2010) examined the effect of organizational justice on employees' job
management, and intention to leave to examine gender affect these relationships. Results
showed that three types of organizational justice; distributive procedural and interactional
justice was positively related to job satisfaction, trust in supervisor a