Moderating Effect of Organizational Justice on the Relationship between Perceived Organizational Support and Organizational Commitment in Japan

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(1)leave one line here (press Enter). Moderating Effect of Organizational Justice on the Relationship between Perceived Organizational Support and Organizational Commitment in Japan. by Shinobu Manda. A Thesis Submitted to the Graduate Faculty in Partial Fulfillment of the Requirements for the Degree of MASTER OF BUSINESS ADMINISTRATION Major: International Human Resource Development * two line between the above and the following. Advisor: Chih-Chien Steven Lai, Ph.D.. National Taiwan Normal University Taipei, Taiwan August, 2020. I.

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(3) AKNOWLEDGEMENT Since I have many people to express my appreciations, this part is not enough to cover all my messages. Firstly, I have no words to thank my advisor, Dr. Chih-Chien Steven Lai. Without Dr. Lai’s guidance and warm support, I would never achieve to finish my research. I also would like to thank Dr. Lu and Dr. Lee for, being my committee members. Your careful review and many suggestions made my paper better. Secondly, I also very grateful to all professors and the faculty members of IHRD for your continued warm support. I was always encouraged by all of you on every visit to the office. Please accept my deepest thanks. Next, I want to express special thanks to all my friends inside and outside of IHRD whom I met during my studies in Taiwan. Without your support, I could not have done even my statistical analysis well. The papers you introduced to me were also very useful in helping me to develop my study. Fourthly, I would like to thank my company, Japan Productivity Center. I would also like to thank for their unprecedented willingness to allow me to apply for a leave of absence to study abroad and for their cooperation in the research of this paper. Moreover, I really appreciate my landowner’s kindness for supporting me every day during my stay in Taiwan as if you were my real families. Lastly, I am grateful for support from my family, especially my grandmother and my sister’s three babies, Natsuki, Akito and Shuya..

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(5) ABSTRACT A high turnover rate, especially the early resignation of young workers, is becoming an issue in Japan. People have acquired vocational skills through in-house training by their organizations, and if the percentage of workers who leave their jobs in a short period increases, it may cause an increase in the number of workers who do not have enough skills. Companies may suffer from situations that they cannot maintain or promote employees' contributions despite their investment in skills development. Alternatively, they cannot prevent an employee from leaving and cannot avoid impeding corporate activity. The purpose of this study was to find how to encourage employees’ commitment by investigating the relationship between perceived organizational support and organizational commitment, and examined whether and how organizational justice moderates this relationship among tenured Japanese employee. The survey conducted on a quantitative approach with participating in 215 tenure workers who work in Japanese companies through an online survey. Besides, to examine the hypotheses, the data analyzed by using IBM SPSS Statistics 23.0 and Mplus Version 7.4 with adopting the survey-based methodology. The results showed that employees’ perceptions of support from the organization were related to their commitment towards the organization.. Keywords: perceived organizational support, organizational commitment, organizational justice. I.

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(7) TABLE OF CONTENTS. ABSTRACT ...........................................................................................................I TABLE OF CONTENTS .................................................................................... III LIST OF FIGURES ............................................................................................. V LIST OF TABLES ............................................................................................ VII CHAPTER I INTRODUCTION ........................................................................ 1 Background of the Study ................................................................................................... 1 Statement of the Problems ................................................................................................. 3 Research Purpose ............................................................................................................... 4 Research Questions ............................................................................................................ 4 Significance of the Study ................................................................................................... 4 Delimitation of the Study ................................................................................................... 5 Definition of the Key Terms .............................................................................................. 5. CHAPTER II LITERATURE REVIEW ........................................................... 7 Perceived Organizational Support ..................................................................................... 7 Organizational Commitment............................................................................................ 10 Organizational Justice ...................................................................................................... 11 The Relationships among the Variables .......................................................................... 13. CHAPTER III METHODOLOGY .................................................................. 17 Research Framework ....................................................................................................... 17 Research Hypotheses ....................................................................................................... 17 Research Procedure.......................................................................................................... 17 Questionnaire Design ....................................................................................................... 19 Pilot Test .......................................................................................................................... 21 Data Analysis ................................................................................................................... 22. CHAPTER Ⅳ FINDINGS AND DISCUSSIONS ......................................... 25 III.

(8) Descriptive Analysis ........................................................................................................ 25 Confirmation Factor Analysis (CFA) .............................................................................. 35 The Relationships among Variables ................................................................................ 36 Results of Regression Analysis ........................................................................................ 37 Summary and Discussions ............................................................................................... 46. CHAPTER V CONCLUSIONS AND RECOMMENDATIONS ................... 49 Conclusions ...................................................................................................................... 49 Limitations ....................................................................................................................... 50 Recommendations ............................................................................................................ 51 Implications ..................................................................................................................... 52. REFERENCES.................................................................................................... 55 APPENDIX A: ENGLISH LETTER AND QUESTIONNAIRE....................... 61 APPENDIX B: JAPANESE LETTER AND QUESTIONNAIRE .................... 69. IV.

(9) LIST OF FIGURES Figure 3.1. Research Framework ............................................................................................. 17 Figure 3.2. Research Procedure ............................................................................................... 18. V.

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(11) LIST OF TABLES Table 3.1. Reliability Results of Cronbach's Alpha ................................................................. 22 Table 4.1. Descriptive Statistics for Participants ..................................................................... 26 Table 4.2. The Integration of Japan Standard Industrial Classification ................................... 27 Table 4.3. Descriptive Statistics for Perceived Organizational Support .................................. 29 Table 4.4. Descriptive Statistics for Dimensions of Organizational Commitment.................. 30 Table 4.5. Descriptive Statistics for Items of Organizational Commitment ............................ 31 Table 4.6. Descriptive Statistics for Dimensions of Organizational Justice ............................ 33 Table 4.7. Descriptive Statistics for Items of Organizational Justice ...................................... 34 Table 4.8. Result of Confirmatory Factor Analysis ................................................................. 35 Table 4.9. Mean, Standard Deviations and Correlations of Each Variables............................ 37 Table 4.10. Simple Linear Regression Analysis of Perceived Organizational Support and Organizational Commitment ................................................................................. 38 Table 4.11. Simple Linear Regression Analysis of Perceived Organizational Support and Three Dimensions of Organizational Commitment .............................................. 39 Table 4.12. Result of Hierarchical Regression Analysis on the Moderating Effects of the Entire Samples ...................................................................................................... 41 Table 4.13. Result of Hierarchical Regression Analysis on the Moderating Effects of Younger Age Group ........................................................................................................... 42 Table 4.14. Result of Independent T-test Analysis .................................................................. 43 Table 4.15. Result of One Way ANOVA ................................................................................ 44 Table 4.16. Result of Post hoc Test ......................................................................................... 45 Table 4.17. Hypotheses Testing Results Summary ................................................................. 47. VII.

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(13) CHAPTER I INTRODUCTION In this chapter, it provided the introduction of the background of the study, the statement of the problems, the research purpose, the research questions, the significance of the study, the delimitation of the study and the definition of the key term.. Background of the Study Recently, work perceptions are diversifying, and the mode of employment is becoming diversified in Japan (The Japan Institute for Labour Policy and Training, 2008). It is clear that the relationship between individuals and organizations is changing. Therefore, there is a need to reexamine the conventional personnel management, human resource development, and organizational management which had been formulated based on the conventional lifetime employment system. At the same time, the early departures of young people are becoming an issue. A law, which enacted in 2015, is to ensure employment opportunities for young people and also is to promote workplace retention. Moreover, many policies have been implemented based on this law. With concerns over labour shortages due to the declining birthrate and ageing population, keeping young people in the workplace has become an urgent matter nationwide. Initially, the length of service of the employee in Japan is significantly longer than that in other countries even at present. A comparison of the average length of service of employee among all employed persons shows that the average of Japan is 11.9 years, Germany is10.7 years, France is 11.4 years, the United Kingdom is 8.0 years, and the United States is 4.2 years (Organisation for Economic Co-operation and Development, 2018). Therefore, in order to further clarify the actual background of the problem, it is necessary to examine the differences in other employment indicators and the age groups of employees. Hamaaki, Hori, Maeda, & Murata (2012) found that there is a clear downward trend of the share of lifetime employment that has been emerging among younger, university-graduated workers in Japan while older workers choose to keep in their present job by examining wage census data from 1989 to 2008. Ono (2010) concluded that by collecting the wage census and labour force survey which are from the late 1980s and early 2000s, among workers who keep the continuous service at the same company at a certain level, long-term employment is still maintained, but the gap between those who are eligible for long-term employment and those who are not has been polarizing. 1.

(14) According to the results of Kambayashi and Kato (2017), the decrease in the average length of tenure is caused by an increase in the number of employees with less than five years of service. The number of employees who have worked in the same company for more than five years has not decreased. In Japan, the internal labour markets are considered as a place for human resource development (Sato, 2012). A majority of Japanese workers develop their vocational abilities during their continuance in the organization. By Sato (2012), in the process of hiring young employees and career development, the first step is to hire a large number of new graduates who do not have vocational skills nor abilities. After hiring, training which is based on daily on the job training (OJT) in the workplace is carried out and as necessary, job training which implementing outside the workplace and self-development is complemented. This flow lets young employees get the ability to work. Moreover, with giving them opportunities for job rotation and the promotion, the company develops human resources through the formation of long-term in-house career development. This is the human resource development system that exists in the inter labour market and is the mechanism of human resource development in Japan developed mainly in large companies. With this long-term practice, for young generations who do not have enough skill nor experience, the opportunities to be hired as permanent employees are very limited. Most of the inexperienced young generations can apply for tenure positions only when they are at the final grade of the final education. Furthermore, even they are hired once when they graduated as a permanent employee, if they leave the company without acquiring sufficient work skill and experience, it becomes difficult to find regular positions in other opportunities again. So, the early resignation of young workers leads to losing opportunities for the career development of them. As the progress of labour diversification has shaken the relationship between conventional individuals and organizations, workers' attitudes towards their organization are diversifying. Therefore, it will be necessary to understand how the efforts and responses of the organization are recognized and received by the employee more than ever. Previous research shows that a committed employee is the employee who keeps staying within the organization. Organizational commitment can be defined as the desire to maintain organizational membership, identification with the purposes, successes of the organization, the loyalty of employees, and a willingness to exert considerable effort on behalf of the organization (Aydin, Sarier, & Uysal, 2011). Moreover, Steers (1977) said that “highly 2.

(15) committed” employees were found to have a more positive attitude towards their job, so commitment was significantly and inversely related to employee turnover. The high turnover level may hinder the smooth transfer of skills and knowledge, and also may lead to losing the morale of the existing employee, the reputation of the company, even when the company has invested heavily in employee training. To find the implications to promote the employees’ commitment to their organizations, previous researchers have identified various essential predictors of organizational commitment and perceived organizational support (POS) is one of them. Eisenberger, Huntington, Hutchison, and Sowa (1986) defined POS as employees form beliefs about the extent to which their organization values their contributions and cares about them. This study focused on the influence of employee’s POS on their growth. Although its impact on employee’s organizational commitment is significant, the employee’s perception of organizational justice (OJ) has not been elucidated to an adequate degree. OJ is defined as employees’ perceptions of how fairly they are treated by the organization (Colquitt, Greenberg, & Zapata-Phelan, 2005). To fill the gap between the findings and the practical issues, this study sets OJ as a moderator of two valuables. From these situations which involve vocational training practices and an increasing number of people who leave their jobs for a short period, this study is to state the problems that are needed to be resolved.. Statement of the Problems As mentioned in the background of the study, there is a growing need for flexibility in employment patterns or new principles in human resource management in Japan. In the past, practitioners and academic studies have proposed new measures to replace or renew the traditional HRM policies. However, as people's views on work have been changing, no effective measures have been taken to cope with the situation in which people have left their jobs early or have less willingness to contribute to the company. Under the current situation that to draw out the contribution and attachment of individuals to the organization, the organization is required to make efforts to understand the needs and perceptions of individual workers.. 3.

(16) At the same time, to understand the needs and perceptions of individual workers, it is more important than ever to understand what the organization's personnel policies are perceived as to employees. It is anticipated that concepts and indicators reflecting the recognition and idea of the working people for the organization will become more and more critical theoretically and practically in the future. Based on the above, this study focused on the individual's perspective and elucidated the mechanism of employee’s perception of the organization's approaches which tries to promote the contribution and the attachment towards an organization.. Research Purpose The purpose of this study is to find how to encourage employee’s commitment by investigating the relationship between perceived organizational support (POS) and organizational commitment and is to examine whether organizational justice moderates this relationship among Japanese tenure employee.. Research Questions This study is mainly to understand the relationships among perceived organizational support, and organizational commitment and organizational justice. Two research questions are formulated as follows. 1. Does perceived organizational support have a relationship with organizational commitment? 2. Will organizational justice moderates the relationship between perceived organizational support and organizational commitment?. Significance of the Study This research will contribute to the resolution of problems that many companies in Japan are facing. Companies with high turnover also face difficulties in human resource development, and the decline in the quality of human resources makes corporate management more difficult. A decline in corporate competitiveness will lead to a decline in the quality of human resources within the nation and also cause future concerns about tax revenue. 4.

(17) This study provided on how to retain the people by exploring the factors that encourage employee’s commitment towards the organization, especially how to promote the contributions of employees. By suggesting ways to reduce turnover, this study can help companies reduce the hiring and education costs that they have paid. Also, in Japan today, companies with a high turnover rate are given worse evaluations of society, and it makes it challenging to hire human resources. This study suggests that job seekers can highly evaluate companies by providing suggestions for achieving high retention rates.. Delimitation of the Study Firstly, the delimitation of this research focused on clearing the relationships of perceived organizational support, organizational commitment and organizational justice in Japanese tenure employees only. Secondly, all participants in this study are Japanese with a full-time job. With the above sampling procedure in this study, the results may not be generalized to other countries or regions, and also may not be applied to employees with other forms of employment. Lastly, this study conducted only a quantitative approach, and the data were collected only by using responses that are based on self-assessment.. Definition of the Key Terms Perceived Organizational Support Perceived organizational support is a global belief that employees have about how much the organization evaluates the contribution of employees and how well the organization cares about their well-being (Eisenberger et al., 1986).. Organizational Commitment Organizational commitment refers to the psychological state of an employee that characterizes the relationship between the organization and the employee and implications for the decision to continue or keep membership in the organization. Organizational commitment has three sub-components: affective commitment (AC), continuous commitment (CC) and normative commitment (NC). Among these three components, AC was the most robustly 5.

(18) correlated with turnover intention, while three components of organizational commitment were negatively correlated (Meyer & Allen, 1991).. Organizational Justice The definitions of organizational justice (OJ) is “employee’s perceptions of fairness in organizations” (Greenberg & Colquitt, 2005, p.11). OJ is considered to consist of three aspects those are distributive justice, procedural justice, and interactional or relational justice (CohenCharash & Spector, 2001; Colquitt, 2001).. 6.

(19) CHAPTER II LITERATURE REVIEW In this chapter, this research reviewed the former researches related to variables. It started from perceived organizational support (POS), then organizational commitment (OC) and lastly show organizational justice (OJ). This chapter also included definitions and components of each variables, then the relationships among variables. Studying the relationships among these three variables provided useful implications for human resource management in this diversified era, which required HR measures and systems aimed at coping with diversity.. Perceived Organizational Support Perceived organizational support (POS) is a concept proposed by Eisenberger and his colleagues (1986). It has been used as a theoretical platform for understanding the relationship between individuals and organizations as well as for the methods which enable understand the attitudes and behaviors of working people. POS is a concept that focuses on the perspective of individuals, and especially it enables to visualize how organizational efforts and responses are evaluated by an employee. POS was defined firstly as a global belief that employees have about how much the organization evaluates the contribution of employees and how well the organization cares about their well-being (Eisenberger et al., 1986). Sato (2014) suggested that the introduction of POS made it possible to explain the process in which employees have a commitment to the organization and the process in which employees make a further effort for the organization from the viewpoint of the social exchanges. Hence, almost all studies considering POS have adopted this definition. Furthermore, research accumulations have been made under the unified definition. There are several reasons why POS is a distinctive concept. First, POS is not a belief in the specific assistance or benefits provided by an organization, but a general belief which is formed by the organization's support for employees. Takada and Kawamura (2018) concluded that POS is valuable, which can assess the relationship between individuals and organizations. Second, POS has two different aspects of the perceptions. One is the extent to which the organization values employee's contributions and another one is the extent to which the organization cares about employee's well-being (Eisenberger et al., 1986). 7.

(20) Organizational Support Theory Organizational support theory (OST) can explain the mechanism in which POS is encouraged. Levinson (1965) concluded that employees tend to view actions by agents of the organization as actions of the organization itself. POS is the concept that determines the quality of the relationship between individuals and organizations (Liu, 2009; Masterson, Lewis, Goldman, & Taylor, 2000), primarily it assesses the extent how individuals react and evaluate the policies or systems of HRM. Therefore, studies about POS can provide empirical implications. Eisenberger et al. (1986) also had developed OST, and it was supposed that employees form a global belief concerning the extent to which the organization cares about them and values their contributions to their organization. Employees also strive to repay their organization for a high level of support by increasing their efforts to help the organization to achieve its objectives. OST also explains how to enhance POS. Employees who receive highly valued resources (e.g., pay raises, developmental training opportunities) would feel obligated to help the organization reach its objectives through increasing their efforts as increased in-role and extra-role performance and lessened absenteeism. According to Nair and Vohra (2010), POS may affect employee engagement and lead to variance in organizational commitment and job satisfaction. Besides, previous research suggested that POS would increase employees’ affective commitment to the organization by fulfilling socioemotional needs (Eisenberger et al., 1986). In addition, Rhoades and Eisenberger (2002) also concluded that there are three general forms of perceived favourable treatment received from the organization.. Fairness. Procedural justice concerns the fairness of the ways used to determine the distribution of resources among employees (Greenberg, 1990). Related to procedural justice is the concept of perceived organizational politics, referring to attempts to influence others in ways that promote self-interest, often at the expense of rewards for individual merit and the betterment of the organization. Supervisor support. The employee develops general views concerning the degree to which supervisors value their contributions and care about their well-being (e.g., perceived. 8.

(21) supervisor support) (Kottke & Sharafinski, 1988). Employees understand that supervisors’ evaluations of subordinates are often conveyed to upper management. Organizational rewards and job conditions. Human resources practices showing recognition of employee contributions should be positively related to POS (Wayne, Shore, Bommer, & Tetrick, 2002). The relationship between individuals and organizations is changing due to the progress of labor diversification. Therefore, organizations are facing the problem of how to draw high commitment and contribute to the organization from employees. Sato (2014) suggested that POS, which is based on social exchange theory, is a concept that not only expresses the quality of the relationship between individuals and organizations, but also can explain from the viewpoint of the people who work in the process in which the relationship is constructed. As a theoretical viewpoint to understand not only the attitude and behavior of workers but also the relationship between individuals and organizations, it can be expected to provide useful suggestions for human resource management in the diversification era, which requires HR measures and mechanisms to absorb diversity. POS can also explain the process by which organizational commitment is created. These previous researches indicate that POS is a very important explanatory factor for work attitude and behavior both theoretically and practically. Therefore, this study sets POS as independent valuables.. Scale of Perceived Organizational Support Eisenberger et al. (1986) constructed a survey which included 36 items in order to test the globality of the employees' beliefs concerning support by the organization under diverse situations. POS is a distinctive construct that the SPOS measures with high reliability, especially their solid reliability, had been confirmed repeatedly (Armeli, Eisenberger, Fasolo, & Lynch, 1998; Eisenberger, Fasolo, & Davis-LaMastro, 1990; Eisenberger & Stinglhamber, 2011; Lynch, Eisenberger, & Armeli, 1999; Shore & Tetrick, 1991). SPOS is, however, for practical reasons, the majority of studies on POS use a short form developed from the 17 highest loading items in all 36 items of SPOS. The original scale is unidimensional and has high internal reliability; the use of shorter versions does not appear problematic.. 9.

(22) Organizational Commitment Organizational commitment is a variable that has been discussed in research on the effects of preventing employees from leaving their jobs and improving productivity and work performance since the 1960s. The reason why commitment research attracted attention in the area of human resource management was that "High loyalty and loyalty to the organization" in Japanese companies attracted attention, and that Organizational commitment questionnaire (OCQ), a tool for analyzing commitment, was developed. Organizational commitment has received much attention from researchers and practitioners. The reason is that this concept is more relevant to job expectations than job satisfaction (Williams & Hazer, 1986). In addition, the wealth of knowledge on the relationship between factors of precedence and outcome variables, as well as the progress in theoretical studies, makes operation and management easier and can be said to be useful in evaluating and formulating policies. Allen and Meyer (1990) also described the organizational commitment as a psychological condition that (1) characterizes the relationship between employees and the organization, and (2) encompasses the decision to remain part of the organization, with committed employees remaining in the organization more than uncommitted employees. Moreover, they also had proposed (1990) organizational commitment by three-component model (TCM), whose component is affective, continuous and normative commitment. Among these three components, affective commitment has the most robust correlation with turnover intention, while the other two components of organizational commitment were negatively correlated with turnover intention. Williams and Hazer (1986) also suggested that affective commitment was clearly shown to have a significantly stronger correlation with turnover.. Dimensions of Organizational Commitment TCM has become the dominant model for the study of workplace commitment. With measuring with TCM, we can predict important employee outcomes such as turnover and citizenship the behaviours, job performance, absenteeism (Meyer, Stanley, Herscovitch, & Topolnytsky, 2002). Components of TCM are below three: affective commitment, continuance commitment, and normative commitment.. 10.

(23) Affective commitment (AC). AC “refers to employees' emotional attachment to, identification with, and involvement in, the organization” (Allen & Meyer, 1990, p.1). Continuance commitment (CC). CC “reflects commitment based on the costs that employees associate with leaving the organization” (Allen & Meyer, 1990, p.1). Normative commitment (NC). NC refers to employees' feelings of obligation to remain with the organization” (Allen & Meyer, 1990, p.1).. Scale of Organizational Commitment Organizational commitment questionnaire (OCQ) was the first tool that enabled quantitative measurement of abstract commitments and is still widely used as a measure of affective commitment. However, there are some critical points on these scales. First, the original purpose for developing OCQ was to measure the concepts which corresponded only to affective commitment (AC). Therefore, it may not adequately cover emerging multidimensional organizational commitments whose ranges are getting more comprehensive in recent years. Second, the definition of organizational commitment on which these scales depend does not match the definition of organizational commitment concept purely, as it includes some concepts that are mostly antecedent and consequent factors. Because of these criticisms, many attempts have been made to develop an alternative to OCQ and to verify its validity and reliability in the field of organizational commitment research. Especially, three dimensions commitment scale developed by Allen and Meyer (1990) is widely accepted with its effectiveness. Therefore, this scale was be used in this study.. Organizational Justice Previous researches on organizational justice (OJ) have focused on how each employee assesses the fairness of their employment and how that assessment influences their work attitudes and behaviour (Colquitt, 2008). With defining OJ as the fairness that is perceived by members of an organization and that is primarily related to the functioning of the organization, Colquitt also suggested that this definition covers many other terms under one category more than an actual construct. It also units many fairness relevant concepts.. 11.

(24) Dimensions of Organizational Justice From the previous research (Inoue et al., 2010), OJ has three sub-dimensions that are distributive Justice procedural justice and interactional justice. Interactional justice can also be divided into two sub-dimensions, interpersonal justice and informational justice. Distributive Justice (DJ). The studies on OJ has its origin in Equity Theory which was proposed by Adams (1965). Adams proposed that equity exists for the person whenever he or she perceives that the ratio of his or her outcomes to inputs and the ratio of other's outcomes to other's inputs are equal. This fairness is provided as a psychological response to the results of distribution, treatment, and handling. According to Equity Theory proposed by Adams (1965), fairness in reward distribution is achieved when the ratio of one person's input (a contribution or investment by a party in an organization or workplace) to outcome two (that the parties receive or acquire from the organization or the workplace) is approximately equal to the ratio of another person's input to the outcome. After the limitation of distributive justice research was pointed out in the research of Organizational fairness, the research interest had shifted to procedural justice (Colquitt, 2001; Misaki, 2007). Procedural Justice (PJ). Procedural justice is defined in relation to employees’ perception of the methods used in the distribution of awards in the organization. This concept started being developed with the awareness that it was only the results of actions that affected the fairness which is felt by individuals. In the early stages of researches, Greenberg (1990) showed that DJ and PJ as the only two components of OJ. Interpersonal justice was proposed as the newest element of organizational justice. Interactional/Relational Justice (IJ). Interactional justice is the third sub-dimension of OJ. IJ is defined as the quality of the perception formed pertaining to inter-personal treatments towards the employees during the organizational activities. It involves administrators’ value and respect towards the employees (e.g. listening to them attentively, having empathy with those who have difficulties) and acting with social sensitivity. Greenberg (1990) defined interactional justice (IJ) as the perceptions towards the quality of the interpersonal treatment people receive while the procedures are executed, and stated that IJ has two sub-dimensions: interpersonal justice and informational justice.. 12.

(25) Recently, it is becoming common to divide OJ into three-components: distributive justice, procedural justice, and interpersonal justice. While some researchers propose that a four-factor structure in which interactional justice is divided into further two sub-dimensions: interpersonal justice and informational justice, this study was being conducted with threecomponents.. Scale of Organizational Justice Many scales have been developed for organizational commitment. One of the organizational justice scales, which is formulated by Colquitt (2001), is utilized in mainly industrial psychology. This scale covers four dimensions of organizational justice: distributive justice, procedural justice, interpersonal justice, and informational justice. In addition, Japanese versions of this scale were developed by translating this scale (OJS-J), which was tested and ensured its reliability and validity by the study, which 229 employees responded. Another scale that is mainly utilized in the industrial health area is developed by Moorman (1991). This scale consists of two sub-components of organizational justice: procedural justice and interactional justice, and have been adopted in the research about relationship justice and its effect on employee health.. The Relationships among the Variables Perceived Organizational Support and Organizational Commitment Organizational Support Theory can explain a lot about the relationship between perceived organizational support and organizational commitment. By Organizational Support Theory, it is suggested that the more employees perceive support by an organization or its agents (e.g. positive evaluation and consideration for well-being), it becomes more favourable of the perception towards the organization and employees would make further efforts to contribute to organizational goals (Aselage & Eisenberger, 2003). As described in the previous section, recently many studies have supported that organizational commitment is divided into three components: affective commitment, continuous commitment and normative commitment (Allen & Meyer, 1990; Dunham, Grube, & Castaneda, 1994; Jaros, 1997).. 13.

(26) Eisenberger et al. (1986) indicated that by Organizational Support Theory, perceived organizational support would create a sense of obligation to help the organization achieve its objectives, and motivate affective commitment of the employee to the organization, and enhance expectations of performance-reward. Other previous studies also supported there is a positive correlation between perceived organizational support and affective commitment (Maertz, Griffeth, Campbell, & Allen, 2007; Panaccio & Vandenberghe, 2009; Shore, Tetrick, Lynch, & Barksdale, 2006). About normative commitment, Maertz et al. (2007) indicated that perceived organizational support is correlated positively to normative commitment. Panaccio and Vandenberghe (2009) showed their support for this result as well. Moreover, continuous commitment, O’Driscoll and Randall (1999) showed that there is a negative relationship between perceived organizational support and continuous commitment. Accordingly, this study was being proposed and tested the following hypothesis:. Hypothesis 1: Perceived organizational support is related to organizational commitment.. Organizational Justice as a Moderator between Perceived Organizational Support and Organizational Commitment The number of researches about organizational commitment being a moderator between perceived organizational support and organizational commitment is few. However, many previous researchers were proposed and tested the fact which organizational justice effects on perceived organizational support. Previous researches suggested that perceived justice was one of the components of the employee's evaluation of the discretion action taken by an organization or its agents (Moorman, Blakely, & Niehoﬀ, 1998; Wayne et al., 2002). According to the result of the previous research (Eisenberger & Stinglhamber, 2011), the organization's efforts that try to deal with employees fairly had an impact on perceived organizational support. Because such efforts are the representation of the idea that employees are worthy of being carefully evaluated, and are represented as consideration for employees' opinions.. 14.

(27) As described in the previous section, recently, many studies have been comprehended in organizational justice with three components: distributive justice, procedural justice and interactional justice (Colquitt & Greenberg, 2003). The positive impact of distributive justice on perceived organizational support has been tested and proven (Moorman et al., 1998; Roch & Shanock, 2006). Moorman and his colleagues made it clear that (1998) there was a significantly positive relationship between distributive justice and perceived organizational support in the study which analyzed the data from employee and their supervisors who were working in a hospital in the United States. It was found that procedural justice also has a positive impact on perceived organizational support (Wayne et al., 2002). Moreover, it was indicated that procedural justice has a more significant impact on perceived organizational support than that of distributive justice (Rhoades & Eisenberger, 2002; Wayne et al., 2002). About the last of three dimensions of organizational justice, interactional justice, some researches (Masterson et al., 2000; Tekleab, Takeuchi, & Taylor, 2005) had rejected the hypothesis that interactional justice and perceived organizational support had related. However, a meta-analysis conducted by Kurtessis, Ford, Buffardi, and Stewart (2009) showed that interactional justice was also positively correlated to perceived organizational support. As described above, a unified sight on the relationship between interactional justice and perceived organizational support has not yet been indicated because many research results have been shown. Therefore, this area requires further study. From the above previous researches, there is a high probability which organizational justice has a moderated effect over the relationship between perceived organizational support and organizational commitment. The following hypotheses were to be proposed and tested:. Hypothesis 2: Organizational justice moderate the relationship between perceived organizational support and organizational commitment.. 15.

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(29) CHAPTER III METHODOLOGY In this chapter, this study provided the research methodology of the study, including research framework, research hypotheses, research procedure, participant, data collection, measurement, and data analysis.. Research Framework This research was conducted with three variables: perceived organizational support, organizational commitment, and organizational justice. This research is to exam significantly related to each variable. The research framework is showed below in figure 3.1.. Perceived organizational support. H1. Organizational commitment. H2 Organizational justice. Control variables Gender, age, tenure, position and industry. Figure 3.1. Research framework. Research Hypotheses Following hypotheses are developed based on the research questions and purpose of the study. Hypothesis 1: Perceived organizational support is related to organizational commitment. Hypothesis 2: Organizational justice moderates the relationship between perceived organizational support and organizational commitment.. Research Procedure This section shows the research procedure which can be divided into these eight steps which this research went through. First, the statement of the research problem was to be distinguished. Then the author identified the research topic, then form the theoretical 17.

(30) framework and set the hypotheses via reviewing the literature. After concreting the topic, the author developed the questionnaire, also organize the group of participants. Then the researcher has conducted the pilot test before collecting and analyzes data through the online survey. Lastly, the conclusions and implications were to be given from the statistical analysis in SPSS 23.0. The research process is illustrated in figure 3.2.. Set the statement of research problem. Review the literature. Form the hypothesis. Design the questionnaire. Conduct the pilot test. Collect the data. Analyze the data. Conclude from the findings. Figure 3.2. Research procedure. Participants The samples of this study are Japanese tenure workers who work in Japanese companies and who are in their twenties to fifties. The study aims to resolve the early leave of the younger generation. However, in order to gain more in-depth insight into their work ethic and 18.

(31) willingness to contribute to the organization, this survey recruited the participants from a broader range of generations, as from the assumption that studying differences between younger generations and older generations could provide useful suggestions. During the pilot test, 50 participants joined, and 215 responses were accepted in the main survey.. Data Collection A quantitative approach has been adopted to test and verify the relationship in order to measure the correlation between independent and dependent variables. The data was being collected using a survey questionnaire that was be conducted online and is self-administered instruments. The reason why the author selected this method is with intentions to collect the data in forms of numbers, which will allow the research conduct the analyzation by using statistical methods to test and verify the relationship between three variables. An online self-reported survey was to be designed as the major research instrument to collect data. Lastly using online format are reasonable measures to maintain confidentiality. In this research, snowball sampling was chosen to collect and select the participants with the support of the author's friends and colleagues. Participants received the invitation and an online survey form created by using Google Forms by E-mail, LINE and messenger of Facebook. Then, they responded to the survey between March 9, 2020 and April 9, 2020. Firstly, collecting data for a pilot test was conducted between March 9 and March 21 and collected data on 50 participants. Then, the main survey was conducted from April 3 to April 9, and a total number of respondents is 215.. Questionnaire Design The survey includes instructions and demographic questions followed by several instruments to assess his or her perceptions of commitment and perceived organizational support, organizational justice. Also, although the mother tongue of the participants is Japanese, all existing scales to be used are initially formulated in English. Among three valuables, the questionnaires which are corresponding to POS and organizational justice was being adopted the Japanese versions which are developed from the original versions. Because those Japanese versions are already 19.

(32) ensured the validity and reliability of the previous researches (Shibaoka et al., 2010; Takada & Kawamura, 2018). Moreover, the items of organizational commitment were be translated into Japanese initially by the author and then were be done reverse translation in order to obtain valid data.. Perceived Organizational Support Previous studies (Rhoades & Eisenberger, 2002; Shanock & Eisenberger, 2006; Shore & Tetrick, 1991) concluded that almost all studies which are related to POS had been conducted utilizing a survey of perceived organizational support (SPOS). Therefore, this study also followed their achievement. SPOS has proven its reliability and validity in many previous studies (Eisenberger, Fasolo, & Davis-LaMastro, 1990; Eisenberger & Stinglhamber, 2011; Lynch, Eisenberger, & Armeli, 1999; Shore & Tetrick, 1991). All of the researches were mainly conducted using a short form of SPOS. Since the Japanese version of SPOS which were formulated by Kato (1995) based on a shortened form of SPOS (Eisenberger et al., 1986). Respondents rated their POS using 15 items comprising the short form of the POS Survey. In continuing with the suggestions of Rhoades and Eisenberger (2002), this study used those items which covered the aspects of the definition of POS (e.g., estimation of employees’ role and concern about employees’ welfare). Sample items include “My organization really cares about my well-being” and “My organization is willing to help me if I need a special favor”. Respondents selected the extent of agreement with each statement on a 5-point scale (5 = Strongly agree to 1 = Strongly disagree).. Organizational Commitment This area used three dimensions’ scale, which was the achievement of Allen and Meyer (1990). Measures consist of 24 items: there are eight items for affective commitment, eight items for continuous commitment, and eight items for normative commitment. The scale comprises five items which are exacted on a five-point scale (5 = Strongly agree to 1 = Strongly disagree). Although it has high validity and reliability which has been examined in many empirical studies, organizational commitment questionnaire (OCQ) was developed by Porter, Steers, 20.

(33) Mowday, and Boulian (1974) and was not be utilized in this research. Because this scale has several disadvantages which are mentioned, mainly it was noted that OCQ was not always appropriate to measure the commitment of Japanese employees to the organization. For the above reasons, the scale developed by Meyer and Allen (1991) was to be utilized by translating into Japanese. Sample items include “it would be very hard for me to leave my organization right now, even if I wanted to with” and “things were better in the days when people stayed with one organization for most of their careers”.. Organizational Justice This study adopted a scale which was developed by Colquitt (2001). Because this scale allowed the study to assess all sub-components of OJ: distributive justice (four items), procedural justice (seven items), interactional justice (nine items, which are divided into two sub-dimensions: interpersonal justice and informational justice), add that, a Japanese version of this scale was developed, and its reliability and validity have been already established. Sample items include “Have you been able to express your views and feelings during those procedures” and “Does your (outcome) reflect what you have contributed to the organization?”. Respondents selected the extent of agreement with each statement on a five-point scale (5 = Strongly agree to 1 = Strongly disagree).. Control Variables This section contains age, job tenure, industry classification and gender. Age was divided into seven groups in a five years intervals. Job tenure was divided into five groups in a five years intervals. Industry classification was divided into 20groups. Gender was divided into male and female. Those variables were used as control variables for all statistical analyses for the sake of providing a descriptive analysis of survey participants. Please refer to Appendix A and B for the completed questionnaires.. Pilot Test In this study, a pilot test was carried out in advance for collecting data in order to test the accuracy and the qualities of questionnaires and for the sake of ensuring the reliability and the internal consistency among each element (Mozafari et al., 2008). Collecting data for a pilot test 21.

(34) was conducted between March 9 and March 21 and received 50 responses. The test results showed that the Cronbach's alpha values for each item: POS is 0.962, organizational commitment is 0.803, and Organizational Support for Development is 0.949. Based on the achievement of Peterson (1994), which showed the score of the Cronbach's Alpha must be more than .70, these figures indicated that sufficient reliability had been ensured.. Table 3.1. Reliability Results of Cronbach's Alpha (N=50). Variables. Number of Items. Cronbach's Alpha. Perceived organizational support. 15. .962. Organizational commitment. 24. .803. Organizational justice. 20. .949. Data Analysis In this study, the data were analyzed by using IBM SPSS 23.0 for Windows and Mplus Version 7.4.. Descriptive Statistics To summarize the numerical results and show them clearly and concisely (Healey, 2014), this research conducted descriptive statistics by testing the central tendency and dispersion. The descriptive statistics were included the means and the standard deviation of the data.. Correlation Analysis In this study, correlation analysis conducted to judge the existence of correlation and assess the strength of the relationships among the independent variables, the dependent variable, and the moderator. The author examined Pearson correlation coefficient with the purposes to assess the strength and the direction of the relationship among variables. Controls variables, except industry, were also utilized in the correlation analysis. Since industry was a nominal variable, it was excluded from the subject.. 22.

(35) Regression Analysis Regression analysis is a method for explaining, predicting, and examining the relationship between the variation of one variable and the variation of another variable. In this study, two types of regression analyses were executed. Firstly, the influence of POS on organizational commitment was investigated by simple linear regression analysis. This procedure explored the causal effect of the amount of change in the POS on organizational commitment. Next, the role of organizational justice as moderator examined by hierarchical regression analysis. This approach was one of the multiple regressions and was used to investigate how the moderator effect among variables and which extent it effects to other variables (Gray & Kinnear, 2012). Overall, the author tested the relationship between POS and organizational commitment, and then add organizational justice to explore how moderator effects the relationship between independent variables and dependent variables.. Comparison among Groups In order to explore the differences among the groups, independent t-test analysis and one way analysis of variance (one-way ANOVA) were conducted. Independent t-test analysis is the test to determine whether there was a significant difference between the means of two groups. In this study, this method was adopted for testing the difference between the groups divided by gender and by the position, which has a managerial position and non-managerial position. One-way ANOVA is a method of analysis to test the difference in means between unpaired groups. In this study, this method was adopted for testing the difference between the groups divided by ages, tenure, and industries which participants belong in.. 23.

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(37) CHAPTER Ⅳ FINDINGS AND DISCUSSIONS This chapter showed the statistical results of this research in three divisions. Firstly, this study presented all of the findings based on the descriptive statistics of the participants as well as the descriptive statistics of all variables. Secondly, the findings of the analyses on the data collected: correlation analysis, linear regression analysis, hierarchical regression analysis and also, t-test and one-way ANOVA were displayed. Thirdly, results of the hypotheses were demonstrated and discussed.. Descriptive Analysis This area showed participants' overview of the characteristics with showing the information of the respondents' geographic information; gender, age, tenure, position and industries. Moreover, table 4.1 also explained the results of the sample characteristic with frequency and percentage.. Participants’ Characteristics There are 215 respondents participated in this study. Participants were recruited by snowball-sampling methods and received the invitation and an online survey form created by using Google Forms by E-mail, LINE and messenger of Facebook. Then, they responded to the survey between March 9, 2020 and April 9, 2020. Total response rates are 100 percent. Since eight samples were excluded from the total sample because of missing many responses, 207 samples were used in these statistics. Table 4.1 showed the results of the descriptive statistics. This analysis had five control variables; gender, age, tenure, position and industries which they were belonged in. First, the results showed that male participants were slightly more numerous in this survey; the number of males was 121 (58.5 %), while the female was 86 (41.5 %). Secondly, for the age of the participants, the author divided ages into seven groups; under 24 years, 25 29 years, 30-34 years, 35-39 years, 40-44 years, 45-49 years, above 50 years. The largest group of the respondent's age group was the age of 35-39 years old with 54 respondents (26.1 %), while the smallest group was the age of under 24 years old with 14 respondents (6.8 %). Thirdly, for the job tenure at the current organization, this study had five options; less than 3 years, 3-5 25.

(38) years, 6-10 years, 11-15 years and more than 15 years. The result showed that the largest group of the respondents was working in the company between 6-10 years with 54 (26.1%), and the smallest group 11-15 years with 32 (15.5%) Fourthly, about the position of the participants, the majority (162, 78.3%) of the respondents are in the non-managerial position. Lastly, this study asked the participants which their company had worked in with 20 options which were established by Statistics Bureau, Ministry of Internal Affairs and Communications of Japan and named Japan Standard Industrial Classification. The author integrated 20 items into seven items based on the area, which was related to each industry. The results of integration showed below table 4.2.. Table 4.1. Descriptive Statistics for Participants (N=207) Variables. Description. Frequency. Percentage. Gender. Male Female. 121 86. 58.45 41.55. Under24 25-29 years 30-34years 35-39years 40-44years 45-49years Above50years Less than3years. 14 28 32 54 37 20 22 47. 6.76 13.53 15.46 26.09 17.87 9.66 10.63 22.71. 3-5 years 6-10years 11-15years More than15 years Non-managerial Managerial. 33 54 32 41 162 45. 15.94 26.09 15.46 19.81 78.26 21.74. Age. Tenure. Positions. (continued). 26.

(39) Table 4.1. (continued). Variables. Description. Frequency. Percentage. Industry. Primary Sector Secondary Sector Infrastructure Business Intermediary Business Education Service Public and Welfare. 2 41 24 33 12 53 42. 0.97 19.81 11.59 15.94 5.80 25.60 20.29. Table 4.2. The Integration of Japan Standard Industrial Classification Integrated classification. Original items. Primary Sector. Agriculture and forestry Fisheries Mining And Quarrying Of Stone And Gravel Secondary Sector Construction Manufacturing Infrastructure Business Electricity, Gas, Heat Supply And Water Information And Communications Transport And Postal Activities Intermediary Business Wholesale And Retail Trade Finance And Insurance Real Estate And Goods Rental And Leasing Education Scientific Research, Professional And Technical Services Education, Learning Support Service Accommodations, Eating And Drinking Services Living-Related And Personal Services And Amusement Services Compound Services Services, N.E.C. Industries Unable To Classify Public and Welfare Medical, Health Care And Welfare Government, Except Elsewhere Classified. 27.

(40) Descriptive Statistics of Perceived Organizational Support Dimensions Perceived Organizational Support dimensions have 15 items. Respondents selected the extent of agreement with each statement on a five-point scale (5 = Strongly agree to 1 = Strongly disagree). Based on the results of the descriptive analysis, the mean of all 15 items is 2.94, and standard deviations are 0.90. Also, unlike other variables, POS does not have subdimensions. Table 4.3 shows the mean and standard deviation of the responses for each item of the POS. According to the results of the descriptive statistics, the result of the item “The organization values my contribution to its well-being” had the highest mean score (M=3.30). Moreover, the item “The organization really cares about my well-being” had the lowest mean result (M=2.64). This indicates that many respondents believe that the company will highly value their contributions. On the other hand, fewer people believe that organizations are paying attention to the well-being of individual workers. Furthermore, this item had the most consistent responses from participants since it had the lowest standard deviation value of any item measuring POS (SD=1.09).. 28.

(41) Table 4.3. Descriptive Statistics for Perceived Organizational Support (N=207). Order. Items. POS1. The organization is willing to help me when I need a special favor. The organization shows very little concern for me. The organization cares about my general satisfaction at work. Help is available from the organization when I have a problem. The organization really cares about my well-being. The organization cares about my opinions. The organization disregards my best interests when it makes decisions that affect me. Even if I did the best job possible, the organization would fail to notice. The organization tries to make my job as interesting as possible. The organization takes pride in my accomplishments at work. The organization would ignore any complaint from me. The organization strongly considers my goals and values. The organization fails to appreciate any extra effort from me. The organization values my contribution to its well-being. If the organization could hire someone to replace me at a lower salary it would do so.. POS2 POS3 POS4 POS5 POS6 POS7 POS8 POS9 POS10 POS11 POS12 POS13 POS14 POS15. Mean. SD. 2.98. 1.13. 3.18. 1.12. 2.81. 1.18. 3.00. 1.14. 2.64 3.08. 1.09 1.13. 2.81. 1.08. 3.08. 1.17. 2.77. 1.10. 2.80. 1.10. 2.86 2.78. 1.12 1.12. 3.21. 1.17. 3.30. 1.12. 2.78. 1.15. Note. SD=Standard Deviation This study used 5-point Likert scale: (5) Strongly Agree to (1) Strongly Disagree. Descriptive Statistics of Organizational Commitment Dimensions Table 4.4 showed items mean and standard deviations in OC and its sub-dimensions: AC, CC and NC. Each sub-dimensions have eight items, and as the sum of all items, OC has 24 items. These results provide a bird's eye view of participants' attitudes about commitment. Among the three dimensions, CC had the highest mean (M=3.40) and showed the greatest 29.

(42) variability in responses (SD=0.83). On the other hand, NC accepted the lowest mean (M=2.46) and the most consistent responses (SD=0.83). These results show the following. Although the attitudes of the respondents vary from person to person, they are more likely to believe that staying with one company has its benefits. In contrast, the tendency of respondents to think that they should "commit organization without reason" is weaker, although it had more consistency.. Table 4.4. Descriptive Statistics for Dimensions of Organizational Commitment (N=207). Dimensions. Mean. SD. Orgnizational Commitment. 2.94. 0.48. Affective Commitment. 2.96. 0.70. Continuous Commitment. 3.40. 0.83. Normatve Commitment. 2.46. 0.60. Note. SD=Standard Deviation This study used 5-point Likert scale: (5) Strongly Agree to (1) Strongly Disagree. Table 4.5 showed the mean and standard deviation of the responses for each item of the OC. According to the results of the descriptive statistics, the item “Jumping from organization to organization does not seem at all unethical to me” had the lowest mean result (M=2.01) and accepted the minimum standard variation (SD=0.98) among 24 items. Since this is a reverse coded item, the authors performed score inversions during statistical processing. This indicates that many respondents tend to consider that changing company so frequently is not unethical. Moreover, the result had the most consistent among other questions. Also, item “I feel that I have too few options to consider leaving this organization” accepted the highest variation in answer score (SD=1.34).. 30.

(43) Table 4.5. Descriptive Statistics for Items of Organizational Commitment (N=207). Order. Items. Mean. SD. 2.88. 1.30. 3.10. 1.22. 3.25. 1.14. 3.07. 1.06. 2.50. 1.18. 2.69. 1.25. 3.17. 1.23. 3.02. 1.20. 3.54. 1.24. 3.81. 1.11. 3.29. 1.28. 3.46. 1.31. 3.34. 1.14. 2.87. 1.34. 3.44. 1.20. 3.40. 1.18. Affective Commitment AC1 AC2. I would be very happy to spend the rest of my career with this organization. I enjoy discussing my organization with people outside it.. AC3. I really feel as if this organization's problems are my own.. AC4 AC5. I think that I could easily become as attached to another organization as I am to this one. I do not feel like 'part of the family' at my organization.. AC6. I do not feel 'emotionally attached' to this organization.. AC7. This organization has a great deal of personal meaning for me. AC8 I do not feel a strong sense of belonging to my organization. Continuous Commitment CC1 CC2 CC3 CC4 CC5 CC6 CC7 CC8. I am not afraid of what might happen if I quit my job without having another one lined up. (R) It would be very hard for me to leave my organization right now, even if I wanted to with. Too much in my life would be disrupted if I decided I wanted to leave my organization now. It wouldn't be too costly for me to leave my organization now. (R) Right now, staying with my organization is a matter of necessity as much as desire. I feel that I have too few options to consider leaving this organization. One of the few serious consequences of leaving this organization would be the scarcity of available alternatives. One of the major reasons I continue to work for this organization is that leaving would require considerable personal sacrifice - another organization may not match the overall benefits I have here.. (continued). 31.

(44) Table 4.5. (continued). Order. Items. Normatve Commitment NC1 I think that people these days move from company to company too often. NC2 I do not believe that a person must always be loyal to his or her organization. NC3 Jumping from organization to organization does not seem at all unethical to me. NC4 One of the major reasons I continue to work for this organization is that I believe that loyalty is important and therefore, feel a sense of moral obligation to remain. NC5 NC6 NC7 NC8. If I got another offer for a better job elsewhere I would not feel it was right to leave my organization. I was taught to believe in the value of remaining loyal to one organization. Things were better in the days when people stayed with one organization for most of their careers. I do not think that wanting to be a 'company man' or 'company woman' is sensible anymore.. Mean. SD. 2.87. 1.15. 2.20. 0.99. 2.01. 0.98. 2.47. 1.15. 2.35. 1.11. 2.60. 1.19. 2.99. 1.12. 2.17. 1.00. Note. SD=Standard Deviation This study used 5-point Likert scale: (5) Strongly Agree to (1) Strongly Disagree. Descriptive Statistics of Organizational Justice Dimensions Items mean and standard deviations in moderator OJ and its sub-dimensions were provided in Table 4.6. The total number of items in OJ is 20, including seven items for procedural justice (PJ), four items for distributive justice (DJ), and nine items for interactional justice (IJ). Among the three dimensions, IJ accepted the highest mean (M=3.38) while PJ had the lowest mean in answering score (M=3.15), and this score had the lowest variation. The data revealed that participants in this study perceived interactional justice more strongly and were less likely to perceive procedural justice when compared to other factors.. 32.

(45) Table 4.6. Descriptive Statistics for Dimensions of Organizational Justice (N=207). Dimensions. Mean. SD. Orgnizational Justice. 3.26. 0.61. Procedural Justice. 3.15. 0.76. Distributive Justice. 3.20. 0.99. Interactional Justice. 3.38. 0.87. Note. SD=Standard Deviation. This study used 5-point Likert scale: (5) Strongly Agree to (1) Strongly Disagree.. Moderator organizational justice was assessed by using 5-point Likert's scale as same as other two variables. Results of descriptive analysis of each 20 items of organizational justice were provided below the table 4.7. According to the results shown below, the item “Has (he/she) treated you in a polite manner?” accepted the highest mean score (M=3.73). By this result, it was illustrated that many participants believed they treated politely by the supervisor. From the other result of this table, item “Have you been able to appeal the (outcome) arrived at by those procedures?” which belongs to procedural justice dimensions had the lowest mean score (M=2.73). It means that many participants were not allowed to challenge the evaluation of their results in the procedure.. 33.

(46) Table 4.7. Descriptive Statistics for Items of Organizational Justice (N=207) Order. Items. Mean. SD. 2.95. 1.15. 2.74. 1.03. 3.47 3.39. 1.15 1.12. 3.22. 1.09. 2.73. 1.25. 3.52. 1.02. 3.19. 1.14. 3.12. 1.08. 3.24. 1.12. 3.24. 1.05. Has (he/she) treated you in a polite manner? Has (he/she) treated you with dignity? Has (he/she) treated you with respect? Has (he/she) refrained from improper remarks or comments? Has (he/she) been candid in (his/her) communications with you?. 3.73 3.69 3.55. 1.13 1.10 1.11. 3.34. 1.16. 3.62. 1.07. Has (he/she) explained the procedures thoroughly? Were (his/her) explanations regarding the procedures reasonable? Has (he/she) communicated details in a timely manner? Has (he/she) seemed to tailor (his/her) communications to individuals' specific needs?. 2.96. 1.18. 3.20 3.19. 1.14 1.10. 3.17. 1.17. Procedural Justice PJ1 PJ2 PJ3 PJ4 PJ5 PJ6 PJ7. Have you been able to express your views and feelings during those procedures? Have you had influence over the (outcome) arrived at by those procedures? Have those procedures been applied consistently? Have those procedures been free of bias? Have those procedures been based on accurate information? Have you been able to appeal the (outcome) arrived at by those procedures? Have those procedures upheld ethical and moral standards?. Distributive Justice DJ1 Does your (outcome) reflect the effort you have put into your work? DJ2 Is your (outcome) appropriate for the work you have completed? DJ3 Does your (outcome) reflect what you have contributed to the organization? DJ4 Is your (outcome) justified, given your performance? Interactional Justice IJ1 IJ2 IJ3 IJ4 IJ5 IJ6 IJ7 IJ8 IJ9. Note.SD=Standard Deviation. This study used 5-point Likert scale: (5) Strongly Agree to (1) Strongly Disagree. 34.

(47) Confirmation Factor Analysis (CFA) Confirmatory Factor Analysis (CFA) was conducted to examine the validity of the measurement structure. In this study, CFA was conducted using Mplus version 7.4. The result of CFA analysis was based on fit criteria, in order to confirm model fits. Firstly, according to Marsh and Hocevar (1985), a chi-squared divided by the degrees of freedom (χ²/df) value is between 2-5 is a desirable result, while under 5 is still acceptable. With the sake for investigating how accurately the model considered fits proportionally to the other models, the Comparative Fix Index (CFI) and the Tucker Lewis non-formed index 9 (TLI) were utilized. Kelloway (1998) indicated that both CFI and TLI showed a good model fit if the value is over 0.90 (>0.90). Thirdly, the Root Mean Square of Approximation (RMSEA) indicates how well the model fits based population. Also, according to Kelloway (1998), if the value of the test resulted in under 0.08(<0.08), it showed its better model fit. Lastly, Standardized Root Mean Square Residual (SRMR) is an index of how few components of residual variance covered over all of model components; if the value is under 0.05, the model showed satisfactory level, but under 0.08(<0.08) is still acceptable.. Table 4.8. Result of Confirmatory Factor Analysis (N=207). Index. Acceptable Level. Satisfactory Level. CFA Test Results. χ²/df. <5. 05-2. 1.77. CFI. > 0.90. > 0.95. 0.92. TLI. > 0.90. > 0.95. 0.91. RMSEA. < 0.08. < 0.05. 0.06. SRMR. < 0.08. < 0.05. 0.07. Note. χ²= Chi square. df= Degree of freedom. CFI= Comparative fit index. TLI = Tucker lewis index. RMSEA= Root mean-square error of approximation. SRMR= Standardized root mean square residual.. 35.

(48) As the above table showed, in this study, the result encompassed the following; chisquared divided by the degrees of freedom (χ²/df) value was 1.77, CFI was 0.92 and TLI was 0.91, RMSEA was.006, and SRMR was .007.. The Relationships among Variables This section presented the result of the correlation analysis that showed the relationships among independent variables; POS, dependent variables; organizational commitment, the moderator; organizational justice and control variables; gender, age, tenure and position. The items of control variables that ask for gender have categories as “1” for male and “2” for female. In addition, items asking for the position, originally the author set category “1” for manager and non-managerial position was set as “2” in the category. However, the author reversed the answer values when conducting statistical analysis. Therefore, it means that the higher the answer value is, the higher the position of the respondent occupied.. Correlation Analysis Table 4.9 showed that there was a positive correlation between POS and organizational commitment (r=.246, p<.01). It indicated that the stronger employee perceived support for from his or her organization, the more they try to contribute towards the company. Besides, seeing from another point, when the employee tries to contribute more, they perceived they received more support from the company. From this result, Hypothesis 1 was supported. Moreover, it was found that POS is positively related to organizational justice (r=.497, p<.01). It illustrated that the stronger employee perceived support from his or her organization; they thought they received more fair treatments from the organization. Moreover, having a different viewpoint, it can be said that when the employee perceived they receive fairly treatment from the organization, they feel more strongly that they were supported from the company. On the relationships among control variables, only organizational justice had correlation which is with ages and is negative correlation (r=-.213, p<.01). This indicates that younger employees are more likely to recognize fairness, and this shows that the older a participant is, the harder it is to perceive the fairness of the company. The relationships among the control variables helped us understand more about participants. Age had a positive relationship with tenure(r=.543, p<.01). It means the older 36.