Employees’ Responses to Perceived Organizational Injustice: Examining the Role of Psychological Capital
The present study examined the relationship of perceived organizational injustice (POI), delineated in four dimensions-perceived distributive injustice, perceived procedural injustice, perceived informational injustice and perceived interpersonal injustice with response variables namely exit, voice, loyalty, neglect and cynicism collectively called as EVLNC. The main assertion of the study is psychological capital, further delineated in hope, efficacy, resilience and optimism, which is to be studied as an intervening variable in the relationship between POI and EVLNC.
It was interesting to find out interrelationship between these variables to be malleable for making a positive contribution. It is pertinent to explore the configurational aspects of the relationships between the clusters of the variables that interplay in final workplace outcomes of the employees e.g. job satisfaction, employees’ performance, employees’ commitment, motivation
The research has two fold objectives. First, to highlight the relationship between perceived organizational injustice and exit, voice, loyalty, neglect and cynicism (EVLNC) responses as an improvement over EVLN typology and tofind out the relationship of each of the four dimensions of organizational injustice (distributive, procedural, informational and interpersonal injustice) and EVLNC responses, so that it can be concluded which type of organizational injustice influence employees’ EVLNC responses more seriously than the other in a context not considered earlier and two, to examine the role of Positive Organizational Behavioure i.e. Psychological Capital (PsyCap) in the relationship between perceived organizational injustice and employee responses of EVLNC to enhance the predictive capacity of justice dimensions in explaining outcomes and to analyze the comparative and relative strength of PsyCap in the relationship between perceived organizational injustice and employees’ responses with respect to all the four dimensions of organizational injustice (distributive, procedural, informational and interpersonal injustice) in different organizational settings.
The present research is quantitative and empirical in nature with descriptive and causal research design and based on the deductive methodology and adopted quantitative approach to interpret the findings.
Using structural equation modeling technique, the results of the study reveals that perceived distributive injustice, procedural injustice, interpersonal injustice and informational injustice causes an increase in exit, voice, neglect and cynicism responses while a decrease in loyalty response. Psychological Capital was found a strong moderator of these relationship and weakened these relationships.