Aspects of Organizational Justice and their Relationship with Job Satisfaction

Pravednost na radnom mjestu sve je važniji koncept koji privlaci pažnju menadžera i znanstvenika. Colquitt (2001) je pokazao da se percepcija organizacijske pravednosti može razmatrati iz 4 razlicita, ali povezana aspekta: distributivne, proceduralne, interpersonalne i informacijske pravednosti. U ovom istraživanju ispitivao se odnos razlicitih aspekata organizacijske pravednosti, mjerenih hrvatskim prijevodom Colquittovog upitnika, i zadovoljstva poslom, mjerenog Šverkovim upitnicima opceg zadovoljstva i zadovoljstva specificnim karakteristikama posla na prigodnom uzorku od 296 zaposlenih osoba. S obzirom da je Colquittov upitnik organizacijske pravednosti nov instrument u Hrvatskoj, ispitana je i postojanost cetverofaktorske strukture upitnika. Takoer je ispitana njegova pouzdanost te odnos s varijablama radnih stavova i ponašanja preuzetih iz Colquittove (2001) validacije upitnika primijenjenog na zaposlenicima. Rezultati su pokazali da se upitnik organizacijske pravednosti sastoji od cetiri faktora, koja imaju visoku pouzdanost te su djelomicno ocekivano povezana s ispitanim varijablama. Od varijabli korištenih u Colquittovoj validaciji upitnika, potvreno je da je distributivna pravednost visoko pozitivno povezana s instrumentalnosti, dok je proceduralna pravednost povezana s grupnom odanosti. Ocekivanja za informacijsku i interpersonalnu pravednost nisu potvrena. Umjesto njih, proceduralna pravednost pokazala se najboljim prediktorom varijabli pomažuceg ponašanja i kolektivnog samopoštovanja. Od devet ispitanih karakteristika zadovoljstva poslom, distributivna pravednost bila je najbolji prediktor varijabli zadovoljstva pravednom placom i dobrom zaradom, mogucnošcu napredovanja i usavršavanja te vanjskim uvjetima rada. Proceduralna pravednost bila je najbolji prediktor zadovoljstva ugodnim suradnicima i sudjelovanjem u odlucivanju. Interpersonalna pravednost bila je najbolji prediktor zadovoljstva poticajnim i zanimljivim poslom, dok je informacijska pravednost najbolje predviala zadovoljstvo sposobnim rukovodstvom i sigurnošcu posla. Znacajni prediktori opceg zadovoljstva poslom bile su distributivna, proceduralna i interpersonalna pravednost, meutim, nakon kontrole nekih sociodemografskih varijabli i karakteristika radnog mjesta, interpersonalna pravednost izgubila je svoju znacajnost.Justice in the workplace is an increasingly important concept that attracts the attention of managers and scientists. Colquitt (2001) has shown that the perception of organizational justice may consider four different, but correlated aspects: distributive, procedural, interpersonal and informational justice. The present study examined the relationship between those different aspects of organizational justice, measured with the Croatian version of Colquitt's measure, and job satisfaction, measured with Šverko's questionnaires of overall job satisfaction and satisfaction with specific job characteristics on a sample of 296 employed participants. Given that this is one of the first applications of Colquitt's measure of organizational justice in Croatia, it was examined whether a four-factor structure of the questionnaire is persistent. Reliability and the relationship of the given aspects and job attitudes and behaviours taken from Colquitt's (2001) measure validation that was administered to employees was also examined. The results showed that the organizational justice scale consists of four factors, which have high reliability and partly expected association with the tested variables. Between the variables used in the validation of Colquitt’s scale, it was confirmed that the distributive justice is highly positively related to instrumentality, while procedural fairness was highly associated with group commitment. Expectations for informational and interpersonal justice were not confirmed. Instead, procedural justice has proved to be the best predictor of helping behaviour and collective self-esteem variables. From the nine surveyed characteristics of job satisfaction, distributive justice was the best predictor of satisfaction with fair wages and good earnings, the possibility for promotion and training and external work conditions variables. Procedural fairness was the best predictor of satisfaction with pleasant colleagues and participation in decision-making. Interpersonal justice was the best predictor of satisfaction with stimulating and interesting jobs, while informational justice best predicted satisfaction with capable leadership and job security. Significant predictors of overall job satisfaction were distributive, procedural and interpersonal justice, however, after controlling for some socio-demographic and job characteristics variables, interpersonal justice has lost its significance