Organisational justice and work-related attitudes in selected commercial banks in Jordan

This study investigated the relationship between employees’ perceptions of justice and work attitudes in relation to organisational structure in selected commercial banks in Jordan. Questionnaires and semi-structured interviews were employed. Data obtained from 308 participants of the questionnaires and 18 interviewees from ten commercial banks in Jordan suggested centralisation played a minor role in employees’ perceptions of justice and work related attitudes. Participation in decision making was not shown to shape employees’ perceptions of justice and work attitudes. Centralising authority related to performing employees’ own tasks (hierarchy of authority) increased employees’ perceptions of interactional justice and job satisfaction. Formalisation and standardisation accounted for greater perceptions of justice and higher levels of satisfaction with jobs and organisational commitment. Employees’ perceptions of distributive, procedural, and interactional justice increased the employees’ job satisfaction and organisational commitment.Irrespective of gender, tenure and age, employees perceived justice similarly. Managers, compared to subordinates, perceived higher levels of procedural and distributive justice. Employees from branches, compared to those from headquarters, reported greater perceptions of justice. The study showed that the more uncertain employees are and the more they seek to avoid ambiguous situations, the stronger the relationships among organisational structure, perceptions of justice, and work-related attitudes. Many of the conditions and reasons, whereby the effects of structural dimensions on perceptions of justice and work related attitudes were more possible, were identified. Similarly, many of the conditions whereby the effects of perceptions of justice on work attitudes were more possible were also identified. Among these conditions were uncertainty avoidance culture, risk avoidance, trust in managers, perceived bank support, and perceived managers’ suppor