Supervisor's Interactional Justice, the Psychological Contract, and OCB: A Review and Proposed Reciprocal Model
Keywords:
Supervisor's Interactional Justice, Psychological Contract, Organizational Citizenship Behavior, Employees, Human Resource ManagementAbstract
This study investigates the relationship between Supervisor's Interactional Justice, Psychological Contract, and Organizational Citizenship Behavior (OCB) in the modern work environment. Through a quantitative analysis involving 100 respondents, it was found that fair treatment from supervisors significantly contributes to employees' perceptions of their psychological contracts and motivates them to exhibit voluntary behaviors beneficial to the organization. The analysis results revealed a strong positive correlation among the three variables. These findings underscore the importance of interactional justice in fostering a productive work environment, where employees feel valued and motivated to contribute more. Implications for human resource management include the necessity for leadership development programs focused on interactional justice and effective communication. This research provides new insights into the dynamics of the relationships among the three variables and emphasizes the urgency of addressing issues of justice and psychological contracts within organizational settings. Further research is needed to explore other factors that may influence these relationships in the future.
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