COURSE TITLE:

MGT-303-BUSINESS RESEARCH METHODS-A

SUBMITTED TO:
Dr. Khawaja Jahanzeb

SUBMITTED BY:
 Wafa Iftikhar (212350015)
 Khizran (212350037)
 Haider Ali (212350016)
 M.Tayyab Dastageer (212350022)
 Assignment 1
You are advised to make your groups, consisting 4-5 students in each group. After
finalizing your group, you are advised to select 3-4 research articles of your
interest and send it to me for further discussion

HUMAN RESOURCE
DEVELOPMENT
1. Examining the relationship between talent management and employee job-
related outcomes: The case of the Indian manufacturing industry.
https://onlinelibrary.wiley.com/doi/10.1002/hrdq.21467

2. Experience Matters? The Impact of Prior CEO Experience on Firm

Performance. https://onlinelibrary.wiley.com/doi/full/10.1002/hrm.21617
3. Developing women leaders: The role of women's professional
organizations. https://onlinelibrary.wiley.com/doi/10.1002/hrdq.21496

4. Why do employees welcome or refuse shared leadership? A

qualitative exploration through force-field analysis.
https://onlinelibrary.wiley.com/doi/10.1002/hrdq.21495
 Assignment 2
Title of the Study:
To examine the mediating role of organizational commitment between organizational justice and
employee performance.
Research framework:

Organizational Employee
Organizational commitment Performance
Justice

Aim of study:
The aim of the study is to examine the relationship between organizational justice and Employee
Performance while considering the mediating effect of organizational commitment.
Hypotheses:
1. There is positive relation between organizational justice and organizational commitment.
2. Organizational commitment will mediate between organizational justice and employee
performance.
3. There is positive relation between organizational justice and employee performance.
Research Question:
1. What is relationship between organizational justice and organizational commitment?
2. What is the mediating role of organizational commitment between organizational justice and
employee performance?
3. What is the relationship between organizational justice and employee performance?
Research Objective:
1. To examine the relationship between organizational justice and organizational commitment.
2. To examine the mediating role of organizational commitment between organizational
 justice and employee performance.
3. To examine the relationship between organizational justice and employee performance.
 Assignment 3
Introduction:
Employees are the most valuable assets of firms, motivated, satisfied and loyal
employees play a key role in the firm's market place and competitiveness (Gabčanová, I. 2011).
Therefore, the employees' performances and behaviors towards the organization come at the top
of the factors affecting the success of the company. Moreover, Fairness and justice in the
organization ensures that employees trust the organization and the processes in the organization
(Iqbal, Q., & Ahmad, B. 2016). When an employee experience organizational justice and
support from fellow members especially from employer, resultantly his commitment towards
organization increase.
Furthermore, justice perceptions of employees determine their attitudes and behaviors
towards the organization (Rita Silva, M., & Caetano, A. 2014) . Organizational commitment
allows employees to continue to work in the organization and to make an effort to add value to
the organization (Mowday, R. T., Steers, R. M., & Porter, L. W. 1979). Most studies found a
positive relation between organizational commitment and job performance, with higher
commitment leading to enhanced performance (Abdul Rashid et al., 2003; Rotenberry &
Moberg, 2007; Fu & Deshpande, 2014). In this context, both organizational justice and
organizational commitment enable companies to get the maximum benefit from their employees
by providing an environment of harmony and cooperation within the organization.
This study aims to explain the influence of organizational commitment on employee
performance through the mediating role of organizational commitment on a sample of Pakistani
employees. Since both organizational justice and organizational commitment influence job
performance, and the positive impact of organizational commitment to employee performance
has been supported in many studies. In this study a mediation relation is proposed between
organizational justice, organizational commitment and employee performance.
References:
Gabčanová, I. (2011) “The employees–the most important asset in the organizations.” Human
Resources Management & Ergonomics 5(1): 30-33.
Iqbal, Q., & Ahmad, B. (2016) “Organizational Justice, Trust and Organizational Commitment in
Banking Sector of Pakistan.” Journal of Applied Economics and Business 4(1): 26-43.
 Rita Silva, M., & Caetano, A. (2014) “Organizational justice: what changes, what remains the
same?” Journal of Organizational Change Management 27(1): 23-40.
Mowday, R. T., Steers, R. M., & Porter, L. W. (1979) “The measurement of organizational
commitment.” Journal of vocational behavior 14(2): 224-247.
Imamoglu, S. Z., Ince, H., Turkcan, H., & Atakay, B. (2019). The effect of organizational
justice and organizational commitment on knowledge sharing and firm performance. Procedia
computer science, 158, 899-906.
Loan, L. J. M. S. L. (2020). The influence of organizational commitment on employees’ job
performance: The mediating role of job satisfaction. Management Science Letters, 10(14), 3307-3312.
 Assignment 4
Literature review
2.0 Literature Review and Hypotheses Development
2.1 Relationship between organizational justice and organizational commitment.
Organizational Justice, according to Greenberg (1990), refers to “the study of fairness
within organizational settings”. Colquitt, (2001) defined it as “the fairness in treatment of
employees in organizations”. Murtaza et al. (2011) defined the concept of Organizational Justice
as “the employee’s perception regarding the fair and equal treatment in the organizations.”
Organizational Justice owns the potentials to be beneficial for organization and workforce at
large. These benefits will resultantly enhance trust and commitment of employees towards
organization (Cropanzano et al., 2007). If all the employees are treated in a just and fairly
manner by keeping in view the interests of all the employees without any favoritism managers
can achieve the goal of enhancing commitment of employees towards their organizations
(Ohbuchi et al., 2001).
Many researches support the idea that there is reciprocal relationship between
organizational commitment and organizational justice. Employees feel satisfied and work in the
best interests of the company when all members within a company are provided with equal
compensation, opportunities and participation. On the other hand, if employees do not feel a
sense of justice in distribution and work procedures, resultantly, they will build a negative
perception about organization. (Porter & Steers, 1973). It is a common observation that the
concept of organizational justice affects the commitments of employees to their organizations,
their job satisfaction and performances. As well as the people owe their lives to their behaviors,
the organizations owe their lives to behaviors of their members. (Uğurlu and Üstüner, 2011:
435). The preceding discussion leads to the following hypothesis:
(H1) There is positive relation between organizational justice and organizational
commitment.
2.2 Organizational commitment will mediate between organizational justice and employee
performance.
In this research, organizational commitment is proposed as mediator between
organizational justice and employee performance. Organizational commitment concerns the
degree of an employee’s identification with, and involvement in, the organization. Meyer and
Allen (1991) proposed a three-dimension organizational commitment. Each dimension refers to
different types of attachments of employee to organization. Employees with a strong affective
commitment (emotional attachment) continue employment with the organization because they
want to do so, while those with a strong normative commitment (feeling of obligation) feel that
they ought to remain with the organization, and those with a high continuance commitment
(aware of cost of leaving) feel they need to stay in the organization. Allen and Meyer (1996)
research findings proposed a strong relationship between organizational justice and
organizational commitment. Moreover, many studies like Colquitt et al. (2001), Shalhoop
(2003), Masterson et al. (2000) further explained the affect of dimensions of organizational
justice (procedural justice) on organizational commitment.
The relationship between organizational commitment and work performance has been
widely researched recently. It is accepted that affective commitment is positively related to work
performance, while the relationship between work performance, normative commitment, and
continuance commitment is very weak (van Scotter, 2000). If an employee has feeling that he is
an essential part of the organization, he will be devoted to the organization just like a person is
devoted to his family. Therefore, organizational commitment impacts an employee’s
performance, when provided with fair work environment conditions and a sense of justice.
Hence, it is proposed:
(H2) Organizational commitment will mediate between organizational justice and
employee performance.
2.3 Relationship between organizational justice and employee performance
Various researches suggest that there is a correlation between organizational justice and worker
performance by looking at the dynamics between employers and employees. According to Ahmed and
Faeq (2020), organizational justice refers to a system in which employees and management are treated
fairly. Organizational justice, according to Pérez-Rodríguez et al. (2019), is important to keep dedicated
employees and to foster a healthy workplace for all employees. Moreover, a culture of justice and
equality in the workplace positively predicts employee loyalty, dedication, support, and citizenship
behavior in the workplace, as well as job performance. Akram et al. (2020) found that unjust procedures
or treatment negatively impacted employee loyalty. Prior research has focused on the relationship
between organizational justice and worker productivity, as stated by Chegini et al. (2019): when workers
are compensated fairly, their output improves; when they are not, productivity decreases.
Workers experience a lack of justice when there is a discrepancy between their efforts and the
rewards they receive from their employer. Anwar (2016) notes that employees bring diverse strengths and
success to the workplace, and that positively impacts the health of the company as a whole. When the
stakes are high, employees produce high results, but when the stakes are low, employees produce low
results. Also, Decisions that are taken fairly tend to please employees more than when decisions are taken
in an unfair way that results in dissatisfaction (J. Greenberg and R. Cropanzano 2002). Many studies
show that if organizational processes and procedures are considered fair by employees, they tend to feel
more satisfied, more willing to accept procedural resolutions, and more likely to foster higher
organizational commitment (K. W. Mossholder, N. Bennett, and C. L. Martin1998) . Therefore, it is
proposed that:
(H3) There is positive relation between organizational justice and employee performance.
References:
Greenberg, J. (1990), Organizational justice: Yesterday, today, and tomorrow. Journal of
Management, 16(2), 399-432.
Colquitt, J.A. (2001), On the dimensionality of organizational justice: Aconstruct
validation of a measure. Journal of Applied Psychology, 86(3), 386-400.
Murtaza, G., Ishad, I., Shahzad, K. (2011), Impact of distributive and procedural justice
on employees’ commitment: A case of public sector organization of Pakistan. European Journal
of Economics, Finance and Administrative Sciences, 29, 74-80.
Cropanzano, R., Bowen, D.E., Gilliland, S.W. (2007), The management of organizational
justice. Academy of Management Perspective, 21(4), 34.
Ohbuchi, K., Suzuki, M., Hayashi, Y. (2001), Conflict management and organizational
attitudes among Japanese: Individual and group goals and justice. Asian Journal of Social
Psychology, 4, 93-101.
Porter, L. W., & Steers, R. M. (1973). Organizational, work,and personal factors in
employee turnover andabsenteeism. Psychological Bulletin, 80(2), 151.
Uğurlu, Celal Teyyar ve Üstüner, Mehmet (2011). Öğretmenlerin Örgütsel Bağlılık
Düzeylerine Yöneticilerin Etik Lider ve Örgütsel Adalet Davranışlarının Etkisi, Hacettepe
Üniversitesi Eğitim Bilimler Fakültesi Dergisi, 41, 434-448.
Meyer, J.P. and Allen, N.J. (1991), “A three-component conceptualization of
organizational commitment”, Human Resource Management, Vol. 1, pp. 61-89.
Colquitt, J.A., Conlon, D.E., Wesson, M.J., Porter, C.O.L.H. and Ng, K.Y. (2001),
“Justice at the millennium: a meta-analytic review of 25 years of organizational justice research”,
Journal of Applied Psychology, Vol. 86, pp. 425-45.
Shalhoop, J.H. (2003), “Social-exchange as a mediator of the relationship between
organizational justice and workplace outcomes”, unpublished doctoral dissertation, The
University of Akron, Akron, OH.
Masterson, S.S., Lewis, K., Goldman, B.M. and Taylor, M.S. (2000), “Integrating justice
and social exchange: the differing effects of fair procedures and treatment on work
relationships”, Academy of Management Journal, Vol. 43, pp. 738-48.
van Scotter, J.R. (2000), “Relationships of task performance and contextual performance
with turnover, job satisfaction, and affective commitment”, Human Resource Management
Review, Vol. 10 No. 1, pp. 79-95.
Wang, X., Liao, J., Xia, D., & Chang, T. (2010). The impact of organizational justice on
work performance: Mediating effects of organizational commitment and leader‐member
exchange. International Journal of manpower, 31(6), 660-677.
Ahmed, Y. A., & Faeq, D. K. (2020). An economic Evaluation of training and its Effect
on employee outcome in Building Construction Directory of Sulaimani province– Kurdistan
regioxn. Qalaai Zanist Journal, 5(2), 1048-1068.
Pérez-Rodríguez, V., Topa, G., & Beléndez, M. (2019). Organizational justice and work
stress: The mediating role of negative, but not positive, emotions. Personality and Individual
Differences, 151, 109392.
Akram, T., Lei, S., Haider, M. J., & Hussain, S. T. (2020). The impact of organizational
justice on employee innovative work behavior: Mediating role of knowledge sharing. Journal of
Innovation & Knowledge, 5(2), 117-129.
Chegini, Z., Janati, A., Asghari-Jafarabadi, M., & Khosravizadeh, O. (2019).
Organizational commitment, job satisfaction, organizational justice and self-efficacy among
nurses. Nursing Practice Today, 6(2), 86-93.
Anwar, K. (2016). The relationship between transformational leadership characteristics
and effectiveness: A case study of construction companies in Erbil. International Journal of
Science Technology & Management, 5(2), 250-156.
Faeq, D. K., & Ismael, Z. N. (2022). Analyzing the relationships between organizational
justice and job performance. International journal of Engineering, Business and
Management, 6(5), 43.
J. Greenberg and R. Cropanzano, ―Advances in organizational justice,‖ J. Manag. Stud.,
2002.
K. W. Mossholder, N. Bennett, and C. L. Martin, ―A multilevel analysis of procedural
justice context,‖ J. Organ. Behav., 1998.
Purnama, Y. H., Tjahjono, H. K., Assery, S., & Dzakiyullah, N. R. (2020). The
relationship of organizational justice on job satisfaction and job performance in banking
company. International Journal of Scientific and Technology Research, 9(3), 4012-4015.