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Relationship Between Organisational Justice, Organisational Citizenship Behaviour, Job Satisfaction and Leader–Member Exchange

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Organisational Justice and Citizenship Behaviour in Malaysia

Part of the book series: Governance and Citizenship in Asia ((GOCIA))

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Abstract

This chapter provides a critical review of the empirical association that may exist between perceptions of justice, job satisfaction, leader–member exchange and organisational citizenship behaviour. This chapter acts as a guide for academicians and, particularly practitioners, to understand the interactions between organisational justice, organisational citizenship behaviour, job satisfaction and leader–member exchange. It highlights the spiralling effects of these interactions that ultimately affect the bottom line of an organisation. This analysis designed to help human capital professionals understand current issues and global trends in the justice–citizenship relationship, aids in identifying best practices that can be applied in organisations in order to attain employer of choice status. Based on the arguments in the literature, a theoretical framework for the study is proposed and research hypotheses developed. This review proposes the underpinning for testing the hypotheses in an attempt to answer the research questions and provides the basis for further analysis in the following chapters.

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  1. The University of Nottingham, Nottingham University Business School, Semenyih, Selangor Darul Ehsan, Malaysia

    Hooi Lai Wan

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Wan, H.L. (2016). Relationship Between Organisational Justice, Organisational Citizenship Behaviour, Job Satisfaction and Leader–Member Exchange. In: Organisational Justice and Citizenship Behaviour in Malaysia. Governance and Citizenship in Asia. Springer, Singapore. https://doi.org/10.1007/978-981-10-0030-0_5

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