slugJustice, Care and Benevolence as Spurs to Employee Loyalty
Journal Title: International Journal of Academic Research in Management - Year 2014, Vol 3, Issue 2
Abstract
So many scholars have written about organizational justice that Colquitt et al. (2001) commented on the concern that justice literature may focus on the parts at the risk of forgetting the whole picture, and though they empirically verified that each dimension of justice is distinctive, their analysis serves to emphasize the importance of this field and the usefulness of understanding how to promote justice in the workplace along all its dimensions. This paper proposes loyalty as an underlying ‘construct’ or nexus that binds together the different dimensions of justice – procedural, distributive, interpersonal, informational – and also considers the elements of care and benevolence without which justice could not be adequately beneficial to the organization. The quality of loyalty as a reciprocal value (Melé, 2001; Chandran, 2007) makes it a rich construct through which to look at justice, care and benevolence as employer values that contribute greatly to employee loyalty and its consequent and desirable managerial outcomes (Colquitt et al. 2001): outcome satisfaction, job satisfaction, organizational commitment, trust, acceptance of authority, organizational citizenship behaviour (altruism), and performance. I have herein explored theoretical and empirical bibliographical sources with a view to contributing to bridging the gap between business ethics and organizational justice (Fortin, 2008).
Authors and Affiliations
Kemi Ogunyemi
Keywords
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