Effect of Organisational Justice on Organisational Citizenship Behaviour: An empirical

study of Employees in the hospitality industry

Bharathy S S
2137930

Submitted to
Dr Princy Thomas

Department of Sociology and Social Work

Christ (Deemed to be University), Bangalore

ABSTRACT

The perception of fairness and unfairness among employees is known as Organisational Justice
(Omar et.al., 2018) Employees' interests or initiatives to participate in extra roles within an
organization are likely to be influenced by this factor. Since there appears to be a relationship
between the two, this study aimed to determine the effect of Organisational justice on
Organisational Citizenship Behaviour. This also investigates the perception of Organisational
Justice on Organisational Citizenship Behaviour based on the demographics of the workers in the
hospitality sector. Approximately 180 questionnaires were distributed to the hospitality sector,
and about 129 responses were received, which were validated for statistical analysis, with a
response rate of 70.5% The results of the current study have demonstrated that Organisational
Justice and Organisational Citizenship Behaviour have a favourable and significant correlation.
Additionally, the study has also made it obvious that Organisational justice has a considerable
impact on Organisational Citizenship Behaviour. The three aspects of Organisational citizenship
Behaviour that this study focuses on are altruism, which is acting in a way that shows a concern
for the well-being of others, conscientiousness, which shows a commitment to high standards of
work quality and accomplishment, and courtesy, which is taking proactive steps to avoid
problems or to mitigate the existing ones. However, there has not been a significant
difference between the respondents' demographic characteristics and how they perceive
Organisational justice and display Organisational Citizenship Behaviour.

Keywords: Organisational Justice, Organisational Citizenship Behaviour, Hospitality industry.

INTRODUCTION

The process of Organisation, according to Louis A. Allen, entails identifying and classifying the
work to be done, defining, and sharing responsibility and authority, and building connections to
enable people to achieve their goals most effectively. He describes the organisation as a tool for
achieving an entity's goals. This systematizes various business operations to manage the company
effectively and accomplish the shared objective. As a result, to improve the global economy, the
world is currently looking for high-performance institutions and Organisations. It is only possible
if businesses and institutions give their staff members a fulfilling work environment, fair
treatment, and praise for their efficient work (Iqbal et al.,2017). When people work together, they
tend to perceive the justice given to them in different ways. The concept of Organisational justice
is defined as "Perceptions of fairness and their impact on Behaviour in Organisations" (Beugre,
1998). Although it is completely subjective, it has a direct impact on an employee's performance
(Robbins, 2015), which in turn affects the performance of the Organisation (Daft, 2000). It is not
uncommon for people to perform extra duties beyond their job roles given by the Organisation.
There is a transformation from the traditional assessment of performance based on their job
description and job specification, to the competence of a person, to achieve extra roles over
assigned duties which is an integral part of performance management (Hasyim, 2011) and is
considered the Behaviour required for an employee to perform better. This is called
Organisational Citizenship Behaviour. However, when Organisational Justice is not fair, it may
tend to affect the Citizenship Behaviour of the employees. According to Blakely et al. (2005), an
increase in employees’ Organisational Citizenship Behaviour is possible when they perceive their
superiors as being fair. In his research on Organisational justice and Organisational Citizenship
Behaviour, Moorman (1991) found a causal relationship between the two. The evolution of
various types of industries and Organisations has led to the establishment of four economic
market structures, namely, perfect, monopoly, monopolistic, and oligopoly.  The hospitality
industry has a monopolistic market structure where there is free entry and exit of firms but has
differentiated products and services. However, they are likely to earn normal profits in the long
run. “Hospitality Industry” refers to a huge umbrella that now includes eleven additional
businesses other than just hotels: Accommodations, Food and Beverage, Travel and
Transportation, Tourism, Meetings and Events, Attractions, Entertainment, Recreation, Cruises,
and Casinos (Maria, 2022). It can be fascinating to talk about Organisational Justice and
Citizenship Behaviour in the hospitality industry context because there is a lot of direct customer
contact by the employees based on which they may be treated differently in their firms.
Several studies have been carried out to find the causal relationship between Organisational
Justice and Organisational Citizenship Behaviour in different countries, while few empirical
studies have been conducted to examine the impact in the service sector. Among these, a few
studies by Needorn et al. (2018); Necdet et al. (2015); Pablo et al. (2014) focused only on the
hotel industry and (Daouk et al.,2021) tourism industry, respectively, but did not examine the
entire hospitality sector, which this paper intends to achieve. The purpose of this study is to
determine whether there is any relationship between Organisational Justice (distributive,
procedural, and interactional) and Organisational Citizenship Behaviour (Altruism,
Conscientiousness, and Courtesy). It also seeks to determine the impact of Organisational Justice
on employees' Organisational Citizenship Behaviour in the hospitality industry and whether staff
perceptions of Organisational Justice and Organisational Citizenship Behaviour are in any way
related to their demographic characteristics (age, gender, education, and level of employment).
REVIEW OF LITERATURE

Organizational Justice
The term Organisational Justice was first used by Greenberg (1987) who defined Organisational
Justice as a concept that expresses employees’ perceptions about the extent to which they were
treated fairly in Organisations and how such perceptions influence Organisational outcomes
such as commitment and satisfaction. The impression of unfair treatment may lead to an
individual lowering his commitment to the Organisation, a decline in job performance and job
satisfaction, and showing reluctance in helping his co-workers (Ambrose, 2002; Cropanzano &
Greenberg, 1997). 
There are three types of Organisational justice, viz., Distributive, Procedural, and Interactional.
Distributive justice is the perception of workers of whether the Organisational savings are
distributed according to the real evaluation and the performance presented (Moorman, 1991).
According to Organ (1988), Distributive justice has three important principles: 1) Equity, one's
rewards should be equal to one's contributions; 2) Equality, all employees should be given equal
opportunities for access to rewards, regardless of their characteristics; 3) Need, resources should
be allocated according to an employee's need.
Procedural justice is concerned with the fairness of procedures and policies used in decision-
making in the work environment (Greenberg, 1990). On the other hand, Konovsky (2000) stated
that Procedural Justice refers to how decisions for the distribution of outcomes are made, which
is related to subjective and objective situations. Leventhal (1980) proposed six Procedural
Justice rules, like involving employees in the decision-making process, creating a space to
change or repeal the decision made in the allocation process which in turn must be based on as
much reliable information as possible, self-interest and bias should not be allowed in the
processes which should be stable over time and consistent between individuals. Finally, they
must be compatible with the underlying moral and ethical principles of the participants and the
workplace.
Interactional Justice refers to the perception of the quality of treatment an employee receives
when policies and procedures are implemented in the workplace (Bies & Moag, 1986). They
also identified some key aspects of Interactional Justice, such as truthfulness, where the
information provided should be realistic and accurate, giving respect in such a way that
employees should be treated with dignity, there should not be any preconceived notion, and a
social account should be given, say an explanation or apology, in response to a perceived
injustice, which can lessen or even completely eradicate the anger that has been created. 
Employees’ perception of justice leads to various outcomes, and work engagement is one of
them. Bibliometric analysis (Piotrowski, 2014; 2016) indicated that in Organisational settings,
Organisational Justice is an important research area. Organizational Justice entails matters
related to the observation of workplace equality, wages, the same chances for promotion, and
recruitment measures. According to research by Eric et al. (2008), inferiors who perceive
Organisational Justice as being higher, are more likely to become involved and display
Organizational Citizenship Behaviour. Organizational Citizenship Behaviour is necessary for
any entity to perform its functions effectively, because such Behaviours may influence both
individual variables such as performance, decisions on the distribution of awards, etc., and
Organisational variables such as efficiency, effectiveness, cost, customer satisfaction, etc.
(Podsakoff et al., 2009; 2000; Organ, 1988).

Organisational Citizenship Behaviour

For the first time in management research, the concept of Organisational Citizenship Behaviour
was introduced by Dennis Organ and his colleague Bateman in 1983. According to Organ
(1988), Organisational Citizenship Behaviour is an individual action that is not recognized by a
formal reward system but produces efficacy when joined with similar behaviour in a group.
There are many definitions for this concept, including "Positive Employee Behaviour" (Borman
& Motowidlo, 1993), "Good Soldier Behaviour" (Hodson, 1991) "Extra-role Behaviour"
(Schnake, 1991), and "Behaviours that are typically not required by job descriptions, but usually
based on individual choices and are not necessary to be held accountable in case of violation”
(Podsakoff et al., 2000). 
Organisational Citizenship Behaviour is described as the willingness to collaborate, following
the notion discussed by Barnard (1938) in his research, while Katz (1964) defined the same term
as creative and instinctive actions. The term "OCB" was first used by Organ (1988) to describe
individual conduct that is discretionary, not explicitly or immediately recognized by the formal
reward system, which overall supports the efficient functioning of the Organisation. This certain
Behaviour is not necessarily a role or a job agenda, rather, it is a personal choice that is not to be
done, and no punishment is entailed in it (McAllister, 1995). 

Organisational Justice and Organisational Citizenship Behaviour

Employees will demonstrate higher levels of commitment to their Organization and
Supervisor when they receive fair treatment, procedures, and outcomes (Bobocel &
Holmvall, 1999, 2001; Byrne & Cropanzano, 2000). According to Williams et al. (2002),
better employee perception of fairness increases the likelihood of Organisational citizenship
Behaviours. The importance of material, financial resources, humans, and machines cannot
be underestimated in any company. However, when workers in the hospitality industry are
required to work in a hostile atmosphere and face unfair Organisational practices, it could
lower the rate of Organisational Citizenship Behaviours and in turn raise turnover. The
hospitality sector has above-average rates of workplace discrimination, which, in addition to
showing a lack of compassion and understanding for a worker, can lead to systemic
inefficiencies that jeopardize business operations. Poor communication on how the
Organisation is functioning, its strategies, objectives, and planning, excluding the concerned
people from the decision-making processes, neglecting to address improper or harmful
behaviour, harassment, and unequal treatment are some of the circumstances that may result
in inadequate Organisational Justice.  This might cause the employees to feel psychologically
separated from their company. There is a possibility that the employee will lose interest in
both their primary position and any additional responsibilities which will result in the decline
of Organisational Citizenship Behaviour. The belief that one is valued by an Organisation is a
powerful motivator for individuals to demonstrate Behaviours that help the Organisation
succeed (Eisenberger et al., 2000). As per Adam’s equity theory (1965), individuals are
motivated to resolve tensions that arise due to the perceived unfair distribution of rewards
pertaining to work inputs. In Procedural Justice, decisions are reached along a set of
procedures by the Organisation (Koopmann, 2001). Procedurally-just decisions are those that
are consistent over time and with people, free from bias, contain accurate information, and
offer the possibility of modifying the outcome in the future, according to Muchinsky (2000).
The concept of fairness is characterized by how and who is given the outcomes, how the
outcomes are distributed, and how they are used (Folger & Greenberg, 2005). Interactional
Justice is the fairness of interpersonal treatment (Bies & Moag, 2006). Generally, fair
treatment leads to open-ended social exchange relationships. In these types of relationships,
the employee is obligated to repay the supervisor or Organisation, in terms of higher
performance and commitment (Cropanzano et al., 2001). Therefore, this study proposes that
Distributive justice, Procedural Justice, and Interactional Justice have a significant impact on
Organisational Citizenship Behaviour.  

H1: Distributive Justice has a positive impact on Organisational Citizenship Behaviour

H2: Procedural Justice has a positive impact on Organisational Citizenship Behaviour

H3: Interactional Justice has a positive impact on Organisational Citizenship Behaviour 

H4: There is a significant difference in Organisational Justice perception and
Organisational Citizenship Behaviour based on the level of employment. 

H5: There is a significant difference in Organisational Justice perception and

Organisational Citizenship Behaviour based on gender and education.

METHODOLOGY

Methods
This study set out to ascertain the relationship between the three facets of Organisational
Citizenship Behaviour (Altruism, Conscientiousness and Courtesy) and the three types of
Organisational Justice (Procedural, Distributive and Interactional). A convenient sampling
technique was used to collect data from the sample, as the questionnaire was rolled out online
and some in person. The data has been collected from 129 respondents. The respondents were
from the Canteen, Casinos, Catering Services, Event Management companies, Food and Drink
services, Mess, Hotels, Restaurants, Resto bars, Travel and tourism agencies, Malls, Paying
Guests, and a few other Hospitality sectors. 
The results from the given variables have been analysed using Jamovi 2.3.15 statistical tool.
Since the data collected were not normally distributed (p - 0.013 for Organisational citizenship
Behaviour and p - 0.001 for Organisational justice), all analyses were done using non-parametric
tests. To test the given hypotheses, the Mann-Whitney U test, Kruskal Wallis, Spearman
correlation, and Linear regression were used. 

Measures
A standardized questionnaire in three languages (English, Kannada, and Tamil) was used to
collect the data: An organisational Justice questionnaire (Colquitt, 2001) containing 20 questions
that cover the three components, Procedural Justice, Distributive Justice, and Interactional
Justice were used to discover the same. Using the Organizational Citizenship Behaviour
questionnaire (Sharma and Jain, 2014), the samples were assessed on their levels of Extra-role
behaviour. Both questionnaires were used on 5 points Likert scale.

RESULTS
Among the 129 respondents, 31 of them were females and 98 of them were males. The
sample consisted of 57 low-level employees, 57 middle-level employees, and 15 high-
level employees. 56 of the respondents were married. The mean age was 31 years. The
average work experience of the employees is 9.6 years.
Table 1: Correlation between Dimensions of Organisational Justice and
Organisational Citizenship Behaviour

Procedural Distributive Interactional Total of

 
justice justice justice OCB
Procedural justice —      
Distributive justice 0.523 *** —    
Interactional justice 0.512 *** 0.535 *** —  
Total of OCB 0.541 *** 0.463 *** 0.415 *** —

Note. * p < .05, ** p < .01, *** p < .001

Table 1 shows that there is a highly positive significant correlation between the perception of
Organisational Justice and Organisational Citizenship Behaviour (p<0.001, rho= 0.541***)
among hospitality sector employees. Thus, there is a positive relationship between
Organisational Justice and Organisational Citizenship Behaviour.

Table 2: Linear Regression - Model Fit Measures

Overall Model Test
Model R R² Adjusted R² F df1 df2 p

1 0.541 0.293 0.288 52.7 1 127 < .001

2 0.581 0.338 0.327 32.1 2 126 < .001
3 0.588 0.346 0.330 22.0 3 125 < .001
4 0.604 0.365 0.344 17.8 4 124 < .001

Regression analysis is used to predict the strength of the predictors. As discussed above,
Organisational Justice is positively correlated with Organisational Citizenship Behaviour.
Hence, to predict the strengths of the types of justice, regression analysis has been performed.
Here, Procedural Justice has been taken as Model 1, Distributive justice as Model 2, and
Interactional Justice as Model 3. Finally, all three justices are put together in the fourth
model. The values of adjusted R2 were considered since this is a multivariate linear regression
model. It is observed that all the models of Organisational Justice are highly significant in
predicting the dependent variable of Organisational Citizenship Behaviour. In Model 1, one
unit of change in procedural justice may lead to 28.8% of the change in the OCB. It is a
similar case for Model 2, Model 3, and Model 4 with a percentage of 32.7, 33, and 34.4
respectively. But it is revealed that when all the dimensions of Organisational Justice are
considered together, they extremely significantly predict a person's Organisational
Citizenship Behaviour.

Table 3: Kruskal-Wallis –OJ and OCB on Level of Employment

  χ² df p

Organisational Justice 2.766 2 0.251

Organisational Citizenship Behaviour 0.281 2 0.869

To test if there is a significant difference in the Organisational Justice perception and

Organisational Citizenship Behaviour based on the demographic factors of the respondents,
here, gender and education, the non-parametric Mann-Whitney U test has been used since
there were only two categories in both the variables. Table 3 shows that there is no such
significant difference between the Organisational Justice perception (p=0.251, p>0.05) and
Organisational Citizenship Behaviour (0.869, p>0.05) based on the respondents’ level of
employment. Hence, the null hypothesis of there is a significant difference in the
Organisational Justice perception and Organisational Citizenship Behaviour based on age and
level of employment has been rejected and the alternative hypothesis of there is no such
significant difference in the Organisational justice perception and Organisational citizenship
Behaviour based on neither age nor the levels of employment has been accepted.

Table 4: Mann-Whitney U - Test - OJ and OCB on Gender

    Statistic p

Organisational Justice Mann-Whitney U 1292 0.211

Organisational Citizenship Behaviour Mann-Whitney U 1217 0.096

Table 5: Mann-Whitney U - Test - OJ and OCB on Qualification

    Statistic p

Organisational Justice Mann-Whitney U 2054 0.981

Table 4: Mann-Whitney U - Test - OJ and OCB on Gender
    Statistic p
Organisational Citizenship Behaviour Mann-Whitney U 1975 0.691

To test if there is a significant difference in the Organisational Justice perception and

Organisational Citizenship Behaviour based on the demographic factors of the respondents,
here, gender and education, the non-parametric Mann-Whitney U test has been since there
were only two categories in both the variables. Table 4 shows that there is no such significant
difference between the Organisational Justice perception (p=0.211, p>0.05) and
Organisational Citizenship Behaviour (0.096, p>0.05) based on respondents’ gender.
Similarly, Table 5 shows that there is no such significant difference between the
Organisational Justice perception (p=0.981, p>0.05) and Organisational Citizenship
Behaviour (p=0.691, p>0.05) based on the respondents’ qualifications. There are not many
differences in the median (since the data were not normally distributed) values of both
variables. Hence, the null hypothesis of there is a significant difference in the Organisational
Justice perception and Organisational Citizenship Behaviour based on gender and
Qualification has been rejected.

DISCUSSION

Numerous research has been done and is available in the literature that examines the
connection between Organisational citizenship conduct and perceived Organisational
fairness. These findings demonstrate that if employees feel that the Organisation's activities
and processes are honest and fair, they will engage in extra-role conduct. In the study he did
with 270 employees of two medium-sized businesses, Moorman (1991) discovered that the
perception of justice is a crucial indicator of citizenship behaviour growth. Tansky (1993)
discovered a positive significant association between the perception of Organisational justice
and altruism and conscientiousness, two dimensions of Organisational citizenship Behaviour,
in a study he conducted with 101 employees at a business included in the Fortune 100. In
their 2009 study on employees at 4- and 5-star thermal hotels in the heart of Afyonkarahisar,
a city in the Western part of Turkey, Poyraz et al. (2009) concluded that interactional justice
has a greater impact on Organisational Citizenship Behaviour than Distributive and
Procedural justice. Alike all the other studies, this paper also aimed to study the relationship
between Organisational Justice and Organisational Citizenship Behaviour, among the
hospitality sector employees, which managed to consider other verticals like Restaurants,
Food and drink services, Paying Guests, etc. as well. As revealed in the results, there is a
highly positive and significant relationship between the perception of Organisational justice
and Organisational Citizenship Behaviour. There is a 34.4% percentage of impact of the three
justices, viz., Distributive, Procedural, and Interactional on the Organisational Citizenship
Behaviour of the employees. However, there has been no significant difference found in the
perception of Organisational justice and Organisational Citizenship Behaviour based on age,
levels of employment, gender, and qualification. The employees will take ownership of the
Organisation and have a sense of belongingness. The finding from this study is supported by
many works of literature.

Implications

Hotels must constantly look for new ways to increase their competitiveness in the current
market due to dynamic and unpredictable factors like seasonality, consumer expectations, and
economic conditions. Given the impulsive nature of visitor expectations, Organisational
Citizenship Behaviour is particularly crucial in the service industry, such as hotels. According
to recent research, managers should give careful thought to how people perceive
Organisational fairness. Positive Behaviours are unlikely to stand out if employees feel that
injustice has been done to them. Additionally, this causes unfavourable feelings and actions
toward the Organisation. The need for it grows as a result of the frequent customer contact
those employees in the hospitality sector have. Therefore, it is essential in this situation to
have employees who exhibit positive Behaviour, especially extra-role Behaviour. More
essential, management needs to make sure that workers are treated fairly. This encourages a
psychological base for influencing workers and demonstrating support. This enables the
workers to demonstrate a high level of dedication, which they will do by engaging in
constructive Behaviour.

Limitations and Future Scope 

The responses from the study cannot be generalized because there was only a sample size of
129 respondents. It may be possible to conduct qualitative interviews in the future to elicit
insightful observations beyond the answers provided in response to closed-ended questions.
Because the hospitality industry covers a wide range of activities, the responses took some
time to come in because of permission and ethical issues. If not, more responses might have
been gathered. Male employees made up a larger portion of the study's sample due to the
industry's preponderance at all levels of management, from the lowest to the highest. Future
research could consider the fact that neither gender will be specifically targeted in the
findings. Third-gender responses are also appreciated, if possible. Although some studies
focused specifically on the hotel and tourism industries, this study aimed to cover practically
all hospitality services. Therefore, this outcome can be used to deduce that the employees
needed to be treated equally, keeping the balance of all forms of justice in mind, which will
eventually lead to the employees behaving positively.

Conclusion

Extra-role Behaviour, such as OCB, has become increasingly important for service
industries like hotels as a technique to overcome obstacles, particularly for enhancing service
quality. The hotel's management needs to be aware of the idea of OCB and try to hire and
keep staff members who can display it. Hotel managers can do this by ensuring that the
methods utilized to distribute Organisational awards are viewed as just, helpful, and caring.
Justice is not only in the control of the law but also of everyone, from the executive branch to
the legal system. It has been discovered that there is a clear correlation between how people
are treated in an industry and how they perform outside of the scope of their job description.
This is particularly crucial in the hotel sector, as employees frequently interact directly with
clients, who want a positive experience. As a result, management must ensure that workers
are treated fairly and are happy with the perks and benefits they receive.

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