This research sought to understand the potential association between officer perceptions of organizational justiceand officer perceptions of body-worn cameras (BWCs). A questionnaire was administered to a convenience sample of 362 officersfrom the 750 sworn personnel from the Richmond Police Department in Richmond, VA, yielding a response rate of 91% and representing 44% of the Richmond Police Department’s sworn employees. This study extends prior work by partially replicating a previous BWC survey conducted by leading body-worn camera scholars, utilizing a large sample from an urban mid-Atlantic police department. This study also extends prior work on officer perceptions of organizational justice by examining officer perceptions of personal behavior modifications motivated by BWCs. Findings indicate that officers had positive general perceptions of BWCs but did not perceive that their own behavior would change due to wearing a BWC. Officers reported high perceptions of self-legitimacy and mixed perceptions of organizational justice; for example, although three quarters of respondents (74.6%) felt that command staff generally treats employees with respect, less than a third felt command staff explained the reasons for their decisions (29.1%) and that employees had a voice in agency decisions (29.7%), indicating areas for improvement in agency communication. Exploratory factor analysis yielded three separate organizational justice factors: procedural justice, distributive justice, and interactional justice. Regression analyses indicated that only procedural justice had a significant association with officers’ general perceptions of BWCs after controlling for officer demographics and perceptions of self-legitimacy (β = .20, p < .001), and there were no significant correlations between officer perceptions of organizational justice constructs and their perceptions of personal behavior modification motivated by BWCs. Policy recommendations include quarterly command staff attendance at precinct roll calls to improve internal department communication and an evaluation of the promotion process to improve officer perceptions of organizational justice. Practitioner/researcher partnerships are recommended to realize the full potential of BWC video data in improving department training and policies.

This study tested a model that uses job stressors, equity sensitivity, perceived organizational justice, and job satisfaction to explain turnover intention and organizational citizenship behavior (OCB). An online survey was distributed to emergency communication specialists from 14 emergency communication centers in Florida. The supervisors in these emergency communication centers were asked to rate their employees on OCB. Responses to the survey and the OCB ratings were analyzed using structural equation modeling to evaluate the fit of a theoretical model to those data. Results showed that the model fit the data reasonably well and nearly all the hypotheses were supported. Specifically, job satisfaction completely mediated the relationships between job stressors, equity sensitivity, perceived organizational justice, and turnover intention. Job satisfaction partially mediated the relationships between job stressors, equity sensitivity, perceived organizational justice, and OCB, and equity sensitivity also had a unique, direct impact on OCB. Turnover intention alone did not reduce OCB. The implications of these finding are discussed.

<p>I media har det debatterats om huruvida belöningar i form av bonusar till företagsledningen är befogade då företaget går dåligt om man istället för att belöna ledningen kunnat behålla fler anställda. Debatterna har fokuserat på personerna som har valt att ta emot belöningar, inte vad belöningarna är till för att medföra i organisationen. Detta är bakgrunden till att vi vill undersöka hur företagsledningens belöningar kan påverka övriga medarbetare i organisationen. Vår problemformulering är följande; hur påverkar företagsledningens belöningar motivationen hos medarbetarna i organisationen? Syftet med denna uppsats är att vi vill se vilket sambandet är mellan ledningens belöningar och motivationen hos medarbetarna i organisationen. Vi har valt en kvantitativ ansats och genomfört en enkätundersökning för att ta reda på hur företagsledningens belöningar påverkar motivationen hos medarbetarna i organisationen. Enkäten skickade vi till individer med någon form av chefsposition i medelstora och stora noterade publika aktiebolag inom olika branscher. Beroende av vad medarbetaren har för förutsättningar, såsom ålder, tid på samma tjänst, befattning och om man har befordrats, så kan vi acceptera eller förkasta vår hypotes att motivationen hos medarbetarna ökar av att ledningen får belöningar. Vi kan av vår undersökning dra slutsatsen att ålder och befattning påverkar huruvida ledningens belöningar uppfattas som rättvisa eller orättvisa.</p>

No description available.

I media har det debatterats om huruvida belöningar i form av bonusar till företagsledningen är befogade då företaget går dåligt om man istället för att belöna ledningen kunnat behålla fler anställda. Debatterna har fokuserat på personerna som har valt att ta emot belöningar, inte vad belöningarna är till för att medföra i organisationen. Detta är bakgrunden till att vi vill undersöka hur företagsledningens belöningar kan påverka övriga medarbetare i organisationen. Vår problemformulering är följande; hur påverkar företagsledningens belöningar motivationen hos medarbetarna i organisationen? Syftet med denna uppsats är att vi vill se vilket sambandet är mellan ledningens belöningar och motivationen hos medarbetarna i organisationen. Vi har valt en kvantitativ ansats och genomfört en enkätundersökning för att ta reda på hur företagsledningens belöningar påverkar motivationen hos medarbetarna i organisationen. Enkäten skickade vi till individer med någon form av chefsposition i medelstora och stora noterade publika aktiebolag inom olika branscher. Beroende av vad medarbetaren har för förutsättningar, såsom ålder, tid på samma tjänst, befattning och om man har befordrats, så kan vi acceptera eller förkasta vår hypotes att motivationen hos medarbetarna ökar av att ledningen får belöningar. Vi kan av vår undersökning dra slutsatsen att ålder och befattning påverkar huruvida ledningens belöningar uppfattas som rättvisa eller orättvisa.

No description available.

The current study analyzes the impact of ethical work climates (caring, law and code, rules, instrumental and independence climates) and perceptions of organizational justice (distributive, procedural and interactional justice) on workplace deviance (organizational and interpersonal deviance) which is associated with huge financial, social and psychological costs for the organizations and organizational members. The findings of the research are based on a quantitative survey conducted among 219 employees in a public organization. The results obtained after controlling the significant effect of demographic variables revealed that it was only the perceptions of procedural justice that had a significant negative impact on organizational deviance. Distributive and interactional justice predicted neither interpersonal nor organizational deviance. Among the ethical work climates, caring climate was found to be the only ethical climate type that predicted organizational deviance. The remaining types of ethical work climates had significant relationships with neither one of the interpersonal or organizational deviance. Results also showed that ethical work climate was a better predictor of organizational deviance than interpersonal deviance.

Abstract Title: Study of Transformational Leadership, Organizational Justice, Job Insecurity, Turnover Tendency, Organizational Commitment, and Self-Efficacy: Taking C Bank as An Example University: National Sun Yat-sen University, Institute of Human Resource Management Date: 2nd Semester of Year 2006 Graduate student: Ching-Chung Chen Advisors: Drs. Liang-Chih Huang & Cheng-Chen Lin In Year 2000 and 2001, the respective passage of the Financial Institutions Merger Act and Financial Holding Company Act encouraged the merger of financial institutions to reach the effect of scale economy with a view to developing capital efficiency, cost saving, and cross selling, the 0so-called 3C. Along with the rapid change of the external environment, the privatization of state-owned banks is both a trend and the way to increase competition. When the environmental changes, the organizations will be merged or have to transform if the service provided are not competitive anymore or substituted by other service. In order to increase the competition of banking industry, the purpose of the study is to explore the relationships among transformational leadership, organizational justice, job insecurity, turnover tendency, affective commitment, and self-efficacy in the banking industry. Accordingly the subjects of this study were the current employees of C bank in Kaohsiung city, Kaohsiung county, Pingtung area, and Taitung area. Data was collected through the survey with a 447 valid questionnaires. Through the statistical analysis including t-test, one-way ANOVA, Pearson correlation, and multiple regression, the findings were as follows. 1. Job insecurity which employees felt significantly differed from their ages, working years for current company, working years for banking and years of colleague with director. However, it showed that demographic statistics variables didn¡¦t make any difference for transformational leadership and organizational justice. 2. With diverse ages, working years for current company, working years for banking and years of colleague with director, employees would show great difference in turnover tendency and affective commitment. 3. Transformational leadership and organizational justice had no significant effect on job insecurity, but there were strong negative correlation with turnover tendency and significant positive correlation with affective commitment. 4. Self-efficacy did not have a significantly moderating effect on referring transformational leadership and organizational justice to job insecurity, turnover tendency, and affective commitment. Key Words: transformational leadership, organizational justice, job insecurity, turnover tendency, ffective commitment, self-efficacy

Negative interpersonal workplace behaviours are an important but relatively infrequently studied occupational-stressor. The present research investigated the connection between these behaviours and employee well-being. This work had two main goals. The first goal was to provide greater insight into when and why social interactions at work can be harmful to employee well-being. Consistent with this goal, theory and research were reviewed, and results from two field studies were presented suggesting that (1) disrespect is an important characteristic of interpersonal workplace events that can explain detriments to employee well-being, and (2) both individual and contextual moderators are relevant in this process. In a first study, disrespectful leader behaviours were shown to negatively relate to employee well-being independent of demanding, production-focused leader behaviours. In a second study, perceived disrespectfulness mediated the relationship between exposure to negative interpersonal behaviour and well-being; workplace norms, social support, control-related self-beliefs, and negative affectivity moderated associations within the mediation sequence. Given the importance placed on objective measurement methods in the occupational stress literature, the inherent difficulties in measuring social stressors objectively, and the widespread use of self-report instruments in the literature, the second main goal of this work was to approach greater objectivity in the measurements of self-reported negative interpersonal workplace interactions. A number of approaches were used toward this end, including the development of a more objective self-report measure of interpersonal workplace behaviours, as well as the use of aggregate variables and the investigation of moderated relations within multilevel frameworks. Implications of this work and directions for further research are discussed.

Negative interpersonal workplace behaviours are an important but relatively infrequently studied occupational-stressor. The present research investigated the connection between these behaviours and employee well-being. This work had two main goals. The first goal was to provide greater insight into when and why social interactions at work can be harmful to employee well-being. Consistent with this goal, theory and research were reviewed, and results from two field studies were presented suggesting that (1) disrespect is an important characteristic of interpersonal workplace events that can explain detriments to employee well-being, and (2) both individual and contextual moderators are relevant in this process. In a first study, disrespectful leader behaviours were shown to negatively relate to employee well-being independent of demanding, production-focused leader behaviours. In a second study, perceived disrespectfulness mediated the relationship between exposure to negative interpersonal behaviour and well-being; workplace norms, social support, control-related self-beliefs, and negative affectivity moderated associations within the mediation sequence. Given the importance placed on objective measurement methods in the occupational stress literature, the inherent difficulties in measuring social stressors objectively, and the widespread use of self-report instruments in the literature, the second main goal of this work was to approach greater objectivity in the measurements of self-reported negative interpersonal workplace interactions. A number of approaches were used toward this end, including the development of a more objective self-report measure of interpersonal workplace behaviours, as well as the use of aggregate variables and the investigation of moderated relations within multilevel frameworks. Implications of this work and directions for further research are discussed.