Organizational embeddedness as a mediator between justice and in-role performance

• Published in: Journal of business research Vol. 75; pp. 130 - 137
• Main Authors: Ghosh, Debjani, Sekiguchi, Tomoki, Gurunathan, L.
• Format: Journal Article
• Language: English
• Published: Elsevier Inc 01.06.2017
• Subjects: Distributive justice; In-role performance; India; Organizational embeddedness; Procedural justice; Distributive justice; In-role performance; Procedural justice; Organizational embeddedness; India
• ISSN: 0148-2963; 1873-7978
• DOI: 10.1016/j.jbusres.2017.02.013

Drawing on the conservation of resources (COR) theory, we theorize that organizational justice influences in-role performance by embedding employees into the organization. Using a sample of 236 employee-supervisor dyads from diverse industries in India, we found that organizational embeddedness mediated the relationship between distributive and procedural justice and in-role performance. We further found that the degree of association between the dimensions of organizational justice and the components of organizational embeddedness varied; procedural justice was a stronger predictor of the fit dimension than distributive justice was and distributive justice was a stronger predictor of the sacrifice dimension than procedural justice was. We discuss the theoretical and practical implications of our findings. •COR theory is used to explain the psychological path from organizational justice and in-role performance.•Organizational embeddedness mediated the relationship between organizational justice and in-role performance.•Distributive and procedural justice predicted fit and sacrifice dimension but not link dimension.•Procedural justice was a stronger predictor of the fit dimension than distributive justice was.•Distributive justice was a stronger predictor of the sacrifice dimension than procedural justice was.