THE RELATIONSHIP BETWEEN ORGANIZATION CITIZEN BEHAVIOUR

AND ORGANIZATIONAL JUSTICE IN PAKISTAN

IQRA BURHAN(Corresponding Author)

Superior College of Accountancy, Superior University, Lahore, Pakistan
Email: iqraburhan000@gmail.com
UMME HANI
Superior College of Accountancy, Superior University, Lahore, Pakistan
Email: hania123404@gmail.com
ANAM NASEER
Superior College of Accountancy, Superior University, Lahore, Pakistan

IQRA ANWAR
Superior College of Accountancy, Superior University, Lahore, Pakistan

THE RELATIONSHIP BETWEEN ORGANIZATIONAL CITIZEN

BEHAVIOUR AND ORGANIZATIONAL JUSTICE
Iqra Burhan, Umme Hani, Anam Naseer, Iqra Anwar

Abstract:The aim of this paper is to analyze the relationship between organization citizen behavior
and organizational justice in the Pakistan. For this purpose, previous research literature was
critically reviewed and data was collected through self-administered questionnaires. 250
questionnaires were distributed among the employees of different organization in Lahore,
Pakistan and 220 completed questionnaires were received with a response rate of 88.0%.
Random sampling technique was used for the selection of sample. SPSS 20.0 version was used
for data processing. To study the relation of organization citizen behavior perceived in Pakistan,
Pearson product moment correlation analysis was used. Findings indicated organization citizen
behavior positively impact on organization justice.
Keywords: Distribution Justice Organization Citizen Behavior, Organization Justice,
Procedure justice, interactional justice, Altruism

1. Introduction:
At the beginning we discuss brief introduction of organizations. As we know organizations are
the important part of our society and its play a vital role in our life. According to Schrodt (2002)
who studied at this topic deeply and gives us result that basis of organizational identification is
that employees identification concerned by company and organizational justice. According to
his study management should keep justice in order to develop employees efficiency so that they
will show interest in organization work. Organizations are the back bone of society which plays
important role in individual.

Different talented researchers have included various studied in the research for the causes of
working peoples decision to perform OCB. Many researchers focused on work of place attitude
as predictor of OCB. These kinds of studies have usually taken a common exchange approach in
society in which working people commitment to the organization is contain on their hopes of the
organizations commitment to their employees (Armeli, 1998). Organizational justice refers to an
employees thinking about the company situation they judge that whether the right, morality,
ethics, religion equity are exist or not. Thats why it is a subjective concept , where one is less
concerned with what is just and rather more concerned with what people think or believe is just.
Thats why I have adopted this topic for research to study and understand the people behavior in
company in certain situations or events.(Cropanzano et al., 2007). This time is a competitive time
for all organizations because organizations want to retain best talent in in shape of employees in
their company. Employees have more aware now their rights and values they expect from their
employers to be fair and justice. Because fairness and justice has become an important aspect for
organizations and play a vital role in every situation. Mostly organizational justice requires best
consideration in underdeveloped countries. According to overall view this prominent gap in the

literature, aim of this paper to investigate the position of organizational justice in nestle company
and its impact or influence on the organizational citizenship of nestle employees in Pakistan. And
the main purpose of this paper to check out the relationship between organizational justice and
organizational citizenship behavior and to test the impact between them in nestle company.
Organizational justice citizenship behavior is one of the factors that affect the employees and
their perception of equality in their place of work. In some previous year organizational behavior
researchers have pay more attention to employees observation of organization justice.

2. Literature Review:
In the literature, we focus on organizational citizenship (Smith et al., 1983) and organizational
justices (Greenberg and Lind, 2000) are the famous researcher. They discuss the concept of
organizational citizenship and organizational justices in different organization. Study on
organizational citizenship and organizational justice in schools are not common (; DiPaola and
Hoy, 2005).The number of organizational citizenship researcher paper in schools is just ten
worldwide.
In turkey, studies on organizational citizenship and organization justice have been discussed.
These studies have been discussed in schools and other institutions. The number of this
organizational citizenship and organizational behavior study is very low in Turkey. (Tan, 2006),
Organizational citizenship behavior is the type of loyalty in which person voluntarily make the
decision regarding their performance, rewards and way of doing work. Organizational citizenship
behavior always makes positive effects on the efficiency and effectively of the organization.
Smith (1983) define the organizational citizenship behavior it is the personality trait which
enhance the networking and mutual cooperation of the employees it also increases the team
performance which boost up the aggregate performance of the organization. Organ (1988, p. 4)
Individual behavior is a bendable it is not a straight and it can be determined by the reward
system in this way we make the operations successful in organization.
Organizational citizenship behavior is described by the organ (1988) is that it the employee
behavior in which they work out of their own because of the sense of achievement and sense of
loyalty towards the organization. The rst concept of organizational citizenship (Smith et al.,
1983), behaviors were identied as altruism and generalized compliance. In shortly studies

(Organ, 1988) the concept prolonged to ve categories. The citizen behavior has been increased;
we can say that there has been lack of agreement in this scope. In the current study, Organs
(1988) ve categories are discussed since they are broadly used.
Altruism is a concept that is used to helping the organizational task or problems of organizational
people. Altruism is also connected to determining the techniques through which we can help the
organizational peoples (Organ, 1988). The best example of altruism is teachers in schools who
work as substitute when a teacher is ill and absent due to any reason than an experienced teacher
assists for some period without any payment and their responsibilities are not included.
Conscientiousness plays a vital role in different organization it presented by employees at a
expected level. It is devotion for an organization. For example people who work for other just
sake of own satisfaction without any reward. Conscientiousness is common in educational
institutes and in schools especially. Teachers are taught their students during exams season
without being paid for their good result its devotion for organization. The person who does not
complain in problems may be called sportsmanship. Sportsmanship is a sense in which people
behave in a positive way and avoiding negative behaviors (Organ, 1988). We can understand it as
a secretary who is willing to carry out extra burden of tasks, without any complaining and reward
even that she has a right of objection (Podsakoffss et al., 1993). Teachers are think positively for
their students to improve their abilities and academic achievements. Courtesy is sense of takes
obligations of others cooperation (Organ, 1988). The people who inform other about something
like their duties may not directly concern them or that and he or she is not grateful to expose.
The rule of organizational justice is helps the people in their rights and obligations relative to
each other and to the social institutions in which they are work (Stevens and Wood, 1995).

Organizational justice is one of the important topics within the domain of justice. Organizational
justice is based on the belief that society should be based on good treatment share of advantages
of each other without any favoritism (Fua, 2007). Contribution, justice and equality are the most
important element of organizational justice. The most important duty in organizational justice of
administrators must contribute to the development of a sense of right and wrong among
employees and employers. Greenberg (1996) defined Organizational justice expresses the
peoples feelings and realize them how to treat other peoples and how to help them in their
obligations. Organizational justice develops the rules through which employees distribute al
work equally. Inequity will encourage the employees to gain equity and their rights and also
reduce the inequity.
Organizational justice have many types such as distributive justice includes theories of
(Leventhal et al., 1980). Distributive justice is a comparison of inputs and outputs sometime this
comparison is not balanced due to ratio of gained rewards. If payment are distributed among
employees according to their designation and its out is in equal than there is no distributive
justice occur. If profit gains according to their invested shares its mean distributive justice has
been occurred. Organizational commitment is an important aspect in management literature. It
refers to the state in which people sense loyalty with their respective organization, aligned
themselves with organizational goals and value it (Lambert, Hogan, & Griffin, 2007; Fang,
2001). Fairness and justice offers opportunity to the employees to feel sense of belonging which
considered as significant interpreter in organizational commitment. Procedural justice gives the
employees to consider that managerial and organizational decisions are legitimate and this
legitimacy promotes commitment of the employees to their organizations (Tallman, Phipps, &
Matheson, 2009). Robbins et al. (2000) proved the reciprocal association among distributive

justice and procedural justice with organizational commitment. In another study, Lambert et al
(2007) found that procedural justice and distributive justice significantly contributed to
employees organizational commitment. We found that procedural and distributive justice were
linked to higher level of organizational commitment.
When we make decisions procedural justice is required here for decisions. This concept is used
for solution of disputes and other matters. In this concept decision maker should take decision
after hearing all parties in this way decision can be become fair and we can achieve high quality
decision. In this way we can encourage the employees and their abilities. The feel their selfvalued. Employees show their interest more in their work and also in organization affairs. This
concept is essential for employees in organization because they feel themselves satisfied and
respected. It increases the moral values of peoples. Interactional justice exists in workplace
associated with the fair and unfair treatment. In this concept every one interact which other.
Employees want fair treatment by an organization. This type of justice is important in
organizations and it enhances the creativity and confidence of employees

3. Hypothesis: There is an impact of organizational justice on organizational citizenship behavior

4. Methodology:Measures
Research design
The design for this study is a survey research design which measured two variables which is the
independent variable and the dependent variable. The independent variables are procedural
justice and distributive justice and the dependent variable is organizational commitment. We
collected the data through questionnaire. Questionnaires have two sections:

Subjective section
Demographic section

Subjective include organizational justice and organizational citizen behavior. Demographic

include gender, age, marital status, establishment size and total experience.
Data Collection and Analysis
For the purpose of this research work, this study was limited to one multi-national organization
in Pakistan. The multinational company sampled is Nestle. The company had a total population
of about seven hundred employees, out of which a sample size of two hundred was drawn using
stratified sampling technique stratified on the basis of management staff, senior staff, and junior
staff of the company. The type of data that was used for the study was primary data. The primary
data was collected using questionnaire so as to enable the researcher obtain accurate and
adequate information relating to the research work. We distributed the questionnaire among
employees in public and private sector. We distributed 220 questionnaires and received 250
questionnaires at the rate of 90%.

Research instruments
The study employed a questionnaire as an instrument for data collection. The questionnaire was
divided into four sections. Section A measured the demographics of the respondents which
include age, sex, marital status, educational qualification, etc., B measured procedural justice, C
measured distributive justice and D measured organizational commitment.
Sampling techniques:
We use convince and non-probability techniques because we have a lack of time and limited cost
for this purpose. For examine organizational justice among employees.
5. Result and Analysis:category
Gender
Age

classification

Percentage%
105

52.5

FEMALE

95

47.5

21-30

81

40.5

>30-40

98

49.0

>40-50

13

6.5

4.0

78

39.0

112

56.0

WIDOWED

3.5

DIVORCED

1.5

MALE

>50 AND ABOVE

Marital status

Frequency

MARRIED
SINGLE

Sector

PUBLIC

50

25.0

150

75.0

3.5

>1-5

71

35.5

>5-10

63

31.5

>10-15

44

22.0

>15-20

4.0

>20-25

2.0

>25

1.5

Private

Total experience

<1

Table 1 shows that the majority of respondents are male that is 52.5%, and between them are
single at 56% and the age group of major these respondents are between 30-40 years that is 49%.
The data collected from respondents are major of the experience have 1-5 years that is 35.5%.

Table 2: Correlations
OJ

OCB

Pearson Correlation
OJ

Sig. (2-tailed)

.007

N
Pearson Correlation
OCB

.191**

200

200

**

.191

Sig. (2-tailed)

.007

200

200

**. Correlation is significant at the 0.01 level (2-tailed).

Table 2 of the correlation shows that organizational justice and organizational citizenship
behavior is .191 which shows that organizational justice and organizational citizenship behavior
is positively weak correlated and they are highly significant with each other.
Table 3: Model Summary
Model
1

R Square
a

.391

Adjusted R Square
.136

Std. Error of the Estimate

.031

.66119

a. Predictors: (Constant), OCB

Table 3 of Model summary shows that R=.391 which is 39.1% variation in the organizational
justice and organizational citizenship behavior. While R square identifies that the coefficient of
determination which shows that 13% variation with the linear relationship of organizational
justice and organizational citizenship behavior.

Table 4: ANOVAa
Model

Sum of Squares
Regression

df

Mean Square

3.265

3.265

Residual

86.559

198

.437

Total

89.824

199

Sig.
7.469

.007b

a. Dependent Variable: OJ
b. Predictors: (Constant), OCB

The table 4 of ANOVA identifies that value of F is 7.469 which shows about the fitness of the
model and the level of significance, the value of P is less than .05 that is .007 so it is accepted
that organizational justice have an impact on organizational citizenship behavior.

Table 5:Coefficientsa
Model

Unstandardized Coefficients

Standardized

Sig.

Coefficients
B
1

(Constant)
OJ

Std. Error
2.574

.340

.265

.097

Beta

.191

7.582

.000

2.733

.007

a. Dependent Variable: OCB

The table of coefficient shows that A=2.574 the average of organizational justice and the value of
beta that identifies one unit increase in organizational justice will increase .026 unit increase in
organizational citizenship behavior.

6. Conclusion:In this dynamic organizations changes their organizational structure and policies rapidly
according to the internal and external factors of environment. Organization efficiency and
success depend upon the internal strengths and employee competency level. The maintenance of
justice is very necessary in order to enhance the formal as well as extra role performance of the
employees such as organizational citizenship behavior. This study findings confirms with the
findings of Karrikar and Williams (2007) that organizational justice helps the manager to
increase the commitment level of the employee in the individual level as well organizational
level.

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