A Survey to Explore the Role of Organizational Justice on Organizational Citizenship Behavior among Irish Healthcare Employees

Syed A Jilani, Mahnur Gilani


ORIENTATION: Organizational Justice is very crucial for an organizations’ success and how it is perceived by employees. It develops great trust between the management and the employees, enhancing their job satisfaction, commitment, efficiency, and thus reduces turnover intention and improves the level of employees’ citizenship behaviour.

AIM: This study is designed to determine the impact of organizational justice on job satisfaction, turnover intention, and organizational citizenship behaviour among healthcare professionals working in Ireland.

MOTIVATION FOR THE STUDY: The selection of healthcare professionals was to add another perspective and research dimension to the currently limited research material on organizational justice and citizenship behaviour among Irish healthcare professionals. Work exhaustion and turnover intention among healthcare professionals are the major issues faced by healthcare employees and management respectively and different forms of organizational justice play a major role in attenuating these factors.

METHOD: An online survey by using validated tools was employed to achieve the research objective. A total number of 53 healthcare personnel participated in the study who completed a questionnaire comprising of organizational justice, job satisfaction, turnover intention, and organizational citizenship behaviour scales and were evaluated for their organizational citizenship in terms of altruism, sportsmanship, and courtesy.

RESULT: It has been identified from this survey that organizational justice, is positively related to job satisfaction and organisational citizenship behaviour whereas negatively related to turnover intention among Irish healthcare professionals.

CONCLUSION: It is concluded that organisational justice is a strong indicator of organisational citizenship behaviour among healthcare professionals and also influences job satisfaction and turnover intention moderately.


Organizational justice; healthcare organization; organizational citizenship behaviour; healthcare professionals

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DOI: http://dx.doi.org/10.22375/dbr.v4i0.73


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