Employees' Perception and Organizational Citizen Behavior.... 81 REFERENCES...82 APPEDIX 1: SURVEY TABLE OF THE EFFECTS OF INCLUSIVE LEADERSHIP ON ORGANIZATIONAL CITIZEN BEHAVIOR, EMPLOY
INTRODUCTION
Background
Leadership involves motivating individuals to voluntarily work towards shared goals within a group or organization, with the leader's role being to inspire rather than simply direct Nembhard and Edmondson (2006) introduced the concept of inclusive leadership, defining it as a leader's actions and words that invite and value contributions from others This idea was further refined by Carmeli et al (2010), who characterized inclusive leadership as leaders demonstrating openness, accessibility, and availability in their interactions with followers.
The way businesses treat their employees has become increasingly important in recent decades, with job satisfaction (JS) emerging as a key focus of research and academic interest Understanding and enhancing job satisfaction is essential for fostering a successful workplace, as it significantly impacts overall employee performance and organizational success.
Reasearch objectives
This study investigates the factors influencing job satisfaction, turnover intention, and knowledge sharing among university students and employees in Ho Chi Minh City It emphasizes the importance of fostering a work environment that prioritizes and actively promotes organizational justice The ultimate goal is to develop a workplace where employees feel valued, respected, and motivated to contribute to the overall success of the organization.
Firstly, Organizational justice has the potential to create powerful benefits for organizations and employees alike These include knowledge sharing, improved job satisfaction, citizenship behaviors, employee perception and turnover intention.
Secondly, We demonstrate the management of organizational justice with some suggestions for building fairness into widely used managerial activities.
From there, these policies which we suggest to help organizations and employees to encourage and raise awareness of organizational justice.
Research questions
1 How does inclusive leadership impact organizational justice among employees in Ho Chi Minh City?
2 How does organizational justice impact employees'job satisfaction in Ho Chi Minh City?
3 How does organizational justice control the impact on employees' turnover intention in Ho Chi Minh City?
4 How does organizational justice affect knowledge sharing among employees in Ho Chi Minh City?
5 What recommenadations for administrations are made in Ho Chi Minh City to improve employees'job satisfaction?
Research subjects
This research investigates factors affecting organizational justice, including work engagement on organizational citizen behavior, employee perception, turnover intention, job satisfaction and knowledge sharing.
Research scope
Subjects of the survey: People who are currently working or used to work in Ho Chi Minh City
Place: The research was conducted in organizations which are located in Ho Chi Minh city.
Time: The research was conducted from December 2023 to the end January 2024.
Research methods
Primary data sources are student-collected group responses to survey questions.
This research applies quantitative research methods Research gap was identified by reviewing previous published papers from 2018 to present, then propose a new theoretical research model to investigate in this paper.
The study team used scales inherited from earlier studies to create a preliminary quantitative questionnaire.
The research team employs a quantitative analysis method, utilizing survey data from 402 individuals currently or formerly employed in Ho Chi Minh City After refining the data, they secure official results from a total of 367 valid samples.
An observational variable is measured by the group using a 5-point Likert scale.
The research team encoded the survey's raw data in Excel and conducted descriptive statistical analysis before utilizing SmartPLS 4 software for further examination This analysis included evaluating the discriminant value through the Heterotrait-Monotrait (HTMT) ratio, assessing internal consistency reliability with Cronbach's Alpha, and determining composite reliability and average variance extracted (AVE) To confirm the model's fit, the study employed coefficients such as VIF, R2, and f2, and subsequently tested the hypotheses using the PLS-SEM analytic approach.
Research significance
This study paper offers theoretical and practical value to academic institutions, workplaces, and students of theoretical as well as practical significance.
This study enhances theoretical understanding by re-evaluating the relationships among ten key variables: Inclusive Leadership, Organizational Justice, Job Satisfaction, Distributive Justice, Procedural Justice, Interactional Justice, Knowledge Sharing, Organizational Citizenship Behavior, Turnover Intention, and Employee Perception The findings aim to support and expand upon existing research in this area.
In terms of practical significance, the study aims to:
Educational managers can utilize this study to implement strategies that enhance positive factors while mitigating negative ones Additionally, it provides researchers with critical insights to further investigate this field and refine existing models.
Enhancing the perception of managers is crucial for identifying issues and implementing plans that foster inclusive leadership and organizational justice By focusing on job satisfaction and various forms of justice—distributive, procedural, and interactional—managers can promote knowledge sharing and organizational citizenship behavior In today's competitive landscape, this approach not only improves employee perceptions but also creates significant opportunities for managers to drive company growth and attract top talent.
Structure of the study
This study includes three chapters, detail as below:
Chapter 1: Research overview This chapter show the overview about background of organizational justice It also presents previous study results and limitation Based on that, the author introduces the research topic, objective, question and scope, of research for the topic “ the effects of work engagement on organizational citizen behavior, employee perception, turnover intention, job satisfaction and knowledge sharing: the mediating role of organizational justice”.
Chapter 2: Literature review This chapter introduce related constructs and theories of the mediating role of organizational justice Additionally, literature reviews of previous research about this topic points out research gap which solved in this study This chapter introduce hypotheses and proposed research model.
Chapter 3: Research methodology This chapter shares research steps and method which is used in this study It also introduces measurement scale and conduct research plan.
Chapter 4: Results The chapter assesses the analysis findings and scrutinizes the scale while determining whether the proposed hypotheses receive support or not.
Chapter 5: Conclusion and Recommendations The chapter explores the potential implications derived from the research findings and suggests practical recommendations tailored for both universities and start-up organizations Furthermore, it addresses the limitations inherent in the current study and offers insights on how to address these shortcomings to guide future research endeavors.
LITERATURE REVIEW
Chapter 2 outlines the theoretical framework of the research paper, developing hypotheses that explore the relationships among the model's concepts This chapter is divided into four key sections: a summary of previous research and descriptions of constructs, foundational theories, a synthesis of studies related to relevant factors, and the formulation of a research hypothesis along with a proposed research approach.
Previous studies have explored various aspects of employee behavior, including job satisfaction, commitment, and turnover intentions The author of this research diligently reviewed existing literature to synthesize diverse findings and illustrate the relationship between organizational justice and related factors.
A study by Nurdin et al (2020) found a positive correlation between work satisfaction and organizational justice within human resources The findings indicate that emotional intelligence plays a significant role in enhancing performance, job satisfaction, and fostering a caring work environment Furthermore, emotional intelligence indirectly contributes to professional happiness and overall performance However, the study's cross-sectional design limits its ability to track changes in respondents' behaviors over time, suggesting that future research should focus on long-term studies to gain deeper insights.
Ajai Pratap Singh and Sanjay Kumar Singh (2018) highlight that organizational justice (OJ) significantly boosts psychological empowerment, which in turn positively influences job satisfaction (JS) They found that organizational citizenship behavior (OCB) serves as a vital mediator, enhancing the relationship between JS and the effects of OJ on psychological empowerment Although the study focused on a specific group of bank employees with similar demographics, the use of standardized instruments strengthened the model's validity To improve generalizability, further multi-sample and longitudinal studies incorporating these variables are recommended.
A study by LAITH et al (2020) found a positive relationship between work satisfaction and the components of distributive and interactional justice within organizational justice, with distributive justice having a notable impact on work satisfaction However, procedural fairness did not significantly affect work satisfaction, potentially due to the influence of government policies on hiring, promotions, and salaries in Iraq's public school system This insight is valuable for school management, as it highlights the needs of instructors Nevertheless, the findings are limited to a single location and may not be broadly applicable, suggesting that future research should explore organizational justice and job satisfaction in various public and private school settings.
A 2019 study by Cugueró et al highlights that organizational fairness, employee perceptions of support, and emotional commitment are positively linked to knowledge sharing (KS) The research demonstrates that organizational justice is associated with KS, revealing that factors such as employee perceptions of support, job satisfaction, and emotional commitment serve as mediators in this relationship.
The research conducted by Hermanto et al (2022) offers valuable insights into organizational justice practices within educational institutions, highlighting the significance of procedural justice, interactional justice, and overall organizational justice The study's findings, derived from testing seven proposed hypotheses, enhance our understanding of these critical components in fostering a fair and equitable environment in educational settings.
Organizational justice (OJ) plays a crucial role in enhancing both organizational citizenship behavior directed at the organization (OCBO) and the individual (OCBI), leading to a notable improvement in employee performance (EP) Research indicates that OJ has a significant positive impact on EP, particularly within the contexts of OCBO and OCBI Additionally, OJ partially mediates the relationship between itself and EP, highlighting its importance in fostering a productive work environment.
Hanh Tran T.B and Choi S.B.'s 2019 study explores the relationship between inclusive leadership and organizational citizenship behavior (OCB) among service workers in Vietnam, highlighting the mediating roles of organizational learning culture and organizational justice The research acknowledges limitations, such as potential biases from single-source data, as all variable assessments were sourced from the same personnel Future research is encouraged to utilize data from diverse sources and larger, more representative samples, as the current study focused on employees from only four service sector companies in Vietnam The findings align with previous studies on employee involvement in creative tasks, worker voice behavior, and team effectiveness.
Organizational justice refers to the extent to which employees perceive fairness in their treatment within a company (Gibson et al., 2012) It encompasses the assessment of fairness regarding decisions made by management (Colquitt et al., 2009) Research by Kim and Park (2017) highlights the importance of organizational justice, which includes perceived equity in workplace practices, resource allocation, and communication, as a key factor in enhancing information exchange and fostering innovative behavior (Bunker and Lewicki, 1996).
Organizational justice, defined by Greenberg (1990), refers to an individual's perception of fairness within an organization, significantly influencing its overall effectiveness Existing research, notably by Bies (1986) and Bies and Shapiro (1987), primarily emphasizes the negative consequences of perceived organizational fairness Greenberg identifies three distinct types of justice: distributive, procedural, and interactional, each playing a critical role in shaping employee experiences and organizational outcomes.
Procedural justice, as defined by Thibaut and Walker (1975), reflects an individual's perspective on fairness regarding organizational policies and processes In contrast, interactional justice, according to Greenberg and Colquitt (2005), pertains to how individuals perceive fairness in their interpersonal interactions within a corporate setting.
Interactional justice, a key dimension of organizational justice developed by Greenberg (1993), refers to employees' perceptions of fairness in the interpersonal treatment they receive from supervisors during policy implementation According to equity theory (Adams, 1965; Colquitt et al., 2001), resource distribution is deemed just when it aligns with established allocation norms This concept has been integrated into various significant theories, including Leader-Member Exchange (LMX) (Ansari et al., 2007) Interactional justice encompasses two subtypes: intrapersonal justice and informational justice, which have evolved since the term was first introduced by Bies and Moag (1986).
Interpersonal justice, a key aspect of interactional justice, refers to how senior management treats employees with respect and dignity while establishing policies and assigning tasks This foundational element emphasizes the importance of civility in workplace interactions.
In Pakistan, a study by Muddassar et al (2018) explores the relationship between employees' perceptions of corporate social responsibility (CSR) and their performance It examines the role of organizational justice as a mediator between these perceptions and employee outcomes The findings reveal that organizational justice partially mediates the connection between employees' views on CSR and their performance results.
RESULTS
This chapter presents the results of the data collection process, accompanied by an Excel overview of the study sample The validity and reliability of the constructs within the measurement model were assessed using SmartPLS 4 software to validate the scale Subsequently, the proposed hypotheses in the research model were tested utilizing a multivariate regression analysis.
The research paper was collected with 402 samples, conducted through a
Google Form survey Then, the research team removed the error data The number of samples after being distilled was reduced to 367 samples.
Table 3: Research sample descriptive analysis
Characteristics Frequency Percent Cumulative Percent
Source: Data processing results of the research team from Excel Software
The results in the table above show that 229 females accounted for 62.4% and
In this survey, 138 males represented 37.4% of the participants Although there is a noticeable gender disparity, the substantial number of women involved does not diminish the significance of the survey's findings.
The majority of respondents were aged 18 to 21 years, representing 51.5% of the total In contrast, 30.2% of respondents were between the ages of 22 and 25, while the smallest group consisted of individuals over 25 years old.
In a recent survey, 70.3% of students reported their current employment status, which is nearly 2.5 times greater than the number of employees in organizations and enterprises This indicates a strong preference for part-time work among students, with 67.6% opting for part-time positions compared to only 32.4% choosing full-time roles.
A construct reliability value between 0.7 and 0.9 is generally deemed suitable for measurement scales, while values exceeding 0.95 may indicate multicollinearity and a lack of differentiation among variables Hair et al (2019) assert that higher Cronbach's Alpha values reflect greater confidence in the measurements In the study, the research team reported Cronbach's Alpha reliability values ranging from 0.700 to 0.957, demonstrating a robust measurement scale.
Researchers have introduced Composite Reliability values as an alternative to Cronbach’s Alpha to address its sensitivity to the number of observed variables (Hair et al., 2016) Typically, Composite Reliability yields higher values than Cronbach's Alpha, although it remains below 0.95 In terms of structural reliability (rho_A), all values presented in the table are satisfactory, exceeding 0.7 These results support the theoretical proposition by Dijkstra and Henseler (2015) that both Cronbach's Alpha and rho_A values are generally lower than Composite Reliability, with rho_A values surpassing those of Cronbach's Alpha.
Table 4: Construct reliability and validity
Source: Data processing results of the research team from SmartPLS 4 software
Cronbach’s alpha Composite reliability (rho_a)
To evaluate convergent validity, researchers measure a scale's average variance extracted (AVE) Hair et al (2021) state that an AVE score of 0.5 or higher indicates that the research concept explains over 50% of the variance in its observed variables, demonstrating strong convergence In contrast, an AVE score below 0.5 suggests that the observed variables contain more measurement error than the latent variable can account for in terms of variance.
The index presented ranges from 0.564 to 0.638, with the Average Variance Extracted (AVE) values indicating that Emotional Performance (EP) and Innovative Leadership (IL) are at 56.4% and 58%, respectively Knowledge Sharing (KS) and Trust in Leadership (TI) exhibit AVE values of 58.4% and 57.6% Notably, Job Satisfaction (JS) has an AVE of 62.7%, Organizational Citizenship Behavior (OCB) is at 61.4%, and Organizational Justice (OJ) leads with an impressive 63.8%, surpassing the other variables.
For observed variables, an outer loading coefficient of 0.7 or higher is considered meaningful (Hair et al., 2016) Variables with outer loading below 0.4 should be removed from the model, while those ranging from 0.4 to below 0.7 require careful evaluation by the researcher, taking into account indices like composite reliability (CR) and convergent validity (AVE) to determine their retention.
Since both Composite Reliability (CR) and Average Variance Extracted (AVE) have surpassed the recommended thresholds, we deem the observed variables with outer loadings between 0.4 and 0.7 to be significant for this study and have decided to retain them.
EP IL IS KS OCB OJ TI
Source: Data processing results of the research team from Smart PLS 4 software
Discriminant validity is crucial for identifying whether distinct concepts are present in a study To evaluate this aspect, the research team utilized the heterotrait-monotrait (HTMT) correlation ratio, as suggested by Henseler et al.
(2015) Essentially, this ratio represents the average of all correlations between the observed variables of each concept and the others (Hair et al., 2016).
The HTMT ratios presented in the measurement model indicate that all values are below the critical threshold of 0.90, demonstrating that discriminant validity is maintained in this study Additionally, these ratios are significantly lower than 1.00, confirming that there are no concerns regarding discriminant validity.
Table 6: Heterotrait-Monotrait (HTMT) ratio
EP IL JS KS OCB OJ TI
Source: Data processing results of the research team from Smart PLS 4 software
After completing the evaluation of the measurement model and confirming that all essential criteria are satisfied, the next step is to analyze the structural model This analysis focuses on key criteria such as the variance inflation factor (VIF), the coefficient of determination (R2), and the f2 coefficient These metrics are crucial for assessing the statistical significance and practical relevance of the coefficients, as well as evaluating the model's predictive capability.
To eliminate bias in regression results, it is crucial to assess collinearity using the variance inflation factor (VIF), which is the inverse of tolerance (Hair et al., 2017) Tolerance values under 0.20 and VIF values above 5 signal potential collinearity issues (Hair et al., 2011) A VIF of 5 or higher indicates significant collinearity, warranting further investigation of the related variables Hair et al (2019) suggest that an optimal VIF should ideally be 3 or lower The analysis reveals that all VIF values in the model are below the recommended threshold of 3, indicating a low likelihood of multicollinearity.
Source: Data processing results of the research team from Smart PLS 4 software
4.4.2 Coefficient of determination and adjusted R2
After assessing collinearity, the next step is to evaluate the coefficient of determination, known as R² This value, which ranges from 0 to 1, reflects how well independent variables explain the dependent variable An R² value closer to 1 indicates a stronger explanatory power of the independent variables, resulting in greater accuracy in predictions It's important to note that acceptable R² benchmarks can vary across different fields of study.
CONCLUSION AND RECOMMENDATIONS
Chapter 4 of the investigation highlights the correlations between key variables, while Chapter 5 presents the research findings, discussions, implications, and limitations of the study This chapter also includes recommendations for further research, alongside suggestions for universities and educators to explore additional investigations based on the collected results.
A study was conducted in Ho Chi Minh City to explore the factors influencing employees' job satisfaction, knowledge sharing, and turnover intention The research team reviewed existing literature and focused on the mediating role of organizational justice They proposed a model that includes key components such as Organizational Justice, Job Satisfaction, and Employee Perception.
(4) Organization Citizenship Behaviors, (5) Knowledge Sharing and (6) Turnover Intention with 40 observed variables and one dependent factor is Inclusive Leadership with 6 observed variables.
To enhance clarity and understanding among surveyors, qualitative research was conducted through group discussions Following this, a survey involving 367 students was administered, with statistical analyses executed using Excel for descriptive statistics and SmartPLS 4 for assessing reliability (Cronbach's Alpha), composite reliability, average variance extracted (AVE), and discriminant validity (Heterotrait-Monotrait ratio) The model's fit was assessed using coefficients such as V1F, R2, and f2 Ultimately, PLS-SEM analysis was utilized to test the hypotheses.
The literature review reveals inconsistencies in prior research regarding the influence of inclusive leadership on key aspects of organizational behavior and employee dynamics, including organizational citizenship behavior, employee perceptions, turnover intentions, job satisfaction, and knowledge sharing.
Research indicates that inclusive leadership significantly enhances perceived organizational justice, as demonstrated by a correlation coefficient of 0.478 (p = 0.000), aligning with findings from Thi Bich Hanh Tran and Suk Bong Choi (2019), which reported a correlation of 0.535 (p < 0.001) This suggests that when leaders engage in inclusive behaviors and practices, employees are more inclined to view the organization as fair, transparent, and equitable in its policies, procedures, and decision-making processes.
The study demonstrates a significant positive relationship between organizational justice and job satisfaction (P = 0.310; p = 0.000) This finding aligns with Mourad et al (2021), which reported similar results (P = 0.654; p < 0.05) This underscores the critical role of organizational justice in influencing employees' perceptions of their work environment and enhancing their overall satisfaction with their roles and responsibilities.
Research by Thi Bich Hanh Tran and Suk Bong Choi (2019) highlights a significant relationship between organizational justice and employees' organizational citizenship behaviors, with findings showing a correlation of P = 0.217 (p < 0.001) This aligns with previous research that reported a correlation of p = 0.315 (p = 0.000), emphasizing that perceptions of organizational justice greatly influence employees' willingness to participate in discretionary behaviors that enhance organizational effectiveness and functionality.
Research shows a significant correlation between organizational justice and employees' perceptions of corporate social responsibility (CSR) Employees' views on fairness within the organization are directly shaped by their understanding of CSR (Tziner, 2011) The current study further confirms a strong and positive relationship between organizational justice and employees' perceptions, with statistical results indicating p = 0.485 and p = 0.000.
Recent research indicates that organizational justice has a positive impact on turnover intention (p = 0.307; p = 0.000) In contrast, studies by Miriam et al (2021) and Mozhgan et al (2018) suggest that organizational justice negatively influences turnover intention This discrepancy highlights the importance of organizational context, deliberate approaches, and evolving dynamics in shaping employee perceptions of their workplace To better understand these factors and develop effective organizational strategies that enhance perceptions of fairness and equity, further research is essential.
The research team found that organizational justice significantly influences knowledge sharing, with a coefficient of p = 0.511 and a p-value of 0.000, indicating that employees who perceive fairness are more likely to share knowledge, thereby enhancing organizational innovation and effectiveness This finding is more robust than previous studies, such as Natalia et al (2019), which reported a p = 0.15 and p-value < 0.001 Additionally, the study revealed that organizational citizenship behaviors positively impact job satisfaction, with results showing P = 0.212 and p = 0.000, aligning with findings from Sanjay Kumar Singh and Ajai Pratap Singh (2019), which reported p = 0.555 and t = 3.078 with p < 0.002.
This study highlights the significant impact of employees' perceptions on job satisfaction and organizational citizenship behavior, revealing positive effects with path coefficients of p = 0.220 (p-value 0.000) for job satisfaction and p = 0.305 (p-value 0.000) for organizational citizenship behavior These findings align with the research conducted by Muddassar Sarfraz et al (2018), reinforcing the importance of employee perceptions in enhancing workplace outcomes.
Our research highlights the crucial impact of organizational justice on employee perceptions, job satisfaction, and organizational citizenship behaviors, aligning with previous studies Nonetheless, variations in how organizational justice relates to turnover intention reveal the intricate nature of organizational dynamics.
Our study emphasizes the crucial role of organizational justice in promoting knowledge sharing, which is essential for driving innovation and enhancing organizational effectiveness Although our findings diverge from earlier research, they highlight the importance of fairness perceptions in fostering employee collaboration Additionally, our exploration of how employee perceptions influence job satisfaction and organizational citizenship behavior aligns with previous studies, reinforcing the strength of these relationships across various contexts.
The findings highlight the critical role of cultivating equitable and inclusive workplaces in enhancing employee engagement and driving organizational success, while also indicating potential avenues for future research to support evidence-based organizational strategies.
Our study thoroughly reassesses previous research on the effects of inclusive leadership on key aspects of organizational behavior and employee dynamics, including organizational citizenship behavior, employee perception, turnover intention, job satisfaction, and knowledge sharing.
Second, the study contributes to the advancement of organizational theory and practice, while simultaneously striving to create workplaces characterized by trust, collaboration, and mutual respect.
SURVEY TABLE OF THE EFFECTS OF INCLUSIVE LEADERSHIP
LEADERSHIP ON ORGANIZATIONAL CITIZEN BEHAVIOR, EMPLOYEE
PERCEPTION, TURNOVER INTENTION, JOB SATISFACTION AND
KNOWLEDGE SHARING: THE MEDIATING ROLE OF
Chào anh/chị! Nhóm chúng tôi đang tiến hành nghiên cứu về "Tác động của lãnh đạo toàn diện đối với việc chia sẻ kiến thức, sự hài lòng trong công việc và ý định nghỉ việc của nhân viên" Mục tiêu của phiếu khảo sát này là thu thập dữ liệu phục vụ cho công tác nghiên cứu Tất cả câu trả lời của anh/chị sẽ đóng vai trò quan trọng trong nghiên cứu và được giữ bí mật Xin vui lòng đọc kỹ câu hỏi và trả lời theo suy nghĩ của mình Xin chân thành cảm ơn!
Phần 1: Thông tin cá nhân
Anh/Chị có thê vui lòng cho chúng tôi biết
Tuổi: 18-21 tuối o 22-25 tuổi o Trên 25 tuổi Q
Anh/Chị/Bạn hiện tại đang là: o Sinh viên chưa từng đi làm o Sinh viên đã/đang đi làm o Người đà đi làm
Hình thức công việc hiện tại: o Bán thời gian (Part-time) o Toàn thời gian (Full-time) n Không đi làm
Xin vui lòng cho biết mức độ đồng ý của anh/chị/bạn đối với các phát biểu dưới đây Mức độ đồng ý được đánh giá từ 1 đến 5, với 1 là không đồng ý và 5 là hoàn toàn đồng ý.
Mã câu hói Câu hói Tiêu chí
IL1 Người quản lý sằn sàng lắng nghe những ỷ tường mới 1 2 3 4 5
IL2 Người quản lý chú ỷ đến các cơ hội mới đê cải thiện quy trình làm việc 1 2 3 4 5
Người quán lý cởi mờ đế thào luận về các mục tiêu mong muốn và nhừng cách thức mới đố đạt được chúng
IL4 Người quản lý sằn sàng tư vẩn các vấn đề 1 2 3 4 5
IL5 Người quán lý là 'sự hiện diện' liên tục trong tỏ chức cùa tôi 1 2 3 4 5
IL6 Người quản lý sần sàng giài đáp các thắc mắc chuyên môn mà tôi muốn hòi ý kiến 1 2 3 4 5
IL7 Người quản lý sằn sàng lắng nghe yêu câu của tôi 1 2 3 4 5
IL8 Người quán lý khuyển khích tôi tương tác anh ấy/cô ấy về các vấn đề mới nối 1 2 3 4 5
IL9 Người quản lý có thê tham gia đê thảo luận các vấn đề mới nối 1 2 3 4 5
2 ORGANIZATIONAL JUSTICE (RAHIM, MAGNER ANTONIONI, AND
OJ1 Phần thường tôi nhận được từ tố chửc phù hợp với mức độ hoàn thành công việc cua tôi 1 2 3 4 5
Tôi tin rằng phần thưởng của tôi phản ánh chính xác những đóng góp của tôi cho tổ chức Những nhân viên làm việc hiệu quả nhất trong tổ chức sẽ nhận được phần thưởng cao nhất.
TÔ chức của tôi có các kênh chính thức cho phép nhân viên bày tỏ quan điêm và ý kiển cùa mình trước khi đưa ra quyết định
Chúng tôi có những chính sách rõ ràng nhằm đảm bảo rằng các quản lý không để thành kiến cá nhân ảnh hưởng đến quyết định của họ.
Có những biện pháp chính thức đô nhân viên trong tô chức cua tôi có thê phán đối những quyêt định mà họ cảm thây là sai lâm
Tổ chức của tôi thiết lập các thủ tục chính thức nhằm đảm bảo rằng các quan chức nhận được thông tin chính xác, từ đó làm cơ sở cho các quyết định của họ.
0J8 Tôi tin rằng hành động của cấp trên của tôi thể hiện răng họ tôn trọng tôi 1 2 3 4 5
OJ9 Cấp trên của tôi đối xứ tứ tế với tôi 1 2 3 4 5
Trong mối quan hệ của lôi với quản lý, người đó tò ra lo ngại về tác động cúa người đó sẽ gây ra đổi với tôi
OJ11 Khi làm việc với quản lý, tôi thấy anh ấy/cô ấy là người lịch sự 1 2 3 4 5
3 CÔNG BẢNG PHÂN PHỐI (NIEHOFF AND MOORMAN, 1993)
DJ1 Tôi nghi lịch làm việc cua lồi họp lý 1 2 3 4 5
DJ2 Tôi nghi mức lương cùa tôi là công bằng 1 2 3 4 5
DJ3 Tồi thấy khối lượng công việc của mình là công băng 1 2 3 4 5
DJ4 Nhìn chung, phần thường tôi nhận được ở đây khá công bằng 1 2 3 4 5
DJ5 Tôi cám thấy trách nhiệm công việc của mình là công bằng 1 2 3 4 5
4 CÔNG BÀNG THỦ TỤC (NIEHOFF AND MOORMAN, 1993)
PJ1 Các quyết định công việc được quản lỷ đưa ra một cách khách quan 1 2 3 4 5
Người quản lý của tôi đàm bào răng mọi mối quan ngại cùa nhân viên đều được lắng nghe trước khi đưa ra quyết định công việc
PJ3 Đê đưa ra quyết định công việc, người giám sát cùa tôi thu thập thông tin chính xác và đầy đủ 1 2 3 4 5
PJ4 Đe đưa ra quyết định công việc, người quản lý cùa tôi làm rõ các quyết định và cung cấp thêm thông tin khi nhân viên yêu cầu
PJ5 Mọi quyết định công việc đều được áp dụng thống nhất trên tất cá các bộ phận bị ảnh hường 1 2 3 4 5
PJ6 Nhân viên được phép phán đổi hoặc kháng cáo các quyết định công việc cùa người giám sát 1 2 3 4 5
5 CÔNG BẢNG TƯƠNG TÁC (AL-ZUBI, 2010)
IJ1 Khi có quyết định vê công việc cùa tôi, người quán lý đổi xử tử tế và quan tâm với tôi 1 2 3 4 5
IJ2 Khi có quyết định về công việc của tôi, người quán lý đối xử với tôi một cách trung thực 1 2 3 4 5
IJ3 về các quyết định liên quan đến công việc của tôi, người giám sát thào luận với tôi vê ý nghĩa của các quyổt định đó
IJ4 Người quán lý đưa ra lý do chính đáng cho những quyết định về công việc của tôi 1 2 3 4 5
Khi đưa ra quyết định về công việc cùa tôi, người quân lý đưa ra những lời giải thích hợp lý với lôi
IJ6 Người giám sát của tôi hicu các vấn đồ và nhu cầu công việc của tôi 1 2 3 4 5
IJ7 Người quản lý của lôi nhận ra tiềm năng cua lôi 1 2 3 4 5
Tôi có đủ niềm tin vào quản lý của mình rằng tôi
SC bảo vộ và biộn minh cho quyết định cúa họ nếu họ không có mặt đế làm việc đó
IJ9 Tôi có mối quan hệ làm việc hiệu quá với quàn lý của tôi 1 2 3 4 5
6 HÀNH VI CÔNG DÂN TÓ CHỨC (LEE AND ALLEN, 2002)
OCB1 Tôi sằn lòng giúp đờ nhừng đồng nghiệp vắng mặt 1 2 3 4 5
OCB2 Tôi sằn lòng dành thời gian đê giúp đờ những người có vấn đe liên quan đen công việc 1 2 3 4 5
0CB3 Tôi có thê điều chỉnh lịch làm việc của mình đê đáp ứng yêu cầu nghỉ phép của đồng nghiệp 1 2 3 4 5
OCB4 Tôi chào đón những nhân viên mới trong nhóm công việc 1 2 3 4 5
0CB5 Tôi the hiện sự quan tâm và lịch sự đối với đồng nghiệp 1 2 3 4 5
Tôi sằn lòng dành thời gian đê giúp đờ nghiệp gặp vấn đề liên quan đến công việc hoặc không liên quan đen công việc
0CB7 Tôi có thê hồ trợ đông nghiệp với nhiệm vụ của họ • 1 2 3 4 5
0CB8 Tôi có thê chia sẻ tài sản cá nhân với người khác đế hỗ trợ công việc của họ 1 2 3 4 5
0CB9 Tôi tham gia vào các sự kiện không bat buộc nhưng có lợi cho hình ảnh tô chức 1 2 3 4 5
0CB1O Tôi theo dõi các phát triên trong tô chức 1 2 3 4 5
OCB11 Tôi có thẻ bào vệ tỏ chức của mình khi nhừng đồng nghiệp khác chi trích tô chức 1 2 3 4 5
OCB12 Tôi tự hào khi đại diện cho tô chức ờ nơi công cộng 1 2 3 4 5
OCB13 Tôi có thế đề xuất ý kiến để cài thiện hoạt động cúa tô chức 1 2 3 4 5
OCB14 Tôi thê hiện lòng trung thành đối với tỏ chức 1 2 3 4 5
OCB15 Tôi có the hành động đê báo vọ tố chức khói các vân đê tiêm ân 1 2 3 4 5
OCB16 Tồi the hiộn sự quan tâm đối với hình anh của tô chức 1 2 3 4 5
7 sụ HÀI LÒNG TRONG CÔNG VIỆC (CAMMANN, 1983)
JS1 Nhìn chung, tôi không thích công việc của mình 1 2 3 4 5
JS2 Tôi hài lòng với công việc của mình 1 2 3 4 5
JS3 Tôi thích làm việc ớ tô chức hiện tại, môi trường làm việc rất tốt 1 2 3 4 5
8 CHIA SẺ KIÉN THÚC (LEE, 2001 AND FARAJ AND SPROULL, 2000)
KS1 Tôi chia se kiến thức và kinh nghiệm công việc mà tôi đà tích luỳ với đồng nghiệp của mình 1 2 3 4 5
KS2 Tôi trao đôi và chia sé thông tin, kiến thức và kỳ năng liên quan đen công việc với đồng nghiệp 1 2 3 4 5
KS3 Tôi chia se những kiến thức hừu ích của mình với đỏng nghiệp 1 2 3 4 5
KS4 Tôi đã cổ gắng chia sè kiến thức của mình một cách hiệu quả với đồng nghiệp 1 2 3 4 5
KS5 Tôi đà cung cấp kiến thúc cua mình khi được đồng nghiệp yêu cầu 1 2 3 4 5
9 NHẬN thúc C ủa nhân viên
(HUR, KIM, 2016 AND WAGNER, LUTZ, 2009)
EPl Tô chức hiện tại cùa tôi có thực hiện trách nhiệm xã hội 1 2 3 4 5
EP2 Tô chức của tôi quan tâm đến việc cai thiện phúc lợi xã hội 1 2 3 4 5
EP3 Tồ chức của tôi có trách nhiệm với môi trường 1 2 3 4 5
Til Tôi thường xuyên nghĩ đến việc nghi việc hiện tại 1 2 3 4 5
TI2 Tôi đang dự định tìm kiếm công viộc mới trong vòng 12 tháng tới 1 2 3 4 5
TI3 Neu có cơ hội, tôi sẽ làm việc cho tổ chức này một năm nừa lính từ bây giờ 1 2 3 4 5
Construct Reliability and Validity
Cronbach’s alpha Composite reliability (rho_a)
CONSTRUCT Outer loadings
EP IL JS KS OCB OJ TI
Heterotrait-Monotrait (HTMT) ratio
EP IL JS KS OCB OJ TI
