Linkage between Leaders’ Behaviour in Performance Management, Organisational Justice and Work Engagement in Public Sector

Organizational justice and organizational citizenship behavior: the mediating role of work engagement

The intention of this paper is to investigate the mediating role of work engagement between the four dimensions of organizational justice (OJ) and organizational citizenship behavior (OCB) dimensions. The current literature appears to have overlooked the mediating role of work engagement (WE) in the link between justice and organizational citizenship behavior (OCB) in higher education institutions (HEIs). As a result, it appears to be one of the primary studies of its kind to investigate the relationship between OJ dimensions (e.g., procedural, distributive, informational, and interpersonal justice) and OCB dimensions (e.g., OCBI and OCBO). Data were collected from 121 faculty members from ten private universities operating in Bangladesh. The PLS-SEM was employed to investigate hypotheses. The investigation found OJ is positively connected to WE. Besides, WE is significantly related to OCB. Moreover, WE mediated the relationship between OJ dimensions and OCB dimensions, except for the relationship between PJ and OCB dimensions. The study provides necessary guidelines for the organizations regarding how they might improve citizenship behavior by ensuring justice and engagement in the workplace. Therefore, the application of the findings might ensure better employee outcomes and organizational productivity.

Sustainability Performance of Organization: Mediating Role of Knowledge Management

Research about sustainable performance and its impact on the organization’s economic, social, and environmental development has attracted the attention of many scholars. However, the research investigating the relationship between sustainable performance from traditional organizations based on local culture is still underdeveloped. This study aimed to examine the relationship among organizational culture and leadership styles with knowledge management and sustainable performance. Moreover, this study investigates knowledge management’s role as a mediating variable in the relationship between organizational culture, leadership style, and sustainable performance. This study adopted a quantitative approach using the purposive sampling method with a questionnaire distributed to 99 respondents in Bali Province, Indonesia. The analysis technique was SEM-PLS. The results revealed that organizational culture and transformational leadership have significant effects on knowledge management. This study also proves that knowledge management mediates the relationship between organizational culture and sustainable performance, as well as the relationship between leadership style and sustainable performance. Theoretically, this study confirms the knowledge-based theory about knowledge management practices and sustainability performance. The present study also highlights the characteristics of organizational culture in traditional organizations and the effectiveness of transformational leadership to achieve sustainable organizational performance. Practically, the results provide insights to aid governments and regulators in continuously implementing knowledge management to achieve sustainable performance.