The impact of sport organization employees’ justice perceptions on organizational citizenship and dysfunctional behavior: the affect-based model

Abstract

ABSTRACT This study investigated the impact of sport organization employees’ justice perceptions on organizational citizenship behavior (OCB) and organizational dysfunctional behavior (ODB). Drawing from social exchange and frustration–aggression hypothesis, we presented an affect-based model of employees’ behavioral responses to justice perceptions. We sampled paid staff from NCAA Division I universities’ athletic departments (N = 602) and found that procedural, interpersonal and informational justice relate positively (negatively) to positive (negative) affect, which in turn leads to organizational citizenship (dysfunctional) behavior. Further, exchange orientation moderated the positive relationship between negative affect and ODB, such that the positive impact of employees’ negative affect – caused by organizational injustice – on ODB became stronger as exchange orientation increased. Our findings advance the understanding of organizational justice in sport by illuminating the role of affect and exchange orientation in the relationship between organizational justice and OCB/ODB. Our research also offers sports organizations practical insights into how to effectively manage their employees for eliciting OCB and diminishing ODB. HIGHLIGHTS This study constructs an affect-based model of behavioral responses to justice perception. Procedural, interactional and informational justice were related positively to organizational citizenship behavior via positive affect. Procedural, interactional and informational justice were related negatively to organizational dysfunctional behavior via negative affect. Exchange orientation amplified the positive relationship between negative affect and organizational dysfunctional behavior.