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Organisational Justice–Leader–Member Exchange–Organisational Citizenship Behaviour

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Organisational Justice and Citizenship Behaviour in Malaysia

Part of the book series: Governance and Citizenship in Asia ((GOCIA))

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Abstract

This chapter summarises the research findings of the hypothesised relationships between organisational justice, leader–member exchange and organisational citizenship behaviour. The findings give an indication of which type of organisational justice would have a greater impact on leader–member exchange. The results further ascertain if leader–member exchange is indeed important in the organisational justice–organisational citizenship behaviour relationship. Discussions on the theoretical and practical implications of the findings offer an insight of what is best for the organisations. This is particularly important in the manufacturing sector as prior studies show that superior–subordinate relationship is an important determinant of decision outcomes in the manufacturing sector.

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  1. The University of Nottingham, Nottingham University Business School, Semenyih, Selangor Darul Ehsan, Malaysia

    Hooi Lai Wan

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Wan, H.L. (2016). Organisational Justice–Leader–Member Exchange–Organisational Citizenship Behaviour. In: Organisational Justice and Citizenship Behaviour in Malaysia. Governance and Citizenship in Asia. Springer, Singapore. https://doi.org/10.1007/978-981-10-0030-0_10

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