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SUMMAYA JABBAR 01HAMANA MALIK 02SANIA AFZAAL 051

SUMMAYA JABBAR ROLL # 01

2Title:

The mediating role of organizational justice on the relation between developmental HR practices, administrative performance appraisal activities and organizational commitment in the presence of trust and equity comparison as moderators.3Introduction We all know the importance of Human Resource in todays world. A lot of organizations like Microsoft and Unilever have made their human resource as their competitive advantage. However, there are various practices performed under the major head of Human Resource like:

Developmental human resource practices.Administrative Performance Appraisal practices

4Developmental HR practices (I.V)Developmental HR is defined as the framework for helping employees to develop their personal and organizational skills, knowledge & abilities. These practices usually include:

Employee trainingCoachingMentoring Succession planning Appraisal feedback Career developmentOrganizational development

5Administrative performance appraisal Activities (I.V)The basic aim of administrative performance appraisal activities is to help managers to make Administrative decisions like:

Salary AdjustmentsPromotionsEmployee Retentionstermination.

6Organizational commitment (D.V)There is a very strong relationship between HR practices an organization uses and the sense of commitment employees have for his/her organization.Factors influence organizational commitment include:

Perceived justiceTrustEquity comparison7Defining mediators: Organizational justice refers to employee perceptions of fairness in the workplace. These perceptions can be classified into distributive, procedural and interactional justice.

Distributive justice: perceived fairness of how rewards and costs are shared by group members.

Procedural justice: concerns the fairness and transparency of the processes by which decisions are made.

Interactional justice: degree to which people affected by decision are treated by dignity and respect.8Defining moderators:Equity comparison attempts to explain relational satisfaction in terms of perception of fair/unfair distribution of resources with interpersonal relationships (Adams 1963)

Trust in workplace can make or break organizations culture. No trust means a hostile or toxic work environment where productivity is severely limited. It includes: 1) Trust in organization 2) Trust in supervisor 9Effect of variables: When the employees perceive the administrative PA activities and Developmental HR practices are being unfair , then this will lead to negative feeling about their organization and this will effect the organizational commitment (Summers and Hendrix 1991)10

Hamna malik Roll # 0211

Research Problem

Being specific, this study investigates how Administrative PA activities and developmental HR practices relate to organizational commitment of employees towards their organization.

Administrative PA activitiesDevelopmental HR practicesOrganizational commitment12Addition of variables:The previous researchers (Shih Yu (Cheryl),2013) did not add the factors of trust and equity comparison that can influence a persons perception of justice prevailing in his organization. We have added the moderators of trust and equity comparison in our study.

Procedural justiceOrganizational commitmentTrust in organization13

How do developmental human resource practices and administrative performance appraisal activities effect organizational commitment in manufacturing and service sectors?

Interactional justice Organizational commitmentTrust in supervisor14Study objectives: The main objectives of our study are to:Find out the impact of developmental human resource practices on organizational commitment.Find out the impact of administrative performance appraisal activities on organizational commitmentDetermine the mediating role of organizational justice(procedural, distributive and interactional) between the developmental HRM practices, administrative performance appraisal activities and organizational commitment. Determine the moderating role of trust in supervisor and trust in organization in-between HR activities and organizational commitment.

15Addition of equity comparison Internal equity comparison External equity comparisonRemoving the limitations by: using both service and manufacturing sectors. addition of variables.16Administrative PA activitiesDevelopmental HR practicesOrganizational commitmentaaTrust in organizationTrust in supervisorEquity comparisonDistributive justiceProcedural justiceInteractive justiceOrganizational justice17 Sania afzal Roll # 0518Hypotheses:First three hypotheses have been derived from CHENG et al. (2014) , while the other three signify the moderators addition in the model.

Hypothesis 1(a): Developmental HR Practices have a positive influence on Organizational Justice (Distributive, Procedural and Interactional Justice).

Hypothesis 1(b): Administrative PA Activities have a positive influence on Organizational Justice (Distributive, Procedural and Interactional Justice).

Hypothesis 2: An employees perceived Organizational justice (Distributive, Procedural and Interactional Justice) has a positive influence on Organizational Commitment.

19Hypothesis 3: Organizational Justice (Distributive, Procedural and Interactional Justice) mediates the relationship between Administrative PA Activities, Developmental HR Practices and Organizational Commitment.

Hypothesis 4(a): External and Internal Equity comparisons positively moderate the relationship between Administrative PA Activities, Developmental HR Practices and Distributive justice and also the relationship between Distributive justice and Organizational Commitment.

Hypothesis 4(b): External and Internal Equity comparisons negatively moderate the relationship between Administrative PA Activities, Developmental HR Practices and Distributive justice and also the relationship between Distributive justice and Organizational Commitment.

20Hypothesis 5(a): Trust in organization positively moderates the relationship between Procedural justice and Organizational Commitment.

Hypothesis 5(b): Trust in organization negatively moderates the relationship between Procedural justice and Organizational Commitment.

Hypothesis 6(a): Trust in supervisor positively moderates the relationship between Interactional justice and Organizational Commitment.

Hypothesis 6(b): Trust in supervisor negatively moderates the relationship between Interactional justice and Organizational Commitment.

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SIGNIFICANCE

This study is unique in Pakistani business context as

It comprehensively addresses all types of organizational justice as antecedents of organizational commitment.

Reflects the role of equity comparisons and trust in maintaining organizational commitment.

Collectively addresses the relationship of Administrative PA Activities, Developmental HR Practices with Organizational Commitment.

Depicts the importance of organizational justice and trust in high power distance cultures such as in Pakistan.

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At international level this study is quite useful as it

Holistically investigates the relationship of three constructs of organizational justice in a mixed model that few researches have addressed before.

Provides guidelines for managers on how to promote perceptions of fairness and transparency among employees.

Utilizes a generalized approach of data collection so, findings are not sector specific.

23 THANKYOU!!24