Using job strain and organizational justice models to predict multiple forms of employee performance behaviours among Australian policing personnel
Noblet, A., Maharee-Lawler, S. & Rodwell, JJ. (2012). Using job strain and organizational justice models to predict multiple forms of employee performance behaviours among Australian policing personnel. International Journal of Human Resource Management,23(14), 3009-3026. United Kingdom: Routledge. Retrieved from https://doi.org/10.1080/09585192.2012.656989
The overall purpose of this investigation was to examine the relationship between stress-related working conditions and three forms of employee performance behaviours: in-role behaviours, citizenship behaviours directed at other individuals and citizenship behaviours directed at the organization. The potentially stressful working conditions were based on the job strain model (incorporating job demands, job control and social support) as well as organizational justice theory. A sample of Australian-based police officers (n = 640) took part in this study and the data were collected via a mail-out survey. Multiple regression analyses were undertaken to assess both the strength and the nature of the relationships between the working conditions and employee performance and these analyses included tests for additive, interactional and curvilinear effects. The overall results indicated that a significant proportion of the explained variance in all three outcome measures was attributed to the additive effects of demand, control and support. The level of variance associated with the organizational justice dimensions was relatively small, although there were signs that specific dimensions of justice may provide unique insights into the relationship between job stressors and employee performance. The implications of these and other notable findings are discussed.
Peter Faber Business School