Two important outcomes in modern organisations are work engagement and organisational commitment. These are relevant for individual performance, personal wellbeing and happiness, and also for organisations’ image and performance. The existing literature deals with both outcomes; however, it does not clarify how they relate to other key variables in organisational settings. Accordingly, this research has three main goals: 1) to examine the relationship between work engagement and organisational commitment; 2) to explore the influence of organisational justice on work engagement and organisational commitment and 3) to inspect the impact of the previous three variables on job satisfaction. A survey was used to collect data from a large international consultancy firm. One hundred valid responses were obtained and these were analysed with structural equation modelling in order to assess the proposed research model. The results confirm that organisational justice has a direct impact not only on work engagement but also on organisational commitment and job satisfaction. Organisational commitment is an antecedent variable for work engagement. No mediation effects were registered in the analyses. The originality of the study lies in the combination of the four variables into one single model that explains the complex relationships between the above-mentioned concepts.
AlbrightJJParkHM (2009) Confirmatory Factor Analysis Using Amos, LISREL, Mplus, SAS/STAT CALIS. Working Paper. The University Information Technology Services (UITS) Center for Statistical and Mathematical Computing, Indiana University.
2.
AllenNMeyerJ (1990) The measurement and antecedents of affective, continuance and normative commitment to the organization. Journal of Occupational Psychology63(1): 1–18.
3.
Al-ShbielSAhmadMAl-ShbailAM, et al. (2018) The mediating role of work engagement in the relationship between organizational justice and junior accountants’ turnover intentions. Academy of Accounting and Financial Studies Journal22: 1–23.
4.
AlvessonM (2001) Knowledge work: ambiguity, image and identity. Human Relations54(7): 863–886.
5.
BakotićDBulogI (2021) Organizational justice and leadership behavior orientation as predictors of employees job satisfaction: evidence from Croatia. Sustainability13: 10569.
6.
BarlingJPhillipsM (1993) Interactional, formal, and distributive justice in the workplace: an exploratory study. The Journal of Psychology127(6): 649–656.
7.
BaronRMKennyDA (1986) The moderator-mediator variable distinction in social psychological research: conceptual, strategic, and statistical considerations. Journal of Personality and Social Psychology51: 1173–1182.
8.
BlauGBoalK (1987) Conceptualizing how job involvement and organizational commitment affect turnover and absenteeism. Academy of Management Review12: 288–300.
9.
BlauG (1986) Job involvement and organizational commitment as interactive predictors of tardiness and absenteeism. Journal of Management12: 577–584.
10.
BlauP (1964) Power and Exchange in Social Life. New York: John Wiley & Sons.
11.
BrookePRussellDPriceJ (1988) Discriminant validation of measures of job satisfaction, job involvement, and organizational commitment. Journal of Applied Psychology73(2): 139–145.
12.
BrownTAMooreMT (2012) Confirmatory factor analysis. In: Handbook of Structural Equation Modelling. NY: The Guilford Press, pp. 361–379.
13.
ByrneZSCropanzanoR (2001) The history of organizational justice: the founders speak. In: CropanzanoR (ed) Justice in the Workplace: From Theory to Practice. Hoboken: Taylor & Francis, Vol. 2, pp. 3–26.
14.
ColquittJConlonDWessonM, et al. (2001) Justice at the millennium: a meta-analytic review of 25 years of organizational justice research. Journal of Applied Psychology86(3): 425–445.
15.
ColquittJAGreenbergJZapata-PhelanCP (2005) What is organizational justice? A historical overview. In: GreenbergJColquittJA (eds) The Handbook of Organizational Justice. Mahwah, NJ: Lawrence Erlbaum Associates, pp. 3–56.
16.
CropanzanoRMitchellMS (2005) Social exchange theory: an interdisciplinary review. Journal of Management31(6): 874–900.
17.
DaleyDM (2017) Job satisfaction versus job engagement: a comparative analysis on perceptions of accountability and turnover. International Journal of Organization Theory and Behavior20(2): 161–192.
18.
FischerRFerreiraMCJiangD-Y, et al. (2011) Are perceptions of organizational justice universal? An exploration of measurement invariance across thirteen cultures. Social Justice Research24(4): 297–313.
19.
FolgerRKonovskyMA (1989) Effects of procedural and distributive justice reactions to pay raise decisions. Academy of Management Journal32(1): 115–130.
20.
GhoshPRaiASinhaA (2014) Organizational justice and employee engagement. Personnel Review43(4): 628–652.
21.
HarterJKSchmidtFLHayesTL (2002) Business-unit-level relationship between employee satisfaction, employee engagement, and business outcomes: a meta analysis. Journal of Applied Psychology87(2): 268–279.
22.
HakanenJJSchaufelWBAholaK (2008) The Job Demands-Resources model: A three-year cross-lagged study of burnout, depression, commitment, and work engagement. Work & Stress22(3): 224–241.
23.
HarterJKSchmidtFLAgrawalSet al. (2020) The relationship between engagement at work and organizational outcomes. 2020 Q12 Meta-Analysis: 10th Edition. Washington: Gallup Poll Consulting University Press.
24.
JacksonDLGillaspyJA (2009) Reporting practices in confimatory factor analysis: an overview and some recommendations. Psychological Methods14(1): 6–23.
25.
JiangZGollanPJBrooksG (2017) Relationships between organizational justice, organizational trust and organizational commitment: a cross-cultural study of China, South Korea and Australia. International Journal of Human Resource Management28(7): 973–1004.
26.
JungH-SYoonH-H (2021) Generational effects of workplace flexibility on work engagement, satisfaction, and commitment in South Korean Deluxe Hotels. Sustainability13(16): 9143.
27.
JudgeTAThoresenCJBonoJE, et al. (2001) The job satisfaction-job performance relationship: a qualitative and quantitative review. Psychological Bulletin127(3): 376–407.
28.
KahnWA (1990) Psychological conditions of personal engagement and disengagement at work. Academy of Management Journal33(04): 692–724.
29.
KernanMHangesP (2002) Survivor reactions to reorganization: antecedents and consequences of procedural, interpersonal, and informational justice. Journal of Applied Psychology87(5): 916–928.
30.
KesslerSRLucianettiLPindekS, et al. (2020) Job satisfaction and firm performance: can employees’ job satisfaction change the trajectory of a firm’s performance?Journal of Applied Social Psychology50(10): 563–572.
31.
KimWKimJWooH, et al. (2017) The relationship between work engagement and organizational commitment: proposing research agendas through a review of empirical literature. Human Resource Development Review16(4): 350–376.
32.
Le RoyJBastounisMPoussardJ (2012) Interactional justice and counterproductive work behaviors: the mediating role of negative emotions. Social Behavior and Personality: An International Journal40(8): 1341–1355.
33.
LinW-QYuanL-XKuangS-Y, et al. (2020) Work engagement as a mediator between organizational commitment and job satisfaction among community health-care workers in China: a cross-sectional study. Psychology, Health & Medicine25(6): 666–674.
34.
LockeEA (1976) The nature and causes of job satisfaction. In: DunnetteMD (ed) Handbook of Industrial and Organizational Psychology. Chicago: Rand McNally, pp. 1297–1349.
35.
MalhotraNSahadevSSharomNQ (2020) Organisational justice, organisational identification and job involvement: the mediating role of psychological need satisfaction and the moderating role of person-organisation fit. International Journal of Human Resource Management . 33(8): 1526–1561.
36.
MarocoJ (2010) Análise de equações estruturais. Lisboa, Portugal: Report Number.
37.
MastersonSLewisKGoldmanB, et al. (2000) Integrating justice and social exchange: the differing effects of fair procedures and treatment on work relationships. Academy of Management Journal43(4): 738–748.
38.
MeyerJAllenN (1991) A three-component conceptualization of organizational commitment. Human Resource Management Review1(1): 61–89.
39.
MeyerJHerscovitchL (2001) Commitment in the workplace: toward a general model. Human Resource Management Review11(3): 299–326.
40.
MowdayRPorterLSteersR (1982) Employee-Organization Linkages: The Psychology Commitment, Absenteeism and Turnover. NY: Academic Press.
41.
NascimentoJL (2010) Influência do comprometimento organizacional nas estratégias comportamentais, mediada pelo comprometimento com os objetivos e pela satisfação global com o trabalho. In: Tese de doutoramento não publicada. Lisboa, Portugal: ISCTE.
42.
NascimentoJLLopesASalgueiroMF (2008) Estudo sobre a validação do “Modelo de Comportamento Organizacional” de Meyer e Allen para o contexto português. Comportamento Organizacional e Gestão14(1): 115–133.
43.
NewmanDAJosephDLHulinCL (2010) Job attitudes and employee engagement: Considering the attitude ‘A-factor. In: AlbrechtSL (ed) Handbook of Employee Engagement: Perspectives, Issues, Research and Practice. Cheltenham, UK and Northampton, MA, USA: Edward Elgar Publishing, pp. 43–46.
44.
OrgambídezABenítezM (2021) Understanding the link between work engagement and affective organisational commitment: the moderating effect of role stress. International Journal of Psychology56(5): 791–800.
45.
PeplińskaAKawalecKGodlewska-WernerD, et al. (2020) Work engagement, organizational commitment and the work satisfaction of tax administration employees: the intermediary role of organizational climate and silence in the organizations. Human Resource Management134/135(3/4): 127–144.
46.
RegoA (2000) Justiça e comportamentos de cidadania. Comportamento Organizacional e Gestão6(1): 73–94.
47.
RegoA (2002) Comportamentos de cidadania nas organizações: Um passo na senda da excelência. Lisboa: McGraw Hill Portugal.
48.
RichBLLePineJACrawfordER (2010) Job engagement antecedents and effects on job performance. Academy of Management Journal53(3): 617–635.
49.
SaksAM (2006) Antecedents and consequences of employee engagement. Journal of Managerial Psychology21(7): 600–619.
50.
SchaufeliWBBakkerAB (2004) UWES, Utrecht Work Engagement Scale - Preliminary Manual [Version 1.1]. Utrecht: Occupational Health Psychology Unit, Utrecht University.
51.
SchaufeliWB (2013) What’s engagement? In: TrussC.AlfesK.DelbridgeR., et al. (eds) Employee Engagement in Theory and Practice. London: Routledge, pp. 1–24.
52.
SchaufeliWBSalanovaMGonzalez-RomáV, et al. (2002) The measurement of engagement and burnout: a two samples confirmatory factor analytic approach. Journal of Happiness Studies3: 71–92.
53.
SchmittTA (2011) Current methodological considerations in exploratory and confirmatory factor analysis. Journal of Psychoeducational Assessment29(4): 304–321.
54.
SimãesCGomesAR (2012) Escala de comprometimento face ao trabalho (ECT): Versão para investigação. In: Manuscrito Não Publicado. Braga: Universidade do Minho.
55.
SulimanAAl KathairiM (2013) Organizational justice, commitment and performance in developing countries: the case of the UAE. Employee Relations35(1): 98–115.
56.
WestlandCJ (2010) Lower bounds on sample size in structural equation modeling. Electronic Commerce Research and Applications9(6): 476–487.
