Type of the article: Research ArticleAbstractOrganizational justice, a critical aspect of organizational behavior, significantly influences employees’ behavior, including job satisfaction and job performance. This study investigates the impact of organizational justice (specifically procedural, distributive, and interactional justice) on social loafing, with the moderating effect of organizational ethical culture on the relationship between organizational justice and social loafing. To achieve the study’s objectives, a quantitative research method utilizing a structured questionnaire was employed to test the proposed hypotheses. Of the 750 questionnaires distributed to employees of five-star hotels in Amman City, Jordan, 527 were returned, yielding a 70% response rate. As predicted, the results of the main hypothesis (β = 0.827, t = 26.21, p lt; 0.01) indicate that organizational justice has a statistically significant impact on reducing social loafing. The three dimensions of organizational justice also showed significant impact in reducing social loafing: procedural justice (β = 0.315, t = 4.371, p lt; 0.000), distributive justice (β = 0.321, t = 5.751, p lt; 0.000), and interactional justice (β = 0.268, t = 5.426, p lt; 0.000). Regarding the moderating effect, the hierarchical multiple regression analysis demonstrates that organizational ethical culture moderates the relationship between organizational justice and social loafing behavior. These results confirm that organizational justice is critical to enhancing employees’ self-efficacy; more specifically, procedural justice, which encompasses the processes and methods used in decision-making, conflict resolution, and resource allocation, is of paramount importance.
Hamza Salim Khraim (Fri,) studied this question.