Effect of organizational justice on work engagement with psychological safety as a mediator: Evidence from China

Xiaojun Lyu1
1Department of Public Administration, School of International and Public Affairs, Shanghai Jiao Tong University, People’s Republic of China
Cite this article:  Lyu, X. (2016). Effect of organizational justice on work engagement with psychological safety as a mediator: Evidence from China. Social Behavior and Personality: An international journal, 44(8), 1359-1370.

Volume 44 Issue 8 | e5202 | Published: September 2016 | DOI: https://doi.org/10.2224/sbp.2016.44.8.1359

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I explored the impact of organizational justice on work engagement, which is a positive organizational behavior construct, and the underlying psychological mechanism. I hypothesized on the basis of a literature review that organizational justice would have a positive effect on work engagement and that psychological safety would act as a mediator. Participants comprised 254 teachers working in compulsory schools in eastern China. The survey was conducted using organizational justice, psychological safety, and work engagement scales. Data analysis showed that the 3 dimensions of organizational justice, namely, distributive, procedural, and interactional, had a positive effect on teachers’ work engagement. In addition, psychological safety played a partial mediating role in the association between organizational justice and work engagement. Theoretical and practical implications are discussed, and directions for future research are suggested.

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