The management discourse has increasingly focused on the performance of the organizations to meet the challenges of global competition. The performance can be enhanced when organizations tend to restructure the process and policies through increased managerial effectiveness. The relationship between organizational justice and managerial effectiveness in terms of activities of the position, achieving the results, and developing further potential has received very little attention in the literature. An initiative has been taken to study organizational justice as predictor of managerial effectiveness, with a viewpoint to sustain efficient managers and performance as the upcoming generation of managers have a desire for greater justice for greater meaning and personal development from their work, and would prefer to call their work enjoyable and socially useful, along with the fulfillment of personal and professional aspirations with increased effectiveness. This is a survey-based empirical study of 300 managers based in India. A stepwise multiple regression analysis was conducted to find out the results. The results reveal that the distribution of rewards, organizational policies and procedures, and interpersonal treatment determine the positive behavior patterns, along with emotional and cognitive balances, for perceiving the job as a calling and enjoying it.
AcquaahM., & TukamushabaE.K. (2009, May19–23). Human factor, organizational justice and perceived organizational effectives: An empirical analysis from Ghana and Uganda repositioning. International Academy of African Business and Development (IAABD) Peer-Reviewed Proceedings of the 10th Annual International Conference, Speke Resort & Conference Centre Kampala, Uganda.
2.
AdekolaK.A. (2006). Gender differences in the experiences of burnout at work place among the teachers of Ogun State. Journal of Labor and Trade Unionism, 1(2), 36–45.
3.
AkintayoD.I. (2003). Influence of leadership orientation and managerial effectiveness on organizational commitment among church members in Oyo State, Nigeria. Unpublished MMP Project, University of Ibadan, Ibadan.
4.
AmbroseM.L., SeabrightM.A., & SchminkeM. (2007). Sabotage in the workplace: The role of organizational injustice. Organizational Behavior and Human Decision Processes, 89, 947–965.
5.
AnalouiF. (2007). Strategic human resource management. London: Thompson Learning.
6.
BaoC. (2009). Comparison of public and private sector managerial effectiveness in China: A three-parameter approach. Journal of Management Development, 28(6), 533–541.
7.
BiesR.J., & MoagJ.S. (1986). Interactional justice: Communication criteria of fairness. In LewickiR.J., SheppardB.H., & BazermanM.H. (Eds), Research in negotiations in organizations (Vol. 1, pp. 43–55). Greenwich, CT: JAI Press.
8.
ChaoC.Y., LinS.Y., ChengL.Y., & TsengC.Y. (2011). Employee innovation, supervisory leadership, organizational justice, and organizational culture in Taiwan’s manufacturing industry. African Journal of Business Management, 5(6), 2501–2511.
9.
CharashC.Y., & SpectorP.E. (2001). The role of justice in organizations: A meta-analysis. Organizational Behaviour and Human Decision Processes, 86(2), 278–321.
10.
ChauhanV.S., DharU., & PathakR.D. (2005). Research note—Factorial constitution of managerial effectiveness: Re-examining an instrument in Indian context. Journal of Managerial Psychology, 20(2), 164–177.
11.
CropanzanoR., ByrneZ.S., BobocelD.R., & RuppD.E. (2001). Self-enhancement biases, laboratory experiments, George Wilhelm Friendrich Hegel and increasingly crowded world of organizational justice. Journal of Vocational Behavior, 58(3), 260–272.
12.
DeConinckJ.B., & StilwellC.D. (2004). Incorporating organizational justice, role states, pay satisfaction and supervisor satisfaction in a model of turnover intentions. Journal of Business Research, 57(2), 225–231.
13.
EberlinR.J., & TatumB.C. (2008). Making just decisions: Organizational justice, decision making, and leadership. Management Decision, 46(2), 310–329.
14.
GreenbergJ. (1993). Stealing in the name of justice: Informational and interpersonal moderators of theft reactions to underpayment inequity. Organizational Behavior and Human Decision Processes, 54, 81–103.
15.
GreenbergJ., & BaronR.A. (2003). Behavior in organization: Understanding and managing the human side of work (8th ed.). New Jersey: Prentice Hall.
16.
GuptaS. (1996). Managerial effectiveness: Conceptual framework and scale development. Indian Journal of Industrial Relations, 31(3), 392–409.
17.
HarrisonD., NewmanA., & RothP.L. (2006). How important are job attitudes? Meta analytic comparisons of integratie behavioural outcome and time sequences. Academy of Management Journal, 49(3), 305–325.
18.
JerusalimS.R., & HausdorfA.P. (2007). Manager’s justice perceptions of high potential identification practices. Journal of Management Development, 26(1), 933–950.
19.
KimY.J., MoonJ., HanD., & TikooS. (2004). Perceptions of justice and employee willingness to engage in customer-oriented behavior. Journal of Services Marketing, 18(4), 267–275.
20.
KlendauerR., & DellerJ. (2009). Organizational justice and managerial commitment in corporate mergers. Journal of Managerial Psychology, 24(1), 29–45.
21.
KumarK., BakshiR., & RaniE. (2009). Organizational justice perceptions as predictor of job satisfaction and organizational commitment. The IUP Journal of Management Research, 8(10), 24–37.
22.
LambertE., HoganN., JiangS., ElechiO., BenjaminB., MorrisA., LauxJ., & DupuyP. (2010). The relationship among distributive and procedural justice and correctional life satisfaction, burnout, and turnover intent: An exploratory study. Journal of Criminal Justice, 38(2), 7–16.
23.
LawsonK.J., NobletA., & RodwellJ.J. (2009). Promoting health in the public sector: The applicability of demands on employee wellbeing. Health Promotion International, 24(3), 223–233.
24.
MarreroH.P. (2006). Determinants of self-perceived managerial effectiveness in the Canadian Health Service. PhD Thesis, University of Toronto.
MoormanR.H. (1991). Relationship between organizational justice and organizational citizenship behaviours: Do fairness perceptions influence employee citizenship. Journal of Applied Psychology, 76(1), 845–855.
27.
MottE.P. (1971). The characteristics of effective organizations. New York, NY: Harper and Row.
28.
NarayanS. & RangnekarS. (2008, June14–16). An empirical study of organizational climate, HRD climate and job involvement as predictors of managerial effectiveness. Proceedings of GLOGIFT, Stevens Institute of Technology, (pp.146–160), Hoboken: NJ.
29.
NarayanS., & RangnekarS. (2009). Organizational culture and job involvement as predictors of managerial effectiveness: An empirical study of power sector in India. Indian Journal of Training & Development, 39(3), 35–44.
30.
NiehoffB.P., & MoormanR.H. (1993). Justice as a mediator of the relationships between methods of monitoring and psychological well-being. Academy of Management Journal, 13(1), 527–556.
31.
NirmalaM.C., & AkhileshK.B. (2006). An attempt to redefine organizational justice: In the rightsizing environment. Journal of Organizational Change Management, 19(2), 136–153.
32.
PageC., WilsonM., MeyerD., & InksonK. (2003). It’s the situation I’m in: The importance of managerial context to effectiveness. The Journal of Management Development, 22(10), 841–862.
PurangP. (2011). Organizational justice and affective commitment: The mediating role of perceived organizational support. Asian Academy of Management Journal, 16(1), 141–156.
35.
RastogiR., & DaveV. (2004). Managerial effectiveness: A function of personality type and organizational components. Singapore Management Review, 26(2), 79–87.
36.
SethiR., & NicholsonC.Y. (2001). Structural and contextual correlates of charged behaviour in product development teams. Journal of Product Innovation Management, 18(2), 154–168.
37.
SharmaB., & MohapatraM. (2009). Personal & situational factors as predictors of managerial motivation. The Indian Journal of Industrial Relations, 44(3), 426–440.
38.
SrivastavaM., & SinhaA.K. (2007, May18–19). Individual characteristic for managerial effectiveness in a competitive environment: An exploration. Paper presented in conference on Global Competition and Competitiveness of Indian Corporate, IIM Khozikode.
39.
SrivastavaN., & NairK.S. (2010). Emotional intelligence & managerial effectiveness: Role of rational emotive behaviour. The Indian Journal of Industrial Behaviour, 46(2), 313–327.
40.
ThibautJ.W., & WalkerL. (1975). Procedural justice: A psychological perspective. Hillsdale, NJ: Lawrence Erlbaum.
41.
ThorndikeR.L. (1949). Personnel selection: Test and measurement techniques. New York: John Wiley.
42.
WatD., & ShafferM.A. (2005). Equity and relationship quality influences on organizational citizenship behavior. Personnel Review, 34(4), 406–422.
43.
WangJ. (2011). Understanding managerial effectiveness: A Chinese perspective. Journal of European Industrial Training, 35(1), 6–23.
44.
WarnerJ.C., HegtvedtK.A., & RomanP. (2005). Procedural justice, distributive justice: How experiences with downsizing condition their impact on organizational commitment. Social Psychology Quarterly, 68(1), 89–102.
45.
YilmazK., & TasdanM. (2009). Organizational citizenship and organizational justice in Turkish primary schools. Journal of Educational Administration, 47(1), 108–126.
