ABSTRACT

The aim of the study is to investigate the effect of organizational justice (OJ) on affective commitment (AC) taking into account the employment type (ET). Data were collected from 864 employees working in the Tunisian telecom sector. Structural Equations Modeling and Multi-Group Analysis were used to test the hypotheses. The results highlight the ineffectiveness of the traditional distributional justice facet and the prevalence of the socio-emotional component (interactional justice). Most importantly, the results confirm that ET has a moderating effect. Procedural justice and vertical interactional justice have a greater effect on temporary employees’ commitment. Whereas, horizontal interactional justice may be an important lever of the commitment of permanent employees. This study offers a better understanding of the OJ contribution to AC. It offers a reading grid for managers of telecom sector to better lead and identify key elements that may boost the commitment of different types of employees (permanent vs temporary). Moreover, this model is applied in an emerging country setting in order to bridge the research gap. The distinction between the vertical and the horizontal interactional justice can be considered as a novelty in this field of research.

摘要

本研究的目的是在考虑就业类型 (ET) 的情况下调查组织公正 (OJ) 对情感承诺 (AC) 的影响。数据来自在突尼斯电信部门工作的 864 名员工。结构方程建模和多组分析用于检验假设。结果突出了传统分配正义方面的无效性和社会情感成分（互动正义）的普遍性。最重要的是，结果证实 ET 具有调节作用。程序正义和纵向互动正义对临时员工的承诺有更大的影响。鉴于横向互动公平可能是长期雇员承诺的重要杠杆。这项研究更好地理解了 OJ 对 AC 的贡献。它为电信行业的管理人员提供了一个阅读网格，以更好地领导和识别可能提高不同类型员工（永久与临时）员工承诺的关键要素。此外，该模型适用于新兴国家环境，以弥合研究差距。纵向和横向交互正义之间的区别可以被认为是该研究领域的新事物。