Publisher
University of Tennessee at Chattanooga
Place of Publication
Chattanooga (Tenn.)
Abstract
The COVID-19 pandemic has brought awareness and scrutiny to numerous workplace practices, organizational norms, and societal expectations surrounding work. From the Great Resignation phenomena, a new trend advocating for work-life balance boundaries is being shared through TikTok, a relatively new social media platform. ‘Quiet Quitting’ occurs when employees prioritize work-life balance and disregard organizational citizenship behaviors that are not requirements of their job duties and responsibilities. Additionally, there has been a focal shift within perceptions of organizational justice and organizational commitment, with an increase of bringing awareness to employees’ needs. This study will examine the impact of employee perceptions of organizational justice on organizational commitment, with a focus on active-duty Army personnel and civilian employees. Additionally, there will be a focus on how age corresponds with these perceptions. The design will take a cross-sectional, within-subjects approach that will consist of four organizational justice scenarios, in which the participants will determine the likelihood of their organizational commitment (e.g., normative, affective, continuance). A pilot study using structured interviews will act as a manipulation check and be used to develop a content list of reasonings for populating questions to use regarding Army personnel’s organizational experiences and outcomes that cannot be pulled from existing scales. Utilizing the findings from the pilot study and content from existing organizational commitment and justice scales (e.g., OCQ, OCS, COJS, etc.), the main study will compose and distribute a survey. A repeated-measures ANOVA will be conducted for analysis. It is expected that differences will exist between the reported organizational commitment scores of active-duty Army personnel and non-military affiliated employees reported organizational commitment scores across all organizational justice scenarios. While the civilian sector has delved into the concept of work-life balance in the past several years, the U.S. Army has only recently been exploring and integrating various work-life balance viewpoints and models. The proposed research will provide the necessary empirical evidence examining how military personnel are influenced by organizational justice. Furthermore, it will emphasize how that impact should be considered when attempting to alter withdrawal outcomes that result from low organizational commitment (e.g., personnel turnover, absenteeism, etc.). Keywords: quiet quitting, organizational justice, organizational commitment, perceptions
Date
October 2022
Subject
Industrial and organizational psychology
Document Type
posters
Language
English
Rights
http://rightsstatements.org/vocab/InC/1.0/
License
http://creativecommons.org/licenses/by-nd/4.0/
Included in
The impact of organizational justice on organizational commitment
The COVID-19 pandemic has brought awareness and scrutiny to numerous workplace practices, organizational norms, and societal expectations surrounding work. From the Great Resignation phenomena, a new trend advocating for work-life balance boundaries is being shared through TikTok, a relatively new social media platform. ‘Quiet Quitting’ occurs when employees prioritize work-life balance and disregard organizational citizenship behaviors that are not requirements of their job duties and responsibilities. Additionally, there has been a focal shift within perceptions of organizational justice and organizational commitment, with an increase of bringing awareness to employees’ needs. This study will examine the impact of employee perceptions of organizational justice on organizational commitment, with a focus on active-duty Army personnel and civilian employees. Additionally, there will be a focus on how age corresponds with these perceptions. The design will take a cross-sectional, within-subjects approach that will consist of four organizational justice scenarios, in which the participants will determine the likelihood of their organizational commitment (e.g., normative, affective, continuance). A pilot study using structured interviews will act as a manipulation check and be used to develop a content list of reasonings for populating questions to use regarding Army personnel’s organizational experiences and outcomes that cannot be pulled from existing scales. Utilizing the findings from the pilot study and content from existing organizational commitment and justice scales (e.g., OCQ, OCS, COJS, etc.), the main study will compose and distribute a survey. A repeated-measures ANOVA will be conducted for analysis. It is expected that differences will exist between the reported organizational commitment scores of active-duty Army personnel and non-military affiliated employees reported organizational commitment scores across all organizational justice scenarios. While the civilian sector has delved into the concept of work-life balance in the past several years, the U.S. Army has only recently been exploring and integrating various work-life balance viewpoints and models. The proposed research will provide the necessary empirical evidence examining how military personnel are influenced by organizational justice. Furthermore, it will emphasize how that impact should be considered when attempting to alter withdrawal outcomes that result from low organizational commitment (e.g., personnel turnover, absenteeism, etc.). Keywords: quiet quitting, organizational justice, organizational commitment, perceptions
Department
University of Tennessee at Chattanooga. Dept. of Psychology