Promoting employee wellbeing : the relevance of work characteristics and organizational justice

Lawson, Katrina, Noblet, Andrew and Rodwell, John 2009, Promoting employee wellbeing : the relevance of work characteristics and organizational justice, Health promotion international, vol. 24, no. 3, pp. 223-233, doi: 10.1093/heapro/dap025.

Attached Files
Name Description MIMEType Size Downloads

Title Promoting employee wellbeing : the relevance of work characteristics and organizational justice
Author(s) Lawson, Katrina
Noblet, AndrewORCID iD for Noblet, Andrew
Rodwell, John
Journal name Health promotion international
Volume number 24
Issue number 3
Start page 223
End page 233
Total pages 11
Publisher Oxford University Press
Place of publication Oxford, England
Publication date 2009-07
ISSN 0957-4824
Keyword(s) workplace health promotion
job stress
organizational justice
employee wellbeing
Summary Research focusing on the relationship between organizational justice and health suggests that perceptions of fairness can make significant contributions to employee wellbeing. However, studies examining the justice–health relationship are only just emerging and there are several areas where further research is required, in particular, the uniqueness of the contributions made by justice and the extent to which the health effects can be explained by linear, non-linear and/or interaction models. The primary aim of the current study was to determine the main, curvilinear and interaction effects of work characteristics and organizational justice perceptions on employee wellbeing (as measured by psychological health and job satisfaction). Work characteristics were measured using the demand–control–support (DCS) model (Karasek and Theorell, 1990) and Colquitt's (2001) four justice dimensions (distributive, procedural, interpersonal and informational) assessed organizational justice (Colquitt, 2001). Hierarchical regression analyses found that in relation to psychological health, perceptions of justice added little to the explanatory power of the DCS model. In contrast, organizational justice did account for unique variance in job satisfaction, the second measure of employee wellbeing. The results supported linear relationships between the psychosocial working conditions and the outcome measures. A significant two-way interaction effect (control x support at work) was found for the psychological health outcome and the procedural justice by distributive justice interaction was significant for the job satisfaction outcome. Notably, the findings indicate that in addition to traditional job stressors, health promotion strategies should also address organizational justice.
Language eng
DOI 10.1093/heapro/dap025
Field of Research 150311 Organisational Behaviour
Socio Economic Objective 910402 Management
HERDC Research category C1 Refereed article in a scholarly journal
HERDC collection year 2009
Copyright notice ©2009, The Author
Persistent URL

Document type: Journal Article
Collections: Faculty of Business and Law
Deakin Graduate School of Business
Connect to link resolver
Unless expressly stated otherwise, the copyright for items in DRO is owned by the author, with all rights reserved.

Version Filter Type
Citation counts: TR Web of Science Citation Count  Cited 21 times in TR Web of Science
Scopus Citation Count Cited 27 times in Scopus
Google Scholar Search Google Scholar
Access Statistics: 750 Abstract Views, 1 File Downloads  -  Detailed Statistics
Created: Thu, 03 Sep 2009, 13:32:33 EST by Katrina Fleming

Every reasonable effort has been made to ensure that permission has been obtained for items included in DRO. If you believe that your rights have been infringed by this repository, please contact