Using job strain and organizational justice models to predict multiple forms of employee performance behaviours among Australian policing personnel

Using job strain and organizational justice models to predict multiple forms of employee performance behaviours among Australian policing personnel

Noblet, Andrew, Maharee-Lawler, Saree and Rodwell, John 2012, Using job strain and organizational justice models to predict multiple forms of employee performance behaviours among Australian policing personnel, International journal of human resource management, vol. 23, no. 14, pp. 3009-3026.

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Title	Using job strain and organizational justice models to predict multiple forms of employee performance behaviours among Australian policing personnel
Author(s)	Noblet, Andrew Maharee-Lawler, Saree Rodwell, John
Journal name	International journal of human resource management
Volume number	23
Issue number	14
Start page	3009
End page	3026
Total pages	18
Publisher	Routledge
Place of publication	Abingdon, England
Publication date	2012-07
ISSN	0958-5192
Keyword(s)	in-role behaviour job stress organizational citizenship behaviours organizational justice
Summary	The overall purpose of this investigation was to examine the relationship between stress-related working conditions and three forms of employee performance behaviours: in-role behaviours, citizenship behaviours directed at other individuals and citizenship behaviours directed at the organization. The potentially stressful working conditions were based on the job strain model (incorporating job demands, job control and social support) as well as organizational justice theory. A sample of Australian-based police officers (n = 640) took part in this study and the data were collected via a mail-out survey. Multiple regression analyses were undertaken to assess both the strength and the nature of the relationships between the working conditions and employee performance and these analyses included tests for additive, interactional and curvilinear effects. The overall results indicated that a significant proportion of the explained variance in all three outcome measures was attributed to the additive effects of demand, control and support. The level of variance associated with the organizational justice dimensions was relatively small, although there were signs that specific dimensions of justice may provide unique insights into the relationship between job stressors and employee performance. The implications of these and other notable findings are discussed.
Language	eng
Field of Research	150311 Organisational Behaviour
Socio Economic Objective	910405 Public Sector Productivity
HERDC Research category	C1 Refereed article in a scholarly journal
Copyright notice	©2012, Taylor & Francis
Persistent URL	http://hdl.handle.net/10536/DRO/DU:30043103

Document type:	Journal Article
Collections:	Faculty of Business and Law Deakin Graduate School of Business

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