Organizational justice, voluntary learning behavior, and job performance: A test of the mediating effects of identification and leader-member exchange†

By Fred Walumbwa, Russell S. Cropanzano, Chad A. Hartnell. 2009

294 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/7321fe180f723fdfe30532ed95c9b7c6e84f3e78

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In Organizational Behavior and Human Resource Management

Citations in the corpus

Linking ethical leadership to employee performance: The roles of leader-member exchange, self-efficacy, and organizational identification (2011, methodology): “Supporting these arguments, a growing body of research has shown that identification is positively related to individual behaviors such as performance (e.g., Pratt et al., 2006, Smidts et al., 2001, Walumbwa et al., 2008, Walumbwa et al., 2009 and Walumbwa et al., in press).”
Learner Engagement: A New Perspective for Enhancing Our Understanding of Learner Motivation and Workplace Learning (2010, background): “Walumba, Cropozano, and Hartnell ( 2009 ) presented and tested an integrative model of voluntary learning behavior (ie, activities that individuals engage in with an assumption that the learning activity will yield a payoff for current or future roles).”
Transformational Leadership, Innovative Behavior, and Task Performance: Test of Mediation and Moderation Processes (2012, background): “Indeed, employee willingness to learn has been recognized as critical to job performance ( Walumbwa, Cropanzano, & Hartnell, 2009 ), because learning motivates employees to acquire new skills needed to perform the tasks ( Argote, 1999 ; McGrath, 2001 ).”
Procedural Justice, Work Engagement, and Job Outcomes: Evidence from Nigeria (2011, background): “Interpersonal justice is defined as “the dignity and respect that one receives,” while informational justice refers to “the provision of adequate information and social accounts” ( Walumbwa, Cropanzano, & Hartnell, 2009 , p.”
Affective commitment and job satisfaction among non-family employees: Investigating the roles of justice perceptions and psychological ownership (2011, background): “Moreover, our finding that procedural justice perceptions do not affect non-employees’ attitudes toward the organization as a whole might challenge traditional assumptions of organizational justice scholars (e.g., Bies & Moag, 1986; Walumbwa et al., 2009).”