The Moderating Effects of Equity Sensitivity on The Relationship Between Organizational Justice and Organizational Citizenship Behaviors

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Being the Good Soldier (2008, background): “…trust in supervisors and leaders, participation in decision making, quality of supervision and communication, work–family conflict, and job satisfaction on OCB (Blakely et al., 2005; Bolino & Turnley, 2005; Donavan et al., 2004; Podsakoff et al., 1990; Schappe, 1998; Williams & Anderson, 1991).”
Testing the direct and indirect relationship between organizational justice and work outcomes in a non‐Western context of the UAE (2010, background): “pay, promotions) offered by the organization are fair given the amount of effort they have put forth (Blakely et al., 2005; Cropanzano and Greenberg, 1997).”
The Interactive Effects of Procedural Justice and Equity Sensitivity in Predicting Responses to Psychological Contract Breach: An Interactionist Perspective (2009, background): “Therefore, OCBs comprises of actions that individuals may take, at their own discretion, to create a psychologically and socially supportive environment in the workplace (Blakely et al. 2003, 2005).”
The relationship of organizational citizenship behavior with job satisfaction, turnover intent, life satisfaction, and burnout among correctional staff (2010, background): “It can make the workplace a more pleasant place for coworkers; therefore, organizational citizenship behaviors not only enhance the organizational performance, but the psychological and social context of work as well (Blakely, Andrews, & Moorman, 2005 ).”