Exploring job control and social support as moderators of organizational justice and wellbeing relationship

Abstract

Previous research has demonstrated that incorporating organizational justice as a predictorof wellbeing is a significant considerationsince it has been proved that justice is a new independent aspect of psychosocial researcher environment that need to be given priority in health and wellbeing promotion. The cwrent study tested the moderating effect of job control and social support on the relationships between organizational justice and wellbeing (job satisfaction, positive affect and negative affect). A total of 1125 respondents participated in this study involving employees from manufacturing companies. Hierarchical multiple regression result indicated that organizational justice, job control and social support rmiquely predict job satisfaction. Furthermore, there were statistically significant two-way interaction between interactional justice and job controlin predicting job satisfaction. Interestingly, employees reported lower levels of job satisfaction when they benefit from a high level of interactional justice and job control reported lower levels of job satisfaction. There was also a significant two-way interaction between distributive justice and job control in predicting employee positive affect in the expected way. However, the moderating effects of social support were not supported by the Malaysian data. The managerial implications of the study findings and limitations concludes the study