An Empirical Study of Organizational Justice as a Mediator in the Relationships among Leader-Member Exchange and Job Satisfaction, Organizational Commitment, and Turnover intentions in the Lodging Industry

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dc.contributor.authorLee, Hyung-Ryongen
dc.contributor.committeechairMurrmann, Suzanne K.en
dc.contributor.committeememberWeaver, Pamela A.en
dc.contributor.committeememberChen, Joseph S.en
dc.contributor.committeememberSingh, Kusumen
dc.contributor.committeememberMurrmann, Kent F.en
dc.contributor.departmentHospitality and Tourism Managementen
dc.date.accessioned2014-03-14T20:11:20Zen
dc.date.adate2000-05-01en
dc.date.available2014-03-14T20:11:20Zen
dc.date.issued2000-04-27en
dc.date.rdate2001-05-01en
dc.date.sdate2000-05-01en
dc.description.abstractThe purpose of this study was to identify the impact of interpersonal working relationships on employees' justice perceptions and the effects of those perceptions on employees' work-related attitudes and behavior in the hospitality industry. This study examined the mediating role played by distributive and procedural justice in linking leader-member exchange and job satisfaction, organizational commitment, and turnover intentions in the hospitality industry. The model was evaluated using structural equation modeling (SEM). The results indicated that distributive justice had a direct positive influence on job satisfaction and was negatively related to turnover intentions. Distributive justice was also found to have a strong impact on procedural justice. Procedural justice had a direct positive influence on job satisfaction. However, procedural justice was negatively related to organizational commitment, and was positively associated with turnover intentions. Thus, distributive justice played a more vital role in employees' work-related outcomes than did procedural justice. This study also indicated empirical evidence of the impact of interpersonal working relationships on employees' justice perceptions. That is, the quality of interpersonal working relationships promoted employees' perceptions of fairness. Therefore, both distributive and procedural justice played a vital mediating role in the relationships among LMX, and job satisfaction, organizational commitment, and turnover intentions. This study provides guidelines to help managers better understand how to reduce employee turnover, increase job satisfaction and organizational commitment, and make better decisions about outcomes and procedures for their employees.en
dc.description.degreePh. D.en
dc.identifier.otheretd-05012000-14210002en
dc.identifier.sourceurlhttp://scholar.lib.vt.edu/theses/available/etd-05012000-14210002/en
dc.identifier.urihttp://hdl.handle.net/10919/27465en
dc.publisherVirginia Techen
dc.relation.haspartdissertation.pdfen
dc.rightsIn Copyrighten
dc.rights.urihttp://rightsstatements.org/vocab/InC/1.0/en
dc.subjectOrganizational Commitmenten
dc.subjectTurnover Intentionsen
dc.subjectJob Satisfactionen
dc.subjectLeader-Member Exchangeen
dc.subjectOrganizational Justiceen
dc.titleAn Empirical Study of Organizational Justice as a Mediator in the Relationships among Leader-Member Exchange and Job Satisfaction, Organizational Commitment, and Turnover intentions in the Lodging Industryen
dc.typeDissertationen
thesis.degree.disciplineHospitality and Tourism Managementen
thesis.degree.grantorVirginia Polytechnic Institute and State Universityen
thesis.degree.leveldoctoralen
thesis.degree.namePh. D.en

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Theses and Dissertations, Hospitality and Tourism Management (HTM)