Exploring The Educational Leaders' Perception of Organizational Justice and Its Components
Abstract
This study explores how Maktab Rendah Sains MARA (MRSM) leaders perceive organizational justice and its components. Leaders are essential in influencing perceptions of fairness, especially when dealing with equitable rights and balanced workloads. It is crucial to address these matters to ensure the organization's effectiveness. To eliminate inequalities, leaders need to show a strong commitment and capabilities that go beyond their official job responsibilities. A quantitative approach was employed, involving the distribution of an online survey to 463 MRSM leaders from 57 MRSMs. Stratified random sampling was utilized to achieve diverse representation from different roles, such as principals, vice principals, and heads of departments, resulting in 210 responses as a research sample. The findings emphasize the importance of organizational justice and its components in improving organizational performance at MRSM, highlighting the need for systematic leadership practices that promote fairness. For MRSM leaders, organizational justice plays a crucial role. It suggests that leaders must approach leadership by rewarding individuals and making decisions that prioritize the well-being and development of the organization. Additionally, it fosters an environment of justice that encompasses procedural, distributive, interpersonal, and informational justice.
Downloads
References
Adams, J. S. (1963). Towards an understanding of inequity. The journal of abnormal and social psychology, 67(5), 422.
Adams, J. S. (1965). Inequity in social exchange. In Advances in experimental social psychology (Vol. 2, pp. 267-299). Academic press.
Agina, M. F., Khairy, H. A., Abdel Fatah, M. A., Manaa, Y. H., Abdallah, R. M., Aliane, N., ... & Al-Romeedy, B. S. (2023). Distributive injustice and work disengagement in the tourism and hospitality industry: mediating roles of the workplace negative gossip and organizational cynicism. Sustainability, 15(20), 15011.
Almeida, J. G., Hartog, D. N. D., De Hoogh, A. H., Franco, V. R., & Porto, J. B. (2022). Harmful leader behaviors: Toward an increased understanding of how different forms of unethical leader behavior can harm subordinates. Journal of Business Ethics, 180(1), 215-244.
Alvesson, M. (2020). Upbeat leadership: A recipe for–or against–“successful” leadership studies. The Leadership Quarterly, 31(6), 101439.
Aziz, N. A. A., Asimiran, S., & Hassan, A. (2022). Mediating role of readiness for change in the relationship between principal instructional leadership and commitment to change. International Journal of Management in Education, 16(4), 407-437.
Bakker, A. B., Hetland, J., Olsen, O. K., & Espevik, R. (2023). Daily transformational leadership: A source of inspiration for follower performance? European Management Journal, 41(5), 700-708.
Borde, P. S., Arora, R., & Kakoty, S. (2024). Linkages of organizational commitment and leadership styles: a systematic review. European Journal of Training and Development, 48(1/2), 41-66.
Burhan, Q. U. A., & Khan, M. A. (2024). Empowering leadership ripple effect: improving employee engagement, performance and knowledge sharing through relational energy and autonomy. European Business Review, 36(3), 392-409.
Chua, Y. P. (2011). Kaedah penyelidikan edisi kedua. Malaysia: McGraw-Hill.
Colquitt, J. A. (2001). On the dimensionality of organizational justice: a construct validation of a measure. Journal of Applied Psychology, 86(3), 386.
Colquitt, J. A. (2021). My Journey with Justice. A Journey Toward Influential Scholarship. Insights from Leading Management Scholars, 124.
Colquitt, J. A., Edwyna T. Hill, & David De Cremer. (2023). Forever focused on fairness: 75 years of organizational justice in Personnel Psychology. Personnel Psychology, 76(2) 413–435.https://doi.org/10.1111/peps.12556
Creswell, J. W. (1999). Mixed-method research: Introduction and application. In Handbook of educational policy (pp. 455-472). Academic press.
Daouk, A., Farmanesh, P., & Zargar, P. (2021). The Relationship Between Transactional Leadership and OCB: A Conditional Analysis of Organizational Justice Perception and Psychological Contract Fulfillment. Sage Open, 11(4), 21582440211061563.
Darus, F., Khairuddin, M., & Abdullah, J. (2021). Amalan Kepimpinan Multidimensi Pengetua dan Norma-Norma Budaya di MRSM. Malaysian Journal of Social Sciences and Humanities (MJSSH), 6(6), 147-156.
Donkor, F., Dongmei, Z., & Sekyere, I. (2021). The mediating effects of organizational commitment on leadership styles and employee performance in SOEs in Ghana: A structural equation modeling analysis. Sage Open, 11(2), 21582440211008894.
Gong, M. Z., & Subramaniam, N. (2020). Principal leadership style and school performance: mediating roles of risk management culture and management control systems use in Australian schools. Accounting & Finance, 60(3), 2427-2466.
Greenberg, J. (1990). Organizational justice: yesterday, today, and tomorrow. Journal of Management, 16(2), 399–432.
Greenberg, J., & Colquitt, J. (2005). Handbook of organizational justice. Mahwah, NJ: Lawrence Erlbaum Associates.
Hasyim, H., & Bakri, M. (2024). A study of Task Mismatch and its effect on Work Motivation and employee performance. Paradoks: Jurnal Ilmu Ekonomi, 7(4), 355-370.
Hussin, F. B., Ali, J., & Noor, M. S. Z. (2014). Kaedah Penyelidikan & Analisis Data SPSS. UUM Press.
Ibrahim, N. H., & Wahab, J. A. (2021). Kepimpinan transformasional penolong kanan kokurikulum dan hubungannya dengan efikasi guru. Malaysian Journal of Social Sciences and Humanities (MJSSH), 6(2), 181-196.
Irwan, I., Idris, R., Fajriah, Y., & Wahyuningsih, S. (2024). The Influence of Organizational Culture and Leadership Style on Employee Performance Mediated by Employee Competence at PT. East Makassar. Gema Wiralodra, 15(3), 978-986
Johari, Z. A. A., Jali, M. N. J., Zaini, A. F. A., & Ibrahim, N. Z. M. (2023). The Impact of Leadership Style on MRSM Performance moderated by Tacit Knowledge. Jurnal Evolusi, 4(1).
John-Eke, E. C., & Akintokunbo, O. O. (2020). Conflict management as a tool for increasing organizational effectiveness: A literature review. International Journal of Academic Research in Business and Social Sciences, 10(5), 299-311.
Joseph, S., & Alhassan, I. (2023). Favouritism in higher Education institutions: Exploring the drivers, consequences and policy implications. European Journal of Human Resource, 7(1), 31-45.
Khan, I. U., Gan, G. G. G., Khan, M. T. I., & Saif, N. (2023). Role of organizational justice in linking leadership styles and academics’ performance in higher education. Administrative Sciences, 13(4), 101.
Kilag, O. K., Tokong, C., Enriquez, B., Deiparine, J., Purisima, R., & Zamora, M. (2023). School Leaders: The Extent of Management Empowerment and Its Impact on Teacher and School Effectiveness. Excellencia: International Multi-disciplinary Journal of Education (2994–9521), 1(1), 127–140.
Kim, M., & Beehr, T. A. (2020). Empowering leadership: leading people to be present through affective organizational commitment? The International Journal of Human Resource Management, 31(16), 2017-2044.
Kumasey, A. S., Delle, E., & Hossain, F. (2021). Not all justices are equal: the unique effects of organizational justice on the behaviour and attitude of government workers in Ghana. International Review of Administrative Sciences, 87(1), 78-96.
Krejcie, R. V., & Morgan, D. W. (1970). Determining sample size for research activities. Educational and Psychological Measurement, 30(3), 607–610.
Lambert, E. G., Keena, L. D., Leone, M., May, D., & Haynes, S. H. (2020). The effects of distributive and procedural justice on job satisfaction and organizational commitment of correctional staff. The Social Science Journal, 57(4), 405-416.
Lambert, E. G., Lanterman, J. L., Leone, M., Keena, L. D., Haynes, S. H., & May, D. (2023). Improving correctional staff perceptions of organizational justice. Corrections, 8(2), 97-118.
Lee, D., & Park, S. (2020). Civil servants’ perceptions of agency heads’ leadership styles: the role of gender in public sector organizations. Public Management Review, 23(8), 1160-1183. https://doi.org/10.1080/14719037.2020.1730941
Liang, L. H., Nishioka, M., Evans, R., Brown, D. J., Shen, W., & Lian, H. (2022). Unbalanced, unfair, unhappy, or unable? Theoretical integration of multiple processes underlying the leader mistreatment-employee CWB relationship with meta-analytic methods. Journal of Leadership & Organizational Studies, 29(1), 33-72.
Leineweber, C., Peristera, P., Bernhard-Oettel, C., & Eib, C. (2020). Is interpersonal justice related to group and organizational turnover? Results from a Swedish panel study. Social Science & Medicine, 265, 113526.
Liu, B. F., Shi, D., Lim, J. R., Islam, K., Edwards, A. L., & Seeger, M. (2022). When crises hit home: How US higher education leaders navigate values during uncertain times. Journal of Business Ethics, 179(2), 353-368.
Majlis Amanah Rakyat Mara. (2021). Gateway To Holistic Education 2021-2025. Retrieved [2024] from Majlis Amanah Rakyat Mara. https://www.mara.gov.my/en/index/.
Malla, S. S., & Malla, S. (2023). Does the perception of organizational justice determine employees' affective commitment? The mediating role of organizational trust. Benchmarking: An International Journal, 30(2), 603-627.
Modise, J. M. (2023). Leadership Philosophies and How They Relate to the Composition, Demographics, Character, Effectiveness, and Efficiency in an Organisation: The Literature Review. International Journal of Innovative Science and Research Technology, 8(7), 3413-3434.
Muniandy, M., & Kutty, F. M. (2019). Impak beban tugas terhadap prestasi kerja guru di Maktab Rendah Sains Mara. Jurnal Dunia Pendidikan, 1(1), 9-17.
Murray, W. C., & Holmes, M. R. (2021). Impacts of employee empowerment and organizational commitment on workforce sustainability. Sustainability, 13(6), 3163.
Newman, S. A., Ford, R. C., & Marshall, G. W. (2020). Virtual team leader communication: Employee perception and organizational reality. International Journal of Business Communication, 57(4), 452-473.
Northouse, P. G. (2021). Leadership: Theory and practice. Sage publications.9th Edition.
Novitasari, D., Asbari, M., Wijaya, M. R., & Yuwono, T. (2020). Effect of organizational justice on organizational commitment: mediating role of intrinsic and extrinsic satisfaction. International Journal of Science and Management Studies (IJSMS), 3(3), 96-112. ijsmsjournal.org
Omar, N. H. C., Hamid, A. H. A., & Othman, N. (2021). Korelasi antara amalan kepimpinan distributif pengetua dengan amalan kepimpinan guru sekolah menengah di Muadzam Shah, Pahang. International Journal of Education and Pedagogy, 3(4), 142-161.
Outlaw, R., Colquitt, J. A., Baer, M. D., & Sessions, H. (2019). How fair versus how long: An integrative theory‐based examination of procedural justice and procedural timeliness. Personnel Psychology, 72(3), 361-391.
Pallant, J. (2020). SPSS survival manual: A step by step guide to data analysis using IBM SPSS. Routledge.
Pigola, A., Rezende da Costa, P., Marcondes de Moraes, G. H. S., de Souza Meirelles, F., & Anholon, R. (2025). Exploring digital solutions for sustainable production: academic insights and practical applications. International Journal of Sustainable Engineering, 18(1), 2453938.
Pina-Sánchez, J., & Brunton-Smith, I. (2021). Are we all equally persuaded by procedural justice? Re-examining the invariance thesis using longitudinal data and random effects. Journal of developmental and life-course criminology, 7(3), 449-480.
Purwanto, A., Asbari, M., Hartuti, H., Setiana, Y. N., & Fahmi, K. (2021). Effect of psychological capital and authentic leadership on innovation work behavior. International Journal of Social and Management Studies, 2(1), 1-13.
Qing, M., Asif, M., Hussain, A., & Jameel, A. (2020). Exploring the impact of ethical leadership on job satisfaction and organizational commitment in public sector organizations: The mediating role of psychological empowerment. Review of Managerial Science, 14(6), 1405–1432.
Rahaman, H. S., Stouten, J., Decoster, S., & Camps, J. (2022). Antecedents of employee thriving at work: The roles of formalization, ethical leadership, and interpersonal justice. Applied Psychology, 71(1), 3-26.
Razali, M. N. M., Hamid, A. H. A., Alias, B. S., & Mansor, A. N. (2024). Towards a Conceptual Framework of Culturally Responsive Leadership, Professional Learning Community on Teacher Competency: An Overview of the Conceptual and Theoretical Literature. International Journal of Academic Research in Business & Social Sciences, 14(6), 788-798.
Schumacher, D., Schreurs, B., De Cuyper, N., & Grosemans, I. (2021). The ups and downs of felt job insecurity and job performance: The moderating role of informational justice. Work & Stress, 35(2), 171-192.
Seijts, G. H., & Milani, K. Y. (2022). The application of leader character to building cultures of equity, diversity, and inclusion. Business Horizons, 65(5), 573-590.
Shaari, R., Kamarudin, D., Yew, J. S., & Zakaria, H. (2022). Effects Of Leadership Types on Job Satisfaction Among Malaysian Higher Education Institutions. Asian Journal of Instruction (E-AJI), 10(1), 54-70.
Shafiee, N. S., Ghani, M. A., & Mahamood, Y. (2021). Perbezaan Tahap Kepimpinan Instruksional Pengetua di Sekolah Berasrama Penuh, Sekolah Menengah Kebangsaan dan Maktab Rendah Sains MARA yang Melaksanakan International Baccalaureate-Middle Years Programme (IBMYP). Jurnal Dunia Pendidikan, 3(2), 423-432.
Sherf, E. N., Venkataramani, V., & Gajendran, R. S. (2019). Too busy to be fair? The effect of workload and rewards on managers’ justice rule adherence. Academy of Management Journal, 62(2), 469-502.
Singh, P., Mishra, M. K., Kumar, S., & Sharma, N. (2024). The mediating and moderating effect of organizational justice and transformational leadership on employee mindfulness and employee wellbeing. International journal of work innovation, 5(1), 37–57.
Siswanto, S., Masyhuri, M., Maksum, I., & Murdiansyah, I. (2020). The role of job satisfaction as a mediating variable on leadership styles to employee performance. Jurnal Ekonomi Modernisasi, 16(1), 54-65.
Rahman, S. N. H. A., Ajmain, M. T., & Mohamad, A. M. (2019). Management and Supervision of Education in Schools from Islamic Education Perspective. BITARA International Journal of Civilizational Studies and Human Sciences, 2(4), 147-161.
Smith, W. C., & Benavot, A. (2019). Improving accountability in education: the importance of structured democratic voice. Asia Pacific Education Review, 20, 193-205.
Smollan, R. K., & Mooney, S. K. (2024). The bright side and dark side of performance expectations: the role of organizational culture and the impact on employee performance and wellbeing. International Studies of Management & Organization, 54(3), 218-237.
Tahir, L. M., Anis, S. N. M., & Ali, M. F. (2023). Authentic and Moral Leadership Practices in Schools. In Educational Leadership: Contemporary Theories, Principles, and Practices (pp. 57-70). Singapore: Springer Nature Singapore.
Tinay, D. T., Ayaz, Ö., & Özbilgin, M. (2024). Transforming leadership emergence through equality, diversity and inclusion. In Research Handbook on Inequalities and Work (pp. 228-241). Edward Elgar. https://doi.org/10.4337/9781800886605.00026
Wistiany, R., Arafat, Y., & Rahman, A. (2024). The Effect of Principal’s Leadership and Organizational Justice on Elementary School Teacher’s Performance. Journal of Social Work and Science Education, 5(1), 172-181.
