Limitations and Future Directions in Studying Organisational Justice in Academia: A Call for Longitudinal and Multivariate Approaches

Abstract

This study delves into the complex dynamics of organizational justice within academic settings, acknowledging its significant role in shaping faculty perceptions and institutional effectiveness. Despite offering valuable insights, the study is constrained by its cross-sectional design, which limits the ability to infer causality. To address this limitation, future research should employ longitudinal designs, enabling the exploration of how perceptions of organisational justice evolve over time. Additionally, investigating other potential modifiers, such as organisational subcultures and individual differences, could provide a more nuanced and comprehensive understanding. Emphasizing these approaches will enhance the depth of knowledge regarding organisational justice, facilitating more effective strategies to foster fair and equitable academic environments.

Through Partial Least Squares Structural Equation Modeling (PLS-SEM) analysis of data from 276 MBA faculty members, the research identifies leadership behavior, organisational policies and procedures, and interpersonal relationships as key antecedents of organisational justice. The study further explores how these antecedents, through organizational justice, affect job satisfaction and organizational commitment, and how academic rank moderates these relationships.