Organizational Justice and Affective Commitment in the Post-Revolution Tunisian Context

The aim of the study is to investigate the effect of organizational justice (OJ) on affective commitment (AC) taking into account the employment type (ET). Data were collected from 864 employees working in the Tunisian telecom sector. Structural Equations Modeling and Multi-Group Analysis were used to test the hypotheses. The results highlight the ineffectiveness of the traditional distributional justice facet and the prevalence of the socio-emotional component (interactional justice). Most importantly, the results confirm that ET has a moderating effect. Procedural justice and vertical interactional justice have a greater effect on temporary employees’ commitment. Whereas, horizontal interactional justice may be an important lever of the commitment of permanent employees. This study offers a better understanding of the OJ contribution to AC. It offers a reading grid for managers of telecom sector to better lead and identify key elements that may boost the commitment of different types of employees (permanent vs temporary). Moreover, this model is applied in an emerging country setting in order to bridge the research gap. The distinction between the vertical and the horizontal interactional justice can be considered as a novelty in this field of research

Business · Economic Justice · Interactional justice · Mediation · Novelty · Organizational commitment · Organizational justice · Political science · Procedural justice · Emotional Labor in Professions · Job Satisfaction and Organizational Behavior · Law · Psychology · Social Psychology · Workaholism, burnout, and well-being

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