Influence of Organizational Justice, Supervisor Support, and Group Cohesiveness on Organizational Commitment: Mediated Role of Ethical Behavior

Present study contributes to the ethical behavior field by assessing the role of justice, supervisor support, and group cohesiveness indirectly effecting organizational commitment through ethical behavior. Data were collected through onsite administration of a survey on individuals working in 12 companies of three different sectors including Pakistan Airlines, banks, and a Fast Food Services in Pakistan. Measures related to Organizational Commitment (Meyer & Allen, 1997), Ethical Behavior (Hunt, Chonko, & Wilcox, 1984), Distributive Justice (Price & Mueller, 1986), Procedural Justice (Moorman, 1991), Supervisor Support (Greenhaus et al.,1990), and Group Cohesion Seashore’s (1954) were administered on the sample. The results supported the role of ethical behavior as a mediator. Organizational justice, supervisor support, ans group cohesiveness depicted significant association with organizational commitment. The findings showed that initiating action factors like supervisor support, justice in the organization, and harmony among employees tasks reciprocate through affirmative employees’ behaviour as honesty, fairness, equality, dignity, etc. which enhances the attachment level of employees with organization as well as employees’ stress level is reduced in encouraging work environment. The results provide useful insights for managers and consultants, especially, of human resource (HR) to design training programs for employees to resolve novel issues related to ethical trepidations.