Organizational Democracy and Employee Outcomes: The Mediating Role of Organizational Justice - CLEO Skip to main content

Summary

In the last two decades, scholars have proposed that implementing democratic practices and ideas in organizations results in significant improvements in employees’ attitudes and behavior. Using two widely advocated and debated dimensions of organizational democracy (empowerment and communication), the study provides empirical evidence of the mentioned relationship between organizational democracy and employee outcomes (commitment, citizenship behavior, and turnover intentions) under the mediating role of organizational justice. Based on the data of 262 employees working in fan manufacturing companies, structural equation modeling was employed to estimate the results. Results suggest that bringing democratization at the workplace enhances employee commitment and citizenship behavior and reduces intentions to leave the organization. Furthermore, the study also supports organizational justice as a mediator, suggesting that the relationship between organizational democracy and employee outcomes becomes more strengthened once justice is introduced. The study provides empirical evidence to ideas and prepositions of many organizational democracy researchers working for decades.