Moderating Effect of Organizational Justice on the Relationship between Perceived Organizational Support and Organizational Commitment in Japan

Abstract

noneA high turnover rate, especially the early resignation of young workers, is becoming an issue in Japan. People have acquired vocational skills through in-house training by their organizations, and if the percentage of workers who leave their jobs in a short period increases, it may cause an increase in the number of workers who do not have enough skills. Companies may suffer from situations that they cannot maintain or promote employees' contributions despite their investment in skills development. Alternatively, they cannot prevent an employee from leaving and cannot avoid impeding corporate activity. The purpose of this study was to find how to encourage employees’ commitment by investigating the relationship between perceived organizational support and organizational commitment, and examined whether and how organizational justice moderates this relationship among tenured Japanese employee. The survey conducted on a quantitative approach with participating in 215 tenure workers who work in Japanese companies through an online survey. Besides, to examine the hypotheses, the data analyzed by using IBM SPSS Statistics 23.0 and Mplus Version 7.4 with adopting the survey-based methodology. The results showed that employees’ perceptions of support from the organization were related to their commitment towards the organization.