The impact of organizational justice on organizational commitment and organizational citizenship behavior through leader-member exchange: The moderating role of organization-based self-esteem

Abstract

This study examines the impact of organizational justice on organizational commitment and organizational citizenship behavior through the mediating role of leader–member exchange and the moderating role of organization-based self-esteem. This study applied both qualitative and quantitative methods. Regarding the quantitative method, this study employs Partial Least Squares Structural Equation Modeling (PLS-SEM) to test the proposed research model. This study surveyed 425 employees from tourism enterprises in the Mekong Delta region of Vietnam. The results showed that organizational justice positively and directly influenced organizational commitment and citizenship behavior indirectly through the partial mediating role of leader–member exchange. Furthermore, organization-based self-esteem positively moderates the relationship between organizational justice and organizational citizenship behavior. However, its role does not moderate the relationship between organizational justice and commitment. This study highlights the significant role of organizational justice in fostering organizational commitment and organizational citizenship behavior among employees in the tourism sector. The findings confirm that leader-member exchange partially mediates these relationships, emphasizing the importance of leadership dynamics in the workplace. The study proposes managerial implications to enhance organizational justice, improve leader-member exchange and organization-based self-esteem, thereby increasing organizational commitment and positive employee behaviors.