EFFECT OF PERCEIVED ORGANIZATIONAL JUSTICE ON EMPLOYEE’S INNOVATIVE WORK BEHAVIOR: THE MEDIATING ROLE OF KNOWLEDGE SHARING (IN CASE OF ARBAMINCH UNIVERSITY ACADEMICS STAFF

Abstract

The overallobjective of this study was to examine the effect of perceived organizational justice dimensions (distributive justice, procedural justice and interactional justice) on employee’s innovative work behavior with the mediating role of knowledge sharing in case of Arbaminch university academics’ staff. For the sake of achieving the objective of this research, 338 academics’ staff were selected as a sample from the total population using proportionate stratified sampling techniques. Both descriptive and Explanatory research design were employed and the data was collected through structured and standardized five-point Likert-scale questionnaire adopted from the previous studies. Finally, the obtained data was analyzed using both descriptive (frequency, percentage, mean and standard deviation) as well as inferential statistics (structural Equation Modeling, T-test and ANOVA). Thus, the major finding of this study revealed that, there is medium level of perception of organizational justice dimensions, practicing of knowledge sharing activity among employees and medium level of involvement in innovative work behavior by academic staff of Arbaminch university. The finding of this study also revealed, three form of organizational dimensions have significant and positive effect on knowledge sharing. On the other hand, knowledge sharing has the positive and significant effect on employee innovative work behavior. Moreover, distributive and procedural justice have positive and significant direct effect on employee innovative work behavior. However, procedural justice dos not affect innovative work behavior significantly. Knowledge sharing has the role of partial, full mediation, and partial mediation in the relationship between distribut