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The theory of organizational justice has been supported by numerous empirical studies in the private sector. Although public administration scholars have investigated the fairness issue in pay and promotions, the main focus was confined to specific groups such as females and racial minorities. This research seeks to fill the gap by providing some generalizable findings. We investigate the justice issue by considering both individual- and organizational-level factors. By employing hierarchical linear modeling (HLM), the research examines whether the three dimensions of organizational justice—distributive, procedural, and informational justice—and several organizational-level factors affect four outcomes, including expectancy for career development, employee satisfaction, loyalty to senior leadership, and cooperation. The analysis confirms that the three dimensions of organizational justice are substantially associated with those employee attitudes, although organizational-level factors have little impact on them.

For decades, scholars and practitioners have paid serious attention to how to facilitate extra-role behaviors of employees. While many studies have been conducted, it is not yet clear what factors facilitate or suppress those behaviors within organizations and how those factors interact with each other. The current research focuses on two extra-role behaviors of employees: innovative behavior and organizational citizenship behavior (OCB). Both behaviors have been discussed as determinants of individual and organizational performance. Filling the gap of the existing studies, the current research comprehensively considers organizational characteristics, task characteristics, and motivational factors in explaining those behaviors. Integrating two data sets, the 2015 and 2016 Perception of Public Officials Surveys administered by the Korea Institute of Public Administration (KIPA), we conducted a hierarchical linear model (HLM) analysis to examine the effects of determinants in the Korean context. Based on the multi-level analysis, this research demonstrates the positive influence of autonomy and PSM on both behaviors. Among organizational-level variables, cooperative culture increases the innovative behavior, whereas the lack of organizational support decreases it. We provide several managerial implications based on the findings.

This research explores determinants of turnover intention of social workers. Retention of social workers is critical in the social welfare field because a high turnover rate is directly related to the deterioration of service quality. Of the many factors affecting turnover intention, this research focuses on emotional labor and organizational trust. The former characterizes social workers' tasks in that they are regularly in contact with service clients. Surface acting, one of the emotional labor strategies, has shown a negative impact on employee attitudes. However, representing a psychological state of employees toward their organization, organizational trust leads to positive attitudes and behaviors. This research also explores antecedents of emotional labor and organizational trust. Interaction characteristics of emotional labor are considered for the former, and supervisory support and autonomy are tested for the latter. To examine the relationships among the variables, the research conducts structural equation model analysis on 242 social workers in South Korea. The analysis confirms that emotional labor increases turnover intention whereas trust reduces it. The analysis also demonstrates that autonomy and supervisory support enhance organizational trust, while surface acting is affected by the variety of emotions displayed and the duration of emotional labor.

Since Miceli and Near's seminal work, scholars and practitioners have sought to identify determinants of whistleblowing behaviors. For example, Miceli, Near, Rehg, and Van Scotter argued that proactive personality, less co-worker invalidation, and leverage in the specific situation lead to whistleblowing. Nevertheless, the decision to whistleblow is a complicated process, and relevant factors are still under exploration. This research seeks to answer the question "What factors influence whistleblowing intention within government agencies?" Investigating U.S. federal employees, this research tests the effects of several factors as determinants of whistleblowing, including perceived personal costs, public service motivation (PSM), education on whistleblowing, organizational support, and organizational protection. In examining the relationships among the variables, this research explores the mediating role of perceived personal costs. Using 2010 Merit Principles Survey data, this research conducts structural equation model analysis. The analysis result demonstrates that personal costs decrease whistleblowing intention, whereas PSM and education on whistleblowing increase the intention. Organizational support and protection contribute to enhancing whistleblowing intention by reducing perceived personal costs.

This research explores relationships among managerial practices, trust in leadership, teamwork, and organizational performance. It seeks to contribute to the existing knowledge of trust research by exploring several antecedents and outcomes. Based on the social exchange theory, the research examines whether managerial practices are associated with trust in leadership. Trust in leadership, then, is expected to improve teamwork and organizational performance by several leadership theories. Using data from an employee survey conducted for the Georgia Department of Transportation (GDOT) in 2010, we test the ideas by structural equation model analysis. Three kinds of trust in leadership—trust in department leadership, trust in leadership team, and trust in supervisor—are investigated. The analysis confirms that several managerial practices are substantially associated with the three kinds of trust, which in turn affects teamwork and organizational performance. Trust in department leadership is directly related to performance, whereas trust in leadership team and trust in supervisor are more likely to affect performance through teamwork.