The Effect of Distributive, Procedural, and Crisis Management on Employees Contextual Performance

Abstract

This study aimed to clarify how and when distributive justice, procedural justice, and organizational crisis management lead to contextual performance. The hospitality employees who worked over at least one year were selected in this study. Participants were divided into three groups: high, low, and high. The contextual performance was compared between those with high and those with low organizational crisis managers. The results showed that the moderate effect of the interactive relationship between distributive and contextual performance on the relationship was significant. Specifically, the distributional justice had more of a negative impact on employee contextual performance when procedural was high rather than low. The best per-formed contextual was emerged when perceived low organizational crises management under high procedural and low distributive. The present findings add yet another consideration for managers as they contemplate how to leverage the interactional relationship between the process and the outcome interaction effect to further explore what organizations can do to face the uncertain crisis. Therefore, managers may wish to place greater emphasis on the process as a means to elicit favorable attitudes and behaviors in their employees.