Dwi Tangoro Cahyono Doddy D h irgantara Pinta Uly Talytha Kumy Hening Ardi Berlian Irwan Ekantoro

1. Leadership Training in Organizational Justice to Increase Citizenship Behaviour Within A Labor Union: A Replication Dwi Tangoro Cahyono Doddy Dhirgantara Pinta Uly Talytha Kumy Hening Ardi Berlian Irwan Ekantoro

2. Preface: Training Leaders can increase the Citizenship Behaviour of it’s members • Union leader training increased members’s perceptions of their leaders’s fairness as well as union members’ citizenship behaviour directed both toward the union as an Organization (OCBO) and fellow union members (OCBI). • If union members were also shareholders of the company, the results of the training were replicated. • Organizational justice was found to partially mediate the effect of the training on OCBO, but not OCBI • Union members who are also shareholders tend to be more sympathetic and responsive to the company than to union • When union employees become the owners of the company, traditional union based forms of representation and member participation are eroded

3. Hypothesis: • Training union leaders in Organizational Justice priciples increases union members’ perceptions of their leaders’ fairness • Union members, whose leaders have been trained in Organizational Justice principles, engage in significantly higher levels of union citizenship behaviour than do members whose leaders have not been trained

4. Method: • Participants: • Design • Procedure • Measure

5. Method: • Participants • Members of the Canadian Auto Workers Union (CAW), employed by an International airline • The treatment and control conditions were located in Vancouver & Toronto • Treatment condition: 12 shop stewards; 8 were woman; mean age 31 years questionnaires were sent to 305 members of union local • Control condition: 13 shop stewards; 9 were woman; mean age 33 years questionnaires were sent to 240 members of local members • Design Use a quasi experimental design whereby the two union locals were randomly assigned to either the treatment or the control conditions

6. Method: • Procedure • Sesi 1 Determinants of procedural justice namely; consistency, bias suppression, accuracy, correctability, representatives (voice) and ethicality • Sesi 2 Provide members with a sense of voice in the local’s decision-making process • Sesi 3 Increasing the fairness of the leader’s interpersonal interactions with union members: • Techniques for fair enactment of the grievance procedure • Topics regarding fairness in interpersonal interactions between shop stewards and union members • Devensive explanations for decisions as useful tools for enhancing organizational justice • Sesi 4 Focused on managing the appearance of justice • Sesi 5 • Focused on motivating the trainees

7. Method: • Measure • Trainee Reactions Trainee reactions measure consisted of a 6-item scale asking trainess and they responded to a 5-point likert-type scale that ranged from 1 (strongly disagree) to 5 (strongly agree) • Union Leader Fairness • Procedural justice measure consisted of an 11 item scale • Interactional justice measure consisted of a 14 item scale • Citizenship Behaviour .............................................. • Demographic Variables Individual’s education, seniority and status are related to an individual’s participation in union activities

8. Results There were significant differences between ∙ The union leaders in the training and control conditions with regard to sex. ∙ There were no differences between the union members in the training and control conditions with regard to sex.

9. On average, union members in the treatment group were younger, had a lower level of education, and had been members of the union longer than members in the control group. Finally, an analysis of the data made available by the union revealed no significant difference between union members in the training group and the union membership wuth regard to members’ employee status.

10. Fourth, the result suggest that the training affected OCBO and OCBI independently of its effects on fairness perceptions • Fifth, these findings contribute to a body of research seeking to understand why members participatein their union

11. Discussion First, this study examined the relation ship between organizational justice and OCB in asituation where it was potentially disadvantageus for an organization’s member to engage in OCB. Second, the training focused on the fairness of the union’s procedures and the leader’s interpersonal interactions, while holding the fairness of outcomes relatively constant. Third, consistent with skarlicki and latham (1996) Two reasons may explainthis result: • The relationship between perceptionof fairness and OCBO may be relatively stronger than the relationship between fairness and OCB • These result maybe a function of the training that was provided.

12. Fourth, the result suggest that the training affected OCBO and OCBI independently of its effects on fairness perceptions Fifth, these findings contribute to a body of research seeking to understand why members participatein their union

13. In addition to learning principles of the procedural and interactional justice, considerable attention was paid to motivating the trainees and to transfer of training. The generalizability of these findings to leaders in nonunion setting need to be studied. Leaders salaries employees differ from union leaders in nontrivial ways.

14. Means and Standard Deviations of Organizational Justice and Citizenship Behavior Legend for Chart: A – Variable B – Perceptions of fairness C – OCBO D – OCBI

15. A B C D Pretest: Treatment group (n=98) M 76.7 11.31 13.38 SD 15.97 4.10 3.30 Control group (n=79) M 68.89 11.10 14.16 SD 23.32 3.27 3.15 Posttest: Treatment group (n=98) M 85.00 13.22 15.30 SD 12.27 3.93 2.97 Control group (n=79) M 69.96 10.79 14.11 SD 24.58 2.98 3.02