Ethical Climate and Organizational Justice as Determinants of Perceived Organizational Support in the Philippine National Police
DOI:
https://doi.org/10.69569/jip.2026.409Keywords:
Criminal justice, Ethical climate, Organizational justice, Perceived organizational support, Police personnelAbstract
This study examined the relationships and predictive contributions of ethical climate and organizational justice to perceived organizational support among uniformed personnel of the Philippine National Police (PNP) in Region XII, Philippines. The study employed a quantitative, non-experimental, cross-sectional, predictive-correlational research design. The study involved 300 actively serving PNP personnel selected through stratified random sampling from participating police offices within Region XII. Data were collected using a structured questionnaire containing adapted measures of ethical climate, organizational justice, and perceived organizational support. Mean, Pearson Product-Moment Correlation, and Multiple Linear Regression Analysis were used to analyze the data. The findings revealed that ethical climate was rated at a very high level (M = 4.27), organizational justice was also rated at a very high level (M = 4.22), while perceived organizational support was rated at a high level (M = 4.03). Ethical climate showed a weak, non-significant relationship with perceived organizational support (r = .072, p = .213), whereas organizational justice showed a weak but significant positive relationship with perceived organizational support (r = .220, p < .001). Ethical climate was not significantly related to organizational justice (r = .111, p = .055). Multiple regression analysis showed that organizational justice significantly predicted perceived organizational support (β = .214, p < .001), while ethical climate did not significantly predict perceived organizational support (β = .049, p = .395). The regression model explained 5.1% of the variance in perceived organizational support (R² = .051). The findings indicate that organizational justice has a stronger statistical contribution to perceived organizational support than ethical climate among the PNP personnel included in the study. The results highlight the importance of fairness in organizational procedures, outcomes, interpersonal treatment, and communication in strengthening personnel’s perceptions of organizational support.
Downloads
References
Bonaiuto, F., Fantinelli, S., Milani, A., Cortini, M., Vitiello, M.C., & Bonaiuto, M. (2022). Perceived organizational support and work engagement: The role of psychosocial variables. Journal of Workplace Learning, 34(5), 418–436. https://doi.org/10.1108/JWL-11-2021-0140
Brunetto, Y., Farr-Wharton, B., Wankhade, P., Saccon, C., & Xerri, M. (2023). Managing emotional labour: The importance of organisational support for managing police officers in England and Italy. The International Journal of Human Resource Management, 34(4), 832–854.
Colquitt, J.A. (2001). On the dimensionality of organizational justice: A construct validation of a measure. Journal of Applied Psychology, 86(3), 386–400. https://doi.org/10.1037/0021-9010.86.3.386
Cullen, J.B., Victor, B., & Bronson, J.W. (1993). The ethical climate questionnaire: An assessment of its development and validity. Psychological Reports, 73(2), 667–674. https://doi.org/10.2466/pr0.1993.73.2.667
Eisenberger, R., Huntington, R., Hutchison, S., & Sowa, D. (1986). Perceived organizational support. Journal of Applied Psychology, 71(3), 500–507. https://doi.org/10.1037/0021-9010.71.3.500
Karimullah, S.S. (2024). The role of law enforcement officials: The dilemma between professionalism and political interests. Jurnal Hukum dan Peradilan, 13(2), 365–392. https://doi.org/10.25216/jhp.13.2.2024.365-392
Lambert, E., Hogan, N., Solinas-Saunders, M., Morrow, W.J., & Vickovic, S. (2024). Examining the mediating effects of organizational trust on the relationship between organizational justice and job attitudes among correctional staff. The Prison Journal, 104(2), 244–266. https://doi.org/10.1177/00328855231222444
Mayer, D., Aquino, K., Greenbaum, R., & Kuenzi, M. (2012). Who displays ethical leadership, and why does it matter? An examination of antecedents and consequences of ethical leadership. Academy of Management Journal, 55(1), 151–171. https://doi.org/10.5465/AMJ.2008.0276
Piotrowski, A., Rawat, S., Boe, O., & Lund, A. (2021). Effects of organizational support and organizational justice on police officers' work engagement. Frontiers in Psychology, 12, 642155. https://doi.org/10.3389/fpsyg.2021.642155
Şen, S., & Yıldırım, N. (2023). The role of supervisor support in strengthening perceived organizational support and employee well-being. Sustainability, 15(5), 4013. https://doi.org/10.3390/su15054013
Sheedy, E., Garcia, P., & Jepsen, D. (2021). The role of risk climate and ethical self-interest climate in predicting unethical pro-organisational behaviour. Journal of Business Ethics, 173(2), 281–300. https://doi.org/10.1007/s10551-020-04542-0
Victor, B., & Cullen, J. (1988). The organizational bases of ethical work climates. Administrative Science Quarterly, 33(1), 101–125. https://doi.org/10.2307/2392857
Westmarland, L., & Conway, S. (2020). Police ethics and integrity: Keeping the "blue code" of silence. International Journal of Police Science & Management, 22(4), 378–389. https://doi.org/10.1177/1461355720947762
Wolfe, S. (2020). The organizational justice effect among criminal justice employees: A meta-analysis. Criminology, 58(4), 619–646. https://doi.org/10.1111/1745-9125.12251
Workman-Stark, A. (2020). Enhancing police engagement: An examination of the links between fair treatment and job engagement in a Canadian police organization. International Journal of Police Science & Management, 22(3), 308–322.
Zeng, X., Zhang, X., Chen, M., Liu, J., & Wu, C. (2020). The influence of perceived organizational support on police job burnout: A moderated mediation model. Frontiers in Psychology, 11, Article 948. https://doi.org/10.3389/fpsyg.2020.00948
Downloads
Published
How to Cite
Issue
Section
License
This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License.
JIP is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License. Under the Open Access Policy, appropriate attribution can be provided by simply citing the original article.
