Bridging the gap: Ethical leadership, human resource practices and organisational justice

Orientation: Perceived organisational justice (POJ) and the role of human resource (HR) practices have been well documented, researched and argued. The role of leadership, and specifically the perception of ethical leadership in the relationship between HR practices and POJ has not been investigated, especially not in South Africa. Research purpose: This study aimed to determine the extent to which HRs practices influence POJ and the mediating role of ethical leadership, through a sectoral comparison. Motivation for the study: It is often, and rightfully, argued that the experience of HR practices determines employees' perception of organisational justice; however, there is paucity in the perception of ethical leadership. Research approach/design and method: This study used a cross-sectional design and survey methodology. Convenience sampling resulted in 1184 respondents from 20 organisations in the South African private and public sectors. Main findings: A positive significant (p < 0.05) relationship exists between HR practices and POJ, mediated by ethical leadership (mediation 32% for the private sector, 13% for the public sector and 21% for the combined sample). Practical/managerial implications: This research endeavour has the potential of empowering the leadership to propose concrete HRs strategies to cultivate proactive work behaviours influencing performance and competitiveness. Contribution/value-add: This study validated the ethical leadership and POJ instruments to be used with confidence in South Africa. It further emphasised the importance, not only of the perceptions of HR practices on the perception of organisational justice but also the role of leadership in this relationship, specifically ethical leadership.