This study examines how organizational culture characteristics of employees in local government–funded institutions influence organizational justice and organizational effectiveness, with particular attention to the moderated mediation role of GRIT....
This study examines how organizational culture characteristics of employees in local government–funded institutions influence organizational justice and organizational effectiveness, with particular attention to the moderated mediation role of GRIT. The research aims to empirically identify the structural mechanisms through which the perceived culture of a public organization shapes members’ justice perceptions and their subsequent organizational outcomes. Although previous studies have independently explored the associations among organizational culture, justice, and effectiveness, few have investigated how individual psychological traits such as GRIT interact with these organizational variables in public-sector settings. By addressing this gap, the present study offers an integrated understanding of organizational behavior in quasi-governmental organizations.
A total of 569 employees from various local public institutions participated in the survey, which utilized validated multi-item scales to measure organizational culture, organizational justice, organizational effectiveness, and GRIT. The collected data were analyzed using the PROCESS Macro for SPSS (Version 4.2). Model 7 was employed to test the mediating role of organizational justice in the relationship between organizational culture and organizational effectiveness, and to examine whether GRIT moderates this indirect effect. Additionally, complementary analyses were conducted to assess moderation and mediation pathways within the proposed structural framework.
The results revealed that organizational culture exerted a significant positive influence on organizational justice and organizational effectiveness. Organizational justice also had a meaningful mediating role in linking organizational culture to effectiveness. However, GRIT did not significantly moderate the relationship between organizational culture and organizational justice, suggesting that the indirect effect remained consistent across different levels of GRIT. Despite the non-significant moderation, the study empirically confirms the fundamental pathways connecting organizational culture, justice, and effectiveness, highlighting the centrality of justice perceptions in shaping employees’ organizational attitudes and outcomes. These findings contribute to the theoretical refinement of organizational behavior research and offer practical implications for strengthening organizational management within local government–funded institutions.