Q 1) Kirkman, Chen, Farh, Chen and Lowe (2009) have studied the role of procedural justice (PJ) in the relationship between power distance orientation (PDO)-independent variable and organizational citizenship behavior (OCB)-dependent variable. In their article, the authors contend that".......those with a high power distance orientation tend to behave submissively around managers, avoid disagreements, and believe that bypassing their bosses is insubordination (Hofstede, 2001). Such employees obey leaders' instructions without question; believe that leaders deserve respect and deference, are superior, and are elite; and accept their own decision-making limitations while trusting that leaders provide more reliable decisions (Javidan et al., 2006), Therefore, those that are higher, rather than lower, in power distance orientation are likely to view a wider array of leader behaviors as fairer, perceiving more procedural justice (Kim & Leung, 2007: Leung & Lind,1986; Morris & Leung, 2000)...".....Regarding the link between procedural justice and OCB, the social exchange theory prediction is that employees who perceive procedural justice will reciprocate by engaging in behaviors beneficial to their organization (Blau, 1964; Emerson, 1976). Specifically, employees who perceive fair treatment are motivated to reciprocate by engaging in more extra-role behavior..." The rationale for the expected positive relationship between power distance orientation and OCB is similar to that for the power distance orientation- procedural justice relationship. That is, since people who are higher in power distance orientation believe that their leaders are superior and elite, they will be highly motivated to behave in ways that benefit their leaders and their organization as a whole (Javidan et al., 2006)....."(p. 747, p.748).

1. What is the role of PJ in the relationship between PDO and OCB? Explain
2. Draw the framework and write the appropriate hypotheses.