Abstract
ABSTRACT Many factors have been identified as having an impact on salespeople's work outcomes. Although a plethora of empirical research has determined that organizational justice influences employees' job-related responses, minimal attention has been given to the effects of organizational justice in a selling context. The nature of the sales position, as well as the fact that organizational justice is managerially controllable, suggests that this variable warrants research attention. The purpose of this paper is to elucidate the concept of organizational justice and develop propositions regarding linkages among components of this variable and salespeople's performance, job satisfaction, extra-role behavior, organizational commitment, and intention to quit. Implications for sales managers and researchers are also offered.
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