The Effects on Job Attitude of Perception of Justice in the HRM System

Abstract

This study aims at developing and empirically testing a comprehensive model of organizational justice derived from prior empirical studies on organizational justice. The study seeks to understand its antecedents to and its consequences are addressed. The first question is what characteristics of a human resource management (HRM) system determine the levels of perceived distributive and procedural justice. Hypotheses are derived from the two prominent theoretical models, the self-interests model (SIM) and the group value model (GVM). Those factors include neutrality, consistency, accuracy, ethicality, credibility, and reciprocity in the processes of making HRM decisions. All nine factors suggested by the two models are adopted for this study as major determinants of both distributive and procedural justice. The second question of this study is related to the moderating effects of individual differences on the relationship between the SIM and GVM variables and perceived distributive and procedural justice in organizational contexts. The final research question deals with the consequences of perceived organizational justice, specifically job-related attitudes and organizational climate. Job-related attitudes in this study refer to job satisfaction, job motivation, and organizational climate, i.e., the willingness to make contributions, identification with organization, and intent to stay, In examining the consequence of perceived organizational justice, the study focuses on the interaction effects of procedural and distributive justice on the above nine outcome variables. The results show that both SIM and GVM variables significantly influence distributive and procedural justice. However, hierarchical regression analyses that revealed that the GVM variables exert more influence have been focused on the consequences of perceived distributive justice with regard to outcomes provided by the organization.