Study Of Organizational Justice Research Articles

Which Is More Important, Procedure or Interaction? ——A Study of Organizational Justice in the Context of Chinese and Western Cultures

组织公平；程序公平；互动公平；中西方文化差异

A Study of Organizational Justice on the Trust in Organization under the Mediating Role of Ethical Leadership

A Study of Organizational Justice on the Trust in Organization under the Mediating Role of Ethical Leadership

The Study of Organizational Justice, Violation of Psychological Contract and its Effect on Job Satisfaction in Paints Industry of Pakistan

Human resource is a back bone of every organization, without employee no work can be done. So employee’s satisfaction is very important in all terms. Employees will be more satisfied if they get what they expected. When employees are treated fairly overall in the organization, they feel need of reciprocal response to the organization in positive behaviors. Organizational justice and psychological contracts are important factors that influence the satisfactions of the personal in an organization. The purpose of this study is to investigate the relationship among organizational justice (Procedural, Distributional and Interactional), psychological contract and job satisfaction. This paper examines the effect of Job satisfaction on Organizational justice and explains the concept of psychological contract and presents the result of a survey of managers and officers from the paints industry of Pakistan. Data was gathered from 100 employees in the paints industry of Pakistan through the survey method by developing questionnaire. The questionnaire contained the items of all the variables used in the study, for the reason to get the correct results. The data collected was analyzed by using SPSS 17.0. The results revealed a negative relationship between psychological contract violation with both job satisfaction r = -.130 at p = .008 and distributional justice Value of r =-0.115 at p=0.254.

Organizational Justice and Organizational Citizenship Behavior: A Study of Public Sector Organizations in Western Province, Sri Lanka

Although, the study of organizational justice has increased markedly in the past few years, little work has focused on the impact of justice perceptions on organizational citizenship behaviour. This study examines the impact from perceptions of fairness on organizational citizenship behaviors in 102 sample drawn from four public sector organizations in western province, Sri Lanka. A theoretical basis for a relationship between fairness and citizenship was drawn from equity theory and other theories of social exchange. Findings of the study revealed that that there is an impact from distribute, procedural and interactional justice on employee citizenship behavior and further, as a whole there is a significant impact from Organizational justice on Employee citizenship behaviour.

Novel Applications of Organizational Justice: Promising New Directions

The systematic study of organizational justice has been ongoing for three decades. During this time, a field that once focused on a limited number of HR contexts (e.g., performance appraisal, compe...

Observer reactions to interpersonal injustice: The roles of perpetrator intent and victim perception

SummaryThe present research contributes to a growing literature on observer reactions to injustice experienced by others. In particular, we separated two variables that have previously been confounded in prior research, namely perpetrator intent to cause harm and victim perception of harm. We expected that injustice intent and injustice perceptions would have both unique and joint effects on observer reactions. The results of three experiments in which we manipulated perpetrator injustice intent and victim injustice perceptions supported our predictions. First, we found that observers had more negative reactions toward superiors who intended to inflict high versus low levels of interpersonal injustice toward a subordinate. Second, the injustice intent of the superior influenced observers' reactions more than did victim perceptions of injustice. Third, most novel, we found that the mere intent to cause injustice generated negative reactions in observers, even in the absence of a “true” victim—that is, when the subordinate perceptions of injustice were low. Together, our results emphasize the importance of examining observers' reactions to injustice and incorporating perpetrator intentions into the study of organizational justice. Copyright © 2012 John Wiley & Sons, Ltd.

Organizational Commitment: The Study of Organizational Justice and Leader Member Exchange (LMX) Among Auditors in Malaysia

The purpose of this study is to examine the relationship and to test the interaction effects of organizational justice (distributive, procedural, and interactional) and the dimensions of LMX (affect, contribution, professional respect, and loyalty) on organizational commitment. Three broadly hypothesized relationships were tested in a field study among auditors serving in audit firms across Malaysia, who were registered with the Malaysian Institute of Accountants (MIA). Based on the data from the survey, the results from the hierarchical regression provided moderate support for the hypotheses. The findings on direct effects revealed that predictor variables have a positive relationship with affective-normative commitment and only partial support for continuance commitment. Distributive, procedural and interactional perceptions of organizational justice, reciprocity, and contribution of LMX were found to be positively related to affective-normative commitment. Continuance commitment was significantly predicted by the contribution of LMX. The results provide partial support for the interaction effects of affective-normative and continuance commitment. One implication of the study’s findings is that human resources departments have to take a serious view of organizational justice and LMX when implementing human resource policies in order to encourage employees to manifest high levels of commitment.

Leadership and fairness: Taking stock and looking ahead

Recognizing that leader fairness is an important concern to employees, leadership research is increasingly engaging with insights from the study of organizational justice. This special issue provides a state of the art selection of research in the emerging field of leadership and fairness. This introductory article provides a brief outline of this emerging field of research and introduces the studies brought together in the special issue. We also identify key themes for future research in leadership and fairness—first and foremost the need for fuller integration of theories of leadership and theories of organizational justice.

Justice Motive Theory and the Study of Justice in Work Organizations: A Conceptual Integration

Abstract. Stimulated by the articles in this special issue, we integrate justice motive theory into the study of organizational justice more broadly. We begin by considering a variety of ways that just-world beliefs could relate to perceptions of organizational fairness. Then, we discuss several implications that arise from incorporating the concept of deservingness (central to justice motive theory) more explicitly into the study of organizational justice. Next, we consider, from a justice motive perspective, how organizational fairness might have adverse effects on employees and organizations. Finally, we outline what justice motive theory implies for understanding how employees might react to experiences of organizational unfairness. Along the way, we identify novel directions for research on organizational justice that are suggested by the articles in the special issue and by justice motive theory in general.

The intellectual adolescence of organizational justice: You've come a long way, maybe

To highlight the advances and limitations in the study of organizational justice as reflected by the articles in this issue, the field is characterized as being in its intellectual adolescence. Following this analogy, some signs of scientific maturity are noted. Among these are (a) increased attention to the connections between organizational justice and various organizational processes, (b) expanded efforts toward conceptual refinement, and (c) greater reliance on research conducted in natural settings. At the same time, the adolescent state of the field is also marked by its intellectual awkwardness and immaturity. Indications of this include (a) the absence of guiding theory, (b) an underdeveloped research agenda, and (c) an overreliance on the use of ad hoc measurements. Based on these limitations, suggestions are made for ways of nurturing the field's development. The article concludes with an optimistic vision of tomorrow's field of organizational justice.