Organizational Justice Theory Research Articles

Strength-Based Learning: An Autoethnography of an Introductory Instructional Design Graduate Course

The purpose of this article is to investigate how to use a strengths-based lens that is highly contextualized, in an ecology (i.e., online graduate course) that shows the value of the socio-emotional interactions or climate. I used an autoethnographic approach to problematize myself so that I could ask contemplative questions as a result of reflection. My data collection process drew upon personal narrative, reflection, and anecdotes, which I analyzed in a graduate-level online learning context with a strengths-based lens to shed light on broader U.S. higher education online learning cultural and theoretical concepts such as organizational justice theory, connectivism, digital learning ecosystems, inclusive design, design justice, and strengths-based learning approaches. Three key cultural phenomena are revealed in this autoethnography. Finally, I discuss this study’s limitations, some implications for faculty, IDs, and SMEs, and suggest areas for further research.

Understanding justice in the platform economy: A qualitative case study of platform-based food delivery work

This qualitative study explores the conceptualisation of justice in the context of platform work, focusing on the dimensions of distributive, procedural, interpersonal, and informational justice. Drawing upon in-depth interviews with platform-based food delivery couriers in Taiwan, the study extends the organisational justice theory to platform work, showing how the dimensions of justice remain highly relevant in platform work, despite its individualised work organisation and algorithm-mediated transactions. The study highlights the influence of legal categorisations on distributive justice perceptions, while uncovering how perceptions of procedural justice had been undermined in relation to task allocation, fee calculations, and the lack of voice and consultation. Furthermore, it underscores the significance of dignity, respect, transparency, and explainability in interpersonal and informational justice within the platform work context. The theoretical and empirical contributions provide insights for scholars, practitioners, and policymakers seeking to better understand and address justice concerns within the rapidly expanding platform work sector.

Influence of Power Dynamics and Organizational Justice on Conflict Outcomes and Satisfaction in India

Purpose: To aim of the study was to analyze influence of power dynamics and organizational justice on conflict outcomes and satisfaction
 Methodology: This study adopted a desk methodology. A desk study research design is commonly known as secondary data collection. This is basically collecting data from existing resources preferably because of its low cost advantage as compared to a field research. Our current study looked into already published studies and reports as the data was easily accessed through online journals and libraries.
 Findings: Research shows power dynamics and organizational justice significantly impact conflict outcomes and satisfaction. Power imbalances exacerbate conflicts, leading to dissatisfaction. Unequal power distribution can escalate conflicts due to perceived unfairness. Conversely, organizational justice fosters positive outcomes and higher satisfaction levels. Fostering equitable power dynamics and promoting justice mitigate conflict and enhance satisfaction.
 Unique Contribution to Theory, Practice and Policy: Social exchange theory, Equity theory & Organizational justice theory may be used to anchor future studies on influence of power dynamics and organizational justice on conflict outcomes and satisfaction. Organizations should prioritize efforts to promote transparent decision-making processes and equitable power distribution to mitigate conflicts and enhance employee satisfaction. Policymakers should advocate for legislation and regulations that promote fairness and equality in organizational practices, including policies related to anti-discrimination, diversity, and inclusion.

The Association Between Organizational Justice and Organizational Trust Among Correctional Staff

This study employed organizational justice theory to examine the influence of employee perceptions of distributive, procedural, and interactional justice on whether employees trust their supervisors and management. Analysis of survey results from 322 employees of a state prison located in the Southern United States indicate that procedural and interactional justice—but not distributive justice—predict employee trust in both supervisors and management. These findings present important policy implications that suggest that the employing organization would benefit from having mechanisms in place to ensure that decisions follow consistent rules and strategies. Considering the relevance of employee trust to the organization, transparency in the use of pre-determined standards to allocate resources and rewards fairly needs to become a priority in institutions of corrections.

How important is a high-performance work system to improve branch-level performance?

Purpose This study aims to propose and empirically examine the simultaneous complementary mediating role of bank branch collective human capital and justice climate between implemented high-performance work system (HPWS) and bank branch performance in the banking sector. Design/methodology/approach Data were collected at three different intervals of time between March 2022 to July 2022 from a final sample of 323 branch managers and 1,369 employees of commercial banks operating in Pakistan. Partial least square structural equation modeling was used to test the theoretical model proposed by this study. Findings Study results revealed that collective human capital and justice climate simultaneously mediate the relationship between implemented HPWS and branch performance. Research limitations/implications The study contributes to the strategic HRM theory by proposing the complementary mediating roles of human capital and organizational justice to reap the benefits of implementing HPWS for improving branch-level performance. The managers should focus on developing and exploiting the knowledge, skills and experiences (human capital) of branch employees and improve their collective perceptions of justice to reap the benefits of HPWS for enhancing branch-level performance. Originality/value Drawing upon the resource-based view of the firm and organizational justice theory, this novel study examines the simultaneous and complementary mediating effects of collective human capital and justice climate between implemented HPWS and branch performance relationships at the branch-level analysis.

Perceived algorithmic fairness: An empirical study of transparency and anthropomorphism in algorithmic recruiting

AbstractDespite constant efforts of organisations to ensure a fair and transparent personnel selection process, hiring is still characterised by systematic inequality. The potential of algorithms to produce fair and objective decision outcomes has attracted the attention of academic scholars and practitioners as a conceivable alternative to human decision‐making. However, applicants do not necessarily consider an objective algorithm as fairer than a human decision maker. This study examines the conditions under which applicants perceive algorithms as fair and establishes a theoretical foundation of algorithmic fairness perceptions. We further propose and investigate transparency and anthropomorphism interventions as strategies to actively shape these fairness perceptions. In an online application scenario with eight experimental groups (N = 801), we analyse determinants for algorithmic fairness perceptions and the impact of the proposed interventions. Embedded in a stimulus‐organism‐response framework and drawing from organisational justice theory, our study reveals four justice dimensions (procedural, distributive, interpersonal, informational justice) that determine algorithmic fairness perceptions. The results further show that transparency and anthropomorphism interventions mainly affect dimensions of interpersonal and informational justice, highlighting the importance of algorithmic fairness perceptions as critical determinants for individual choices.

Eğitim Yönetiminde Kurumsal Çerçevede Örgütsel Adalet Teori ve Yaklaşımlarının İncelenmesi

Organizational justice theories are classified as Adams' equality theory, Deutsch's distribution theory, the justice judicial model developed by Leventhal, Crosby's relative deprivation model, Thibaut and Walker's self-interest model and the group value model. The theory of equality questions whether people have a moral state of the rewards they receive during their perceptions of justice. The concept of equity or equality that makes up the theory consists of distributive justice and mental incompatibility approaches. Observations have been made about the fairness of what employees will receive as a result of their contributions to organizations in the justice judicial model and it has been concluded that this will not be possible under all circumstances. It was argued that it would be fair to obtain the gains deservedly and to create appropriate environments for the needs of employees to be taken into consideration. Distribution theory is related to the distribution of conditions and achievements between individuals that can affect a person's physical, psychological, social and economic status. Decateration theory is related to the distribution of conditions and achievements between individuals. The theory of relative deprivation is a theory that describes a situation experienced by an individual who cannot benefit from equality. In this theory, it refers to the emotion that an individual feels when making contradictory and negative comparisons. According to the control model, individuals' thoughts about the fairness of decisions are a major determinant of the reactions they elicit against the gains they benefit from procedures. In the group value model, it is argued that group interests should take precedence over personal interests. Employees are expected to act together with the group and treat their cats fairly. In this model, individuals want to belong to a group and stay in long-term relationships with their groupmates. Key Words: Educational Institutions, Educational Administration, Organizational Justice

Fairness and trust in organic food supply chains

PurposeThe authors analysed fairness as an antecedent of trust to understand how trust building can be actively managed to facilitate collaboration in buyer–supplier relationships.Design/methodology/approachA case study was employed to buyer–supplier relationships of five organic food companies from three different sectors. The research was developed with data collected in 2022 through qualitative research interviews and analysed using a structured content analysis. A practitioner workshop served to complement findings and confirm the interpretation of data by discussing interview results from a managerial perspective.FindingsA conceptual model based on organisational trust and justice theory was developed to examine causal relations between fairness and trust. Findings show that perceived distributional, procedural and interactional fairness mutually interact with the perceived trustworthiness of business partners and that both contribute to building personal, organisational and institutional trust. Qualitative data support the conceptual model and show that trust is a valuable relational resource that affects relationship quality and the willingness to collaborate and to take risks in times of uncertainty.Practical implicationsHigh trust levels developed through positive fairness perceptions can lower risk perceptions whilst increasing the willingness to collaborate in supply chain relationships. This can help deal with market uncertainties.Originality/valueThrough the lens of organisational trust and justice theory, this study extends the literature on collaboration in supply chains by including a comprehensive view on the formation of trust in business-to-business (B2B) relationships.

Performance management systems in a shared service centre: an exploration of organisational injustice

PurposeThis study aims to explain how negative workplace interactions are formed by the application of a performance management system (PMS).Design/methodology/approachThe study draws from unique in-depth interviews with service workers who resigned from an accounting shared service centre (SSC), discussing the reasons behind the resignations. Following an abductive approach, organisational justice theory is used to analyse the service workers' perceptions of negative interactions and to link the negative interactions to the use of the PMS.FindingsThe findings suggest that negative workplace interactions are characterised by cost consciousness, inequality and competitiveness. These interactions are attributed to the use of a PMS in the centre and are related to perceptions of distributive, procedural and interactional injustice.Practical implicationsManagers and leaders of shared service–type organisations should not rely on PMSs as an all-encompassing solution; instead, they should acknowledge the fairness of the use of PMSs. Moreover, HR professionals should choose and train employees to apply PMSs fairly. Fairness is important in work allocation, resourcing, monitoring, giving feedback, recognising good performance, promotion and interaction between peers.Originality/valueThis study contributes to the literature by taking an overall perspective on PMSs to analyse and explain the unintended negative consequences of a PMS in a highly scripted and monitored work environment that is usually considered appropriate for such a system's use. Through the analysis, the study highlights pitfalls in the use of a PMS and the importance of interactional injustice not only between but also within organisational levels.

Perceived Fairness of Teacher Selection Process in Turkey

This paper uniquely applies organisational justice theory to the teacher selection process and analyses the interview method in a centralised, heavily competitive context, with a non-autonomous selection process. Regression analysis indicated that the variables procedural justice, interactional justice, public personnel selection examination score, interview score, being hired, gender, and branch have a significant relationship with distributive justice perceptions. Furthermore, the teacher selection interview method was perceived as unjust and unfair; it is subjective to influential contacts and favouritism, ignores candidates’ labour and efforts by simply disqualifying most, and has poor reliability and validity structure.

Boundary spanning for contractual fairness in public infrastructure projects: its impact on performance and innovation

ABSTRACT While the literature on public-private collaboration in large infrastructure projects stresses both contractual and relational governance mechanisms for good outcomes, less attention has been paid to the role of boundary spanners and the way the contract is enforced in practice. This study contributes by bringing in the concept of contractual fairness building on organizational justice theory. It tests the effect of boundary spanning activities on contractual fairness and their impact on performance and innovation as two different outcomes. Findings indicate that boundary spanning activities positively affect contractual fairness, innovation, and performance, while contractual fairness partly mediates the relationship with performance.

Organizational Justice and Employee Retention: A Theoretical Framework for Malaysian and Indonesian Higher Learning Institutions

Employee retention has emerged as a pressing concern within knowledge-based organizations due to the non-substitutability of individual abilities and their substantial influence on organizational achievements. Therefore, the retention of proficient staff is a crucial strategic approach, particularly for Malaysian and Indonesian Higher Learning Institutions (HLIs). Thus, this study seeks to understand the antecedents that could influence HLIs’ workforce retention. To achieve the objective, a content analysis approach is used to discover potential antecedents of fairness that affect HLIs’ workforce retention. The Organizational Justice Theory is then employed as the theoretical foundation to examine and synthesize the antecedents. Three antecedents are addressed during the examination and discussion: distributive justice, procedural justice, and interactional justice. Through this, three organizational justice propositions are offered, and the framework developed in this conceptual study highlights the retention practices and instigators. This study's conceptual nature provides preliminary insights into the employees’ retention experience in the Malaysian and Indonesian HLI context. This study contributes to the body of knowledge by illuminating the antecedents that promote employee retention, resulting in a practical framework that can be used by the HLIs to formulate strategies and policies to reduce the financial and business risk due to the high employee attrition rate. Subsequently, achieving the United Nations Sustainable Development Goals of good health and well-being (Goal 3) and quality education (Goal 4).

Privacy concern and its consequences: A meta-analysis

Concern about information privacy (“privacy concern”) and its consequences has been a frequent topic of research that spans privacy theories (e.g., privacy calculus theory) and non-privacy theories (e.g., organizational justice theory) alike. In empirical research, drawing from various theories and research designs, studies have produced widely divergent findings yet to be fully explained. Such conflicting results can misinform researchers, organizations, and policymakers about privacy concerns and what type of privacy policies and regulations should be enacted. To provide meaningful and conclusive implications, a meta-analysis of 181 independent studies (N = 99,092) was conducted to consolidate the current literature on privacy concern. The meta-analysis revealed that privacy concern exhibited significant relationships with selected consequences (e.g., trust, disclosure intentions, protection behavior). Even so, moderator analyses demonstrated that theoretical (e.g., culture) and methodological (e.g., measurement instrument) factors influence certain privacy concern relationships. Supplementary analyses revealed that the “privacy paradox” phenomenon is generalizable in that privacy concern exhibited a larger impact on behavioral intentions than on actual behavior. The theoretical and practical implications of the research findings are discussed and future research topics proposed.

The Relationship of Occupational Safety Management Practices with Employee Performance: The Mediating Role of Organisational Justice

Purpose: The high accident rate in the oil and gas business makes it risky. Workplace safety practices reduce accidents and boost employee performance (EP). Previous studies examined workplaces in developed countries' industrial, educational, and small and medium enterprises. Organizational justice (OJ) should also have been addressed in identifying its direct and mediating role in workplace safety management practices and EP. This study examines how OJ and occupational safety management practices (OSMP) related EP. Theoretical framework: The theoretical framework is based on social exchange theory and OJ theory, this study proposes that OJ (OJ) mediates the relationship between OSMP and EP in the Iraqi oil and gas sector. Design/Methodology/Approach: The methodology of this study is quantitative. A purposive sampling was deployed to collect 409 responses from employees working in Oil and Gas industry in Iraq. Smart Partial Least Square (Smart PLS) version 4 was used for data analysis. Findings: The findings showed that OSMP and OJ positively related EP. Safety investment, management commitment, and safety rewards positively related EP. OJ partially mediated the relationship between OSMP and EP. Research, practical and social Implication: The practical implications for Iraqi oil and gas companies, findings of this study can improve EP by increasing OSMP. Management should encourage and reward safety behavior and increase the level of OJ. Originality/Value: This study is original because it address the issue of occupational safety in a highly risk industry such as oil and gas in developing countries.

The association of organizational justice views and turnover intent among correctional staff

ABSTRACT Fairness is a core concept in U.S. society, including in the workplace. Organizational justice theory holds that workers expect to be treated in a fair and just manner and that higher levels of organizational justice usually result in lower levels of withdrawal work behaviors, such as absenteeism and turnover intent, while lower levels of organizational justice perceptions are associated with higher engagement in withdrawal behaviors. The current study examined the relationship between organizational justice views, specifically distributive and procedural justice, and turnover intent, while controlling for the personal characteristics of age, gender, position, tenure, educational level, and marital status and the work variables of job stress and job involvement. Using the responses from 322 employees from a state prison located in the Southern region of the United States, procedural justice was observed to have a significant negative association with turnover intent, but distributive justice had a nonsignificant relationship. Job stress was associated with a significantly higher level of turnover intent, while job involvement was significantly associated with lower turnover intent. Among the personal characteristics, only age had a significant association, with older workers expressing lower turnover intent.

The influence of perceived organizational exploitation on frontline hospitality employees’ workplace deviance: an organizational justice perspective

PurposeDrawing on organizational justice theory, this study aims to investigate how perceived organizational exploitation induces frontline hospitality employees’ organizational and interpersonal deviance. Specifically, this study explored the mediating effect of distributive and procedural justice, as well as the moderating effect of justice sensitivity.Design/methodology/approachThe focal research analyzed multiphase survey data from 267 frontline service employees with structural equation modeling.FindingsThe results revealed that perceived organizational exploitation induced frontline hospitality employees’ organizational and interpersonal deviance through their perceptions of distributive and procedural justice. Moreover, employees’ justice sensitivity amplified perceived organizational exploitation’s harmful impact on justice perceptions and its conditional influence on organizational and interpersonal deviance.Practical implicationsOrganizations should take actions to reduce the occurrence of exploitation to prevent employees’ workplace deviance behaviors. Moreover, organizations can foster employees’ justice perceptions and take care of employees with strong justice sensitivity to reduce the destructive behaviors triggered by organizational exploitation.Originality/valueBy investigating frontline employees’ workplace deviant behaviors, this research identifies new outcomes of exploitation by hospitality organizations. Moreover, the research contributes by offering a justice-based perspective to understand the effects of perceived organizational exploitation. Furthermore, this research helps identify a new boundary condition of being exploited by organizations.

The direct and indirect effect of organizational justice on employee intention to comply with information security policy: The case of Ethiopian banks

Organizations today are greatly challenged by information security threats, which is often due to employee non-compliance with the information security policies (ISPs). By drawing on the organizational justice and citizenship behavior theories, this study develops a theoretical model that examines how each dimension of organizational justice such as perceived distributive justice, perceived procedural justice, perceived informational justice, and perceived interpersonal justice and citizenship behavior affect employees’ ISP compliance intention. We empirically tested the proposed theoretical model with 276 survey responses collected from IS users in governmental and private banks in Ethiopia. Employees’ perceived fairness of security policy compliance outcome, procedures used to design and implement security policies, adequacy of information regarding security policies and interpersonal treatment employees received during ISPs enforcement are found to directly influence employee ISP compliance intention. The study results also suggest that security related citizenship behavior partially mediates the effects of procedural justice, informational justice, and interpersonal justice on ISP compliance intention. This study contributes to the behavioral information security literature by showing the significance of perceived organizational justice and citizenship behavior on employee ISP compliance behaviors. Our results are also helpful for organizations seeking to improve their employees ISP compliance behavior.

The real-time and carry-over effects of injustice on performance and service quality in a ridesharing driver scenario.

The online version contains supplementary material available at 10.1007/s12144-022-04215-3.

The role of organizational justice and social interaction in mitigating the negative effects of high-performance member retailers on strategic integration

Drawing on resource-based view, social exchange theory, and organizational justice theory, this study tests the link between high-performance member retailers (HPMRs) and strategic integration to retail buying groups, and the mediation and moderation of social integration and organizational justice, respectively. Using structural equation modeling, we analyze data from 241 independent retailers participating in retail buying groups in Japan. Results reveal that although HPMRs are negatively associated with strategic integration, they also increase strategic integration via enhanced social interaction with other member retailers. Additionally, organizational justice by buying group headquarters weakens the negative link between HPMRs and strategic integration. The study newly shows how member retailers’ past performance characteristics, the role of buying group headquarters, and member retailers’ interactions affect strategic integration to retail buying groups. The findings contribute to resource-based view, social exchange theory, and organizational justice theory by examining how retail buying groups can encourage HPMRs’ strategic integration using social interaction and organizational justice as boundary conditions. Practical and theoretical implications are described.

The Effects of Justice Views on Turnover Intent, Sick-Leave Views, and Sick-Leave Use Among Private Prison Staff

Private prison staff are a valuable resource, and they can be affected by various workplace variables. The effects of organizational justice on counterproductive staff behaviors in a sample of correctional staff at a private prison were examined using organizational-justice theory. Specifically, the association of distributive and procedural justice with turnover intent, sick-leave views, and absenteeism were tested while controlling for demographic characteristics (position, gender, age, tenure, and race/ethnicity). OLS regression models show that procedural justice was the strongest predictor and was negatively associated with all three measures of counterproductive behaviors; distributive justice was only predictive of turnover intent.