ORGANIZATIONAL

JUSTICE
Organizational
Justice
Organizational justice
refers to employees'
perception from justice
and fair behaviors.
It studies that how to
behave with employees
so that they feel they
have been treated fairly.
Organizational Justice

 Organizational justice mainly concentrates on the workplace’s fairness which

influences numerous organizational and individual work-related factors like turnover
intentions, absenteeism, job satisfaction, organizational commitment, job
performance, trust, leadership and job satisfaction.
Evolution of Organizational Justice

 The idea of organizational justice stems from

Equity theory of motivation, which says that
judgments of equity and inequity are derived
from comparisons between one‘s self and
others based on inputs and outcomes.

 Inputs refer to what a person perceives to

contribute (e.g., knowledge and effort).
Inputs Outputs
 Outcomes are what an individual perceives
to get out of an exchange relationship (e.g.,
pay and recognition).
 Religon Fairness

Ethics Law

Organizational
Justice

ISSUES

Perception of fair play, equal opportunities for promotions, and personnel

selection procedure
 Distributive Justice

Types of Procedural
Justice

Organizational Interactional
Justice Justice

Temporal Justice
Distributive Justice

 Distributive justice is the workers’

perception in the fairness of outcomes
such as monetary rewards obtained by
the workers from the organization (e.g.
pay raises, promotions, and selection
for further studies/training) etc.

 Distributive justice is related specifically

to the results of decisions on

distribution.
Distributive Justice

Appropriateness of outcomes.
Equality: Need:
Equity:
providing each providing a
rewarding
employee benefit based
employees
roughly the on one’s
based on their personal
same
contributions. requirements.
compensation.
Procedural Justice

 Procedural justice is the perception of justice in the decision-making process. This

kind of justice is based on the perception that the reasons for the decisions taken
by the management are justified.

 Procedural justice is the perception of equity regarding rules and regulations

applied in the process of rewarding or punishing.
Interactional Justice:

 Interactional justice is considered as key

aspect in workplace settings because of
its relationship with unfair and fair
treatment

 “the interpersonal treatment employees

receive from decision makers and the
adequacy with which the formal
decision-making procedures are
explained”
Temporal Justice

 Temporal justice in an organization is

concerned with “the fair distribution
of time”.

 Organizations must distribute work

time evenly across employees
irrespective of them being single or
married, part time students or
working full time
 Employee
Participation

ANTECEDENTS OF
PERCEPTION OF Communication

ORGANIZATIONAL
JUSTICE
Justice Climate
EMPLOYEE PARTICIPATION

 It is the extent to which employees feel that

they are involved in decision-making or
other organizational procedures.

 The opportunity or ability to participate in

decision making improves an individual’s
perceptions of procedural justice, even
when the decision is unfavorable to the
individual
EMPLOYEE PARTICIPATION

 Higher levels of justice are

Higher
perceived when employees Employee
Participation
feel that they have input in
processes than when
employees do not perceive
that they have the opportunity Perception of
Lower
to participate
Organization
al Injustice
JUSTICE CLIMATE

 Perceptions of organizational justice can be influenced by others, such as

co-workers and team members.

 Team level perceptions of justice form what is called a ‘justice climate’ which
can impact individuals’ own views of justice

 Employees working within a team may share their perceptions with one
another which can lead to a shared interpretation of the fairness of events
JUSTICE CLIMATE

 Individuals can “learn” justice

evaluations from team members Greater Team
and these can lead to Level Justice
homogeneity of justice perceptions
within teams, creating a strong
justice climate. Thus, group-level
perceptions of justice can be Perception of
conceptualized as an antecedent Lower
to individuals’ justice perceptions.
Organizational
Injustice
 Trust

Performance

OUTCOMES OF Job satisfaction and

ORGANIZATIONAL
organizational commitment

JUSTICE AND Organizational citizenship

behavior

INJUSTICE Absenteeism and withdrawal

Emotional exhaustion
Trust

 The relationship between trust and organizational justice perceptions is based on

mutuality.

 Trust in the organization is built from the employee’s belief that current
organizational decisions are fair, future organizational decisions will be fair.

 The continuance of employee trust in the organization and the organization

continuing to meet the employee’s expectations of fairness creates the reciprocal
relationship between trust and organizational justice.

 A positive relationship between an employee and supervisor can lead to trust in

the organization.
Performance

 Equity theory of organizational justice suggest that when people perceive injustice
they seek to restore justice.

 One way that employees restore justice is by altering their level of job performance.

 Procedural justice affects performance as a result of its impact on employee

attitudes. Distributive justice affects performance when efficiency and productivity
are involved.

 Improving justice perceptions improves productivity and performance.

Job satisfaction and organizational
commitment

 Job satisfaction was found to be positively associated with overall perceptions of

organizational justice such that greater perceived injustice results in lower levels
of job satisfaction and greater perceptions of justice result in higher levels of job
satisfaction.

 Additionally, organizational commitment is related to perceptions of procedural

justice such that greater perceived injustice results in diminished commitment
while greater perceived justice results in increases commitment to the
organization.
Absenteeism and withdrawal

 Absenteeism, or non-attendance, is another outcome of perceived injustice.

 Failure to receive a promotion is an example of a situation in which feelings of

injustice may result in an employee being absent from work without reason.

 When people see both their commitment to the organization and the organization’s
commitment to them as high, absenteeism is diminished.

 Additionally, withdrawal, or leaving the organization, is a more extreme outcome

stemming from the same equity theory principles.

 Distributive justice perceptions are most strongly related to withdrawal

Ways To Promote Organizational
Justice

Keep an
―open
Conduct door policy
employee
Meet surveys
regularly
Offer and invite
workers a input
Follow voice
open and
Pay workers fair
what they procedures
deserve