Linking Distributive and Procedural Justice to Employee Engagement Through Social Exchange: A Field Study in India

Research linking justice perceptions to employee outcomes has referred to social exchange as its central theoretical premise. We tested a conceptual model linking distributive and procedural justice to employee engagement through social exchange mediators, namely, perceived organizational support and psychological contract, among 238 managers and executives from manufacturing and service sector firms in India. Findings suggest that perceived organizational support mediated the relationship between distributive justice and employee engagement, and both perceived organizational support and psychological contract mediated the relationship between procedural justice and employee engagement. Theoretical and practical implications with respect to organizational functions are discussed

The benefits of justice for temporary workers

This study tested a multidimensional model of organizational justice in the context of contingent employment. Based on previous conceptual and empirical research, the authors generated the following predictions. First, they predicted that the data would be consistent with a four-factor model of organizational justice, including distributive, procedural, interpersonal, and informational justice. Second, distributive justice was expected to predict outcome satisfaction. Third, procedural justice was expected to predict commitment to the temporary organization, though the authors anticipated that this relationship would be mediated by perceived organizational support. Finally, informational and interpersonal justice were thought to predict commitment to one's staffing agent, but this effect was expected to be mediated by trust. These predictions were tested on a sample of 162 employees of a temporary staffing agency. Findings generally supported the predictions, though there were also some unexpected results