Perspectives on Organizational Justice: Concept clarification, social context integration, time and links with morality

Organizational justice is concerned with people's fairness perceptions in organizations and has been a popular field of study in the social sciences for at least 25 years. This paper reviews the core concepts, models and questions of organizational justice research. Four research areas that are particularly critical for the future of the field will be highlighted: concept clarification, social context integration, time and links with morality. These areas have received increased attention lately, but there are still relatively few empirical studies and theoretical frameworks that grapple with these issues. Concept clarification is vital for improved consistency of the field and for internal validity of studies. Situating organizational justice in social contexts and in time will be crucial to improve external validity and the usability of organizational justice findings in organizations. Understanding the links between morality and justice at an individual level, and at the organizational and societal levels is necessary if justice researchers want to live up to the promise of their field for society. For each of these four areas, recent developments will be reviewed and avenues for future research discussed

Organizational Justice and Employee Work Attitudes: The Federal Case

Organizational scientists have claimed that organizational justice is an essential requirement for effective organizational management. Perceived justice in the organization is predicted to influence employees’ attitudes toward their job and workplace significantly. This study explores how perceived organizational justice is related to employees’ work-related attitudes including job satisfaction, trust toward their supervisors and management, and intention to leave their agency. It also examines how gender differences affect these relationships. This study uses the 2005 Merit System Protection Board Survey to measure three types of organizational justice—distributive, procedural, and interpersonal—and tests the relationships using hierarchical regressions. The results indicate that higher levels of three types of organizational justice are positively related to job satisfaction and trust in supervisor and management, whereas they are negatively associated with turnover intentions of employees. Distributive justice is the one most strongly associated with job satisfaction, trust in management, and turnover intention of employees among three attributes of organizational justice. Women show higher levels of trust in management than men when they perceive procedural justice, whereas men show higher levels of trust than women when they perceive distributive and interpersonal justice