22 Facts About Organizational justice

Four components of organizational justice are distributive, procedural, interpersonal, and informational justice.

Organizational justice generally refers to perceptions of fairness in treatment of individuals internal to that organization while corporate social responsibility focuses on the fairness of treatment of entities external to the organization.

Distributive Organizational justice is conceptualized as the fairness associated with decision outcomes and distribution of resources.

Perceptions of distributive Organizational justice can be fostered when outcomes are perceived to be equally applied.

Procedural Organizational justice is defined as the fairness of the processes that lead to outcomes.

Procedural Organizational justice seems to be essential to maintaining institutional legitimacy.

Interactional Organizational justice refers to the treatment that an individual receives as decisions are made and can be promoted by providing explanations for decisions and delivering the news with sensitivity and respect.

Interpersonal Organizational justice refers to perceptions of respect and propriety in one's treatment while informational Organizational justice relates to the adequacy of the explanations given in terms of their timeliness, specificity, and truthfulness.

Interpersonal Organizational justice "reflects the degree to which people are treated with politeness, dignity, and respect by authorities and third parties involved in executing procedures or determining outcomes".

Informational Organizational justice "focuses on explanations provided to people that convey information about why procedures were used in a certain way or why outcomes were distributed in a certain fashion".

Three different models have been proposed to explain the structure of organizational justice perceptions including a two factor model, a three factor model, and a four factor model.

The precise role of affect in organizational justice perceptions depends on the form of affectivity being examined as well as the context and type of justice being measured.

One antecedent to perceptions of organizational justice is the extent to which employees feel that they are involved in decision-making or other organizational procedures.

Higher levels of Organizational justice are perceived when employees feel that they have input in processes than when employees do not perceive that they have the opportunity to participate.

Second antecedent to organizational justice perceptions is organizational communication with employees.

Perceptions of organizational justice can be influenced by others, such as co-workers and team members.

Commonly cited outcomes affected by organizational justice include trust, performance, job satisfaction, organizational commitment, organizational citizenship behaviors, counterproductive work behaviors, absenteeism, turnover, and emotional exhaustion.

Research has found that procedural justice is the strongest predictor of organizational trust.

Procedural Organizational justice affects performance as a result of its impact on employee attitudes.

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

Distributive, procedural, and interactional justice perceptions are able to capture state specific levels of emotional exhaustion which fade over time; however, overall organizational justice perceptions give the most stable picture of the relationship between justice perceptions and emotional exhaustion over time.

Managers who are sensitive to organizational justice issues are more likely to adopt cooperative conflict management methods in the face of conflicts with employees.