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Role of Organizational justice on employees performance

Introduction Organizational justice means how an employee judges the behavior of the organization and their resulting attitude and behavior that comes from this. Organizational justice is a key factor associated with the success of every organization. Substantial research has demonstrated the impact of organizational justice on employees (Colquitt, Conlon, Wesson, Porter, & g, !""#, roger and miles !"#$%& Recent studies show that both job security and perceptions of justice affect employees trust ('onner and Roloff !""() *tingl+am,er, Cremer and -erc.en !""() /izga+, 'ara+,od and 0+oeini !"##) O+ and Par. !"##) Pillai, 0o+les, 1lig+, Carsten and 1rodo2s.y !"##) Wong, Wong and go !"#!%& People are naturally attentive to the justice of events and situations in their everyday lives across a variety of conte!t (3a,i,nia, satpute, and 4ie,erman, !""5%&"wo researchers believe that organizational justice is individuals# perception from fair or unfair behavior of the organization with them ('olger and Cropanzano, #665%.Perception of unfair behavior of the organization to individual decreases mentality movement affects turnover and even in some causes opposition and encountering with the organization $ 0omlemyer & Par.er, !""7, $78%ustice is considered as a major concern in our daily life both in home or work related issues especially when decisions are made regarding limited resources. Organizational justice help in leading the Organizational development which has become a fre&uent and costly problem for organizations ('o9, *pector & -iles, !""#) 0ello2ay et al&, !"#") -ount, Ilies & :o+nson, !""(%&& 'mployees justice perceptions have been associated with the &uality of their workplace relationships and attitudinal responses such as job satisfaction organizational commitment and intention to &uit (1ras+ear, 1roo.s, & 1oles, !"";) *imons & Ro,erson, !""$%& (n order to keep employees satisfied committed and loyal to the organization the organization needs to be fair in its system regarding distributive justice procedural justice and interactional justice. Organizational justice tells that how the employees are treated at the workplace for justice.$for reviews see e.g. Cropanzano, 1yrne, 1o,ocel and Rupp !""#) <reen,erg and Colquitt !""7%& Organizational justice help in leading the Organizational development

which has become a fre&uent and costly problem for organizations ('o9, *pector & -iles, !""#) 0ello2ay et al&, !"#") -ount, Ilies & :o+nson, !""(%& . (ssues like allocating monetary resources hiring employees in organizations policy making and policy implications that affect decision maker and the people who are affected from such decisions re&uire special attention in respect of justice (Colquitt, <reen,erg, & =apata>P+elan, !""7 *. Studies argued that a dissatisfied customers willingness to complain is likely to be influenced by his+her organizational justice perceptions (?.iz, 'ari@arsadri, Arasli and 1a@i., !""7% Organizational justice can help e!plain why employees retaliate against ine&uitable outcomes or inappropriate processes and interactions (Alsalem and Al+aiani, !""8%& Organizational justice which represents employees observed fairness at the workplace governs their social e!change relationships (0as+yap, Ri,eiro, Asare and 1ras+ear !""8%& 'mployees# perception from fair behaviors in work has been leaded to identify three different elements of justice in the organization i.e. ,istributive justice procedural justice and interactional justice (Cropanzano, !""#%& Organizational behavior not only focuses to the individual employees but also focused that how groups are responded in the organization environments. (<reen,erg, !""7) *c+ermer+orn, Bunt & Os,orne,!""5%& -dditionally prior researchhas indicated that within the framework of social e!change theory $S'"* organizational justice would be directly associated with the &uality of social e!change between individuals and their organizations and also organizational agents such as immediate supervisors (1+atnagar and 1is2as !"#"%& Organizational behavior is also an academic discipline consisting of the study of impacts on not only employees as individuals but also how groups respond to and act in organizations and how organizations run and manage their environments (<reen,erg, !""7) *c+ermer+orn, Bunt & Os,orne, !""5%& (n terms of organizational justice performance evaluations can operate as outcomes in and of themselves $ Adams, #6(7) <reen,erg, #65(a, ,% or as steps through which decisions $e.g. pay raises* are made. -s outcomes evaluations can also be judged in terms of distributive justice $<reen,erg, #65(a, ,) -agner, :o+nson, & ?lfrin., #66;%& "he study aims to identify the relationship between organizational justice and employees vital work.related behavior i.e. job satisfaction. Organizational justice is important for e!plaining many organizational outcome variables (<reen,erg, #66"%& /hen

employees are treated fairly overall in the organization they feel need of reciprocal response to the organization in positive behaviors.

Significance
1ase PaperC (DOrganizational justice, commitment and performance in Developing countriesE% Written ,yC Abu-Bakr Suliman in Dubai, UAE in !"#$).

%uture &ap'(eed more researc):


(t is necessary to differentiate between measurements of justice and alternative justice forms to achieve regularity in such definitions will be a necessary step in understanding the various forms of justice related to human resource practices. "he important things here which arise to mind is0 /hat type of justice related individual differences moderate the relationships between individual evaluation of their work environment and their subse&uent attitude and behaviors1 "his is important because trust is essential to communicate and to interoperate vision and goals of an organization. "his study also pays attention on the fact that the employees who are procedurally and interpersonally treated employees are more motivated with less chances of job turnover.

*earning+

/e have come to learn from the given conclusion that both interactional ,istributive and procedural justices play a crucial role in improving the managers way of working and efficiency. "his tells that in order for manager to dictate his vision in front of the the audience and employees he needs to build an attitude and trust. "hrough this the fairly processes and operations at the organization can be perceived objectively. "he managers should try to attach greater attention which can encourage the employee and organizational commitment. "he managers also need to e!tract the organizational justice from worker point of view and not only rely on their own assessment and observation. So as far as the members of the association are concerned they can sustain an attitude of long.term perception. (n order to be successful they need to put an e!tra effort into practice to achieve the various goals of the specific work.place.

Conceptual model of researc+C Organizational justice and employees# performance have been regarded as independent and dependent variable respectively in this survey.

Organizational justice

'mployees performance

,istributive

Procedur al

(nteraction al

'fficiency

'ffectivenes s

!C 4iterature Re@ie2 One of the major indicators of the success of an organization is organizational justice) it is also an important part of an organization. 2asically there are four different types of organizational justice i.e. distributive interactional informational and procedural justice. 'mployees of an organization that acts fairly in its different day to day

operations policies and distribution systems are very content and happy and they perform better as compared to employees of other organizations that do not act fairly to their employees. "he better the organizational justice is the better employees will perform. "he management is responsible for the job satisfaction of employees) they have to take measures to improve job satisfaction and organizational commitment of the employees so to decrease employees turnover intension with the help of distributive and procedural justice $ ?lanain, !""6%& 'mployees perceptions relate to three dimensions of organizational justice0 distributive justice procedural justice and interactional justice. 2.1 Organizational Justice: Organizational justice means perceptions of people regarding justice on justice issues in the organization. Organizational justice is a key factor associated with the success of every organization. Substantial research has demonstrated the impact of organizational justice on employees (Colquitt, Conlon, Wesson, Porter, & g, !""#, roger and miles !"#!%& Organizational justice help in leading the Organizational development which has become a fre&uent and costly problem for organizations ('o9, *pector & -iles, !""#) 0ello2ay et al&, !"#") -ount, Ilies & :o+nson, !""(%&& 'mployees justice perceptions have been associated with the &uality of their workplace relationships and attitudinal responses such as job satisfaction organizational commitment and intention to &uit (1ras+ear, 1roo.s, & 1oles, !"";) *imons & Ro,erson, !""$%& Organizational justice tells that how the employees are treated at the workplace for justice. $for reviews see e.g. Cropanzano, 1yrne, 1o,ocel and Rupp !""#) <reen,erg and Colquitt !""7%& Organizational justice help in leading the Organizational development which has become a fre&uent and costly problem for organizations ('o9, *pector & -iles, !""#) 0ello2ay et al&, !"#") -ount, Ilies & :o+nson, !""(%& . (ssues like allocating monetary resources hiring employees in organizations policy making and policy implications that affect decision maker and the people who are affected from such decisions re&uire special attention in respect of justice (Colquitt, <reen,erg, & =apata>P+elan, !""7*. Studies argued that a dissatisfied customers willingness to complain is likely to be influenced by his+her organizational justice perceptions (?.iz, 'ari@arsadri, Arasli and 1a@i., !""7% Organizational justice can help e!plain why employees retaliate against ine&uitable outcomes or inappropriate processes and

interactions (Alsalem and Al+aiani, !""8%& 'mployees# perception from fair behaviors in work has been leaded to identify three different elements of justice in the organization i.e. ,istributive justice procedural justice and interactional justice (Cropanzano, !""#%& Organizational behavior not only focuses to the individual employees but also focused that how groups are responded in the organization environments. (<reen,erg, !""7) *c+ermer+orn, Bunt & Os,orne,!""5%& So from the above information the following hypothesizes are developed. B#0 there is a relationship between organizational justice and employees performance

!&#&# /istri,uti@e :ustice ,istributive justice refers to the perceived fairness of the outcomes that an individual receives from organization. ,istributive justice has been shown to be positively related to employee satisfaction (Colquitt, !""#) Pillai, Williams, & 3an, !""#% .Outcomes may be distributed on the basis of e&uality need or contribution and individuals determine the fairness of distribution through comparison with others (Alsalem and Al+aiani, !""8%. (t indicates that distribution of profits obtained from activities of the organization should be fair so that each person attains a fair desirable portion proportional to the amount of inputs cooperation and capabilities (Pourezat and <+olipour, !""6%. ,istributive justice is stemmed from -dams# e&uality theory) it deals with the perceived justice from conse&uences and is regarded as a potential factor with important applications in organizational grounds (Co+en and C+aras+, !""#, !85>$!#%& ,istributive justice has been shown to be positively related to employee satisfaction (Colquitt, !""#) Pillai, Williams, & 3an, !"#!% employee instrumentality (Colquitt, !""#%, organizational commitment $Pillai et al&, !""#) *c+2arz2ald, !7( A& 0& <ood,oy et al& 0oslo2s.y, & *+alit, #66!% and managerial trust $Bu,,ell &

C+ory>Assad, !""7)Pillai et al&, !""#%& distributive justice suggests that satisfaction is a function of outcome Study shown that positive perceptions of distributive justice are related to high performance and job satisfaction and lowturnover and absenteeism (Am,rose & Cropanzano, !""$) Colquitt et al&, !""#) /eConinc. & *til2ell, !"";) :ones & *.arlic.i, !""$%& 3owever with the finding that the procedures used to determine outcomes can be more influential than the outcomes itself the emphasis has gradually shifted from distributive to procedural justice. So from the above information the following hypothesizes are developed. B!C "here is a relationship between distributive justice and employees# performance

!&#&! Procedural :ustice Procedural justice refers to participants# perceptions about the fairness of the rules and procedures that regulate a process $ a,atc+i, et al&, !""8%& Procedural justice means perceived justice of a process that is used to determine distribution of rewards (Ro,ins, !""#, p #8"%& "he company would also benefit from training the relevant staff in procedural justice models of management (Colquitt, !"#!) oe & Colquitt, !""!) *.arlic.i & 4at+am, #""8%& Procedural justice is an individuals perception of the fairness of the process components of the social system that regulate the distribution of resources. Procedural justice has been shown to be positively associated with organizational commitment ('olger & 0ono@s.y, #656%, supervisory trust ('olger & 0ono@s.y, !""6) Bu,,ell & C+ory> Assad, !""7%, organizational trust (Bu,,ell & C+ory>Assad, !""7%, satisfaction with raises $'olger & 0ono@s.y, #656% and employees willingness to adhere to organizational decisions $ Price, 4a@elle, Benley, Cocc+iara, & 1uc+anan, !""(%& -ccordingly fairness of managerial policies and practices especially 3R practices form the informational source of employees perceptions of procedural justice $ 0u@aas !""5* which shapes their cognizance of the various organizational

group or individual outcomes$1roc.ner !""!) 1o2en and Osrtoff !"";*& Procedural justice predicts various employee attitudinal and behavioural outcomes including task performance rule compliance cooperation and deference to authority $Colquitt !""#) Colquitt, <reen,erg and *cott !""7%& /hen employees view decision.making procedures to be accurate consistent unbiased and correctable they perceive organizational systems as following processes that meet justice criteria (Colquitt, *cott, :udge and *+a2 !""(%& "o our knowledge only -eyer and *mit+ (!"""% and Pare 3rem,lay (!""8% have evaluated the in4uence of 3R5 practices on procedural justice. PareF and 3rem,lay (!""8* in a study of 678 information systems specialists found that perception of procedural justice was signi9cantly associated with fair rewards practices skills development non.monetary rewards and information sharing. -oorman and 1yrne (!""7% argued that organizationalidentification may be an important alternative mechanism through which procedural justice perceptions affect Organizational :itizenship 2ehavior. /u.eric+, <olden, and *+ortell (!""!%, @an /ic., <rojean, C+rist, and Wiese.e (!""(%, and Ol..onen and 4ipponen (!""(% provided some initial empirical supports for that argument. Procedural justice refers to perceived procedure and tools used to handle complaints and amount of time taken to deal with a complaint $/a@ido2, !""$,) -a9+am and etemeyer,!""!%& Research suggests that people react favorably to fair procedures suggesting that if employees believe that their complaints will be handled fairly they are more likely to report and to be satisfied with the reporting process (see Colquitt, !""5) Colquitt, <reen,erg & =apata> P+elan, !""7) Buo, !""!) :ones & *.arlic.i, !""$) 4e@ent+al, #65") 4ind & 3yler, #655) 3yler, !""") 3yler & 1lader, !""", !""$, !""6%& So from the above information the following hypothesizes are developed. B$0 "here is a relationship between procedural justice and employees# performance

!&#&$ Interactional :ustice (nteractional justice refers to &uality of inter.individual behaviors to which a person is e!posed before and after decision.making (Pool, !""8%& (nteractional justice is the ;;perceived fairness of the interpersonal treatment people receive from authority figures $<reen,erg, !""(, p& 76%& (nteractional justice is divided into two parts. "he first part is called as interpersonal justice and the second part is informational justice. (nterpersonal justice is defined as the way in which a person is treated by his supervisors subordinates etc.(nformational justice show cases the transparency in the procedures adopted to achieve certain decision or outcome&<reen,erg (!"";* proposes that interactional justice will buffer the stress reactions that occur as a result of otherwise unfair treatment. Perceptions of interactional injustice have been associated with both interpersonal and organizational workplace deviance $Aquino, <alperin, & 1ennett, !""; *.interactional refers to interapersonal communications during a complaint handling and recovery process $/a@ido2,!""$,%& (n general interactional justice reflects concerns about the fairness of the non.procedurally dictated aspects of interaction) however research has identified two sub categories of interactional justice0 informational justice and interpersonal justice ('olger and Cropanzano, !"#!%& "hese two subcategories of informational and interpersonal justice overlap considerably) however research suggests that they should be considered separately as each has differential effects on justice perceptions (Colquitt, !""#) Colquitt et al&, !""#%& "he e!planation for interactional justice in the workplace is grounded in social e!change theory and norm of reciprocity (Cropanzano & -itc+ell, !""7%

(nteractional justice includes various actions displaying social sensitivity such as when supervisors treat employees with respect and dignity. -i.ula et al& (#66"% reported that a considerable proportion of perceived injustices did not concern distributional or procedural issues in the narrow sense but instead referred to the manner in which people were treated interpersonally during interactions and encounters. (nteractional justice is comprised of two components0 interpersonal justice and informational justice. (nterpersonal justice refers to the degree to which individuals perceive themselves to be treated with politeness dignity and respect by the superior or third party that e!ecutes a procedure or determines an outcome whereas informational justice refers to the perceived ade&uacy of the information and the e!planation provided to individuals regarding the procedure or outcome (Colquitt, Conlon, Wesson, Porter, & g, !""#*. (nteractional justice is related positively to employee performance supervisor.director citizenship behaviors and job satisfaction (-asterson, 4e2is, <oldman, & 3aylor, !"""%& (n addition individuals whose superiors communicate feedback in an interpersonally fair versus unfair manner have been shown to be less likely to engage in obstructionism and indirect aggression toward the superior (C+ory & Bu,,ell, in press%& Regarding informational fairness justifying a negative outcome with information has been shown to enhance the acceptance and perceived fairness of the outcome thus maintaining employee satisfaction and commitment (Cropanzano & <reen,erg, #668%& So from the developed. above information the following hypothesies justice are and

B;0 "here is a relationship employees# performance

between

(nteractional

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