Purpose-The purpose of this paper is to investigate the main and interaction effects of organizational justice components as they pertain to job performance and satisfaction in an Eastern region. Design/methodology/approach-Data were gathered utilizing a sample of 402 employee-manager dyads working for various institutions of higher education in the Kurdistan Region of Iraq. Hierarchical regression analyses and relative weight analysis were used to test the research hypotheses. Findings-The results indicated that perceived distributive, procedural, and interactional justice all contribute to employee job satisfaction and job performance, and that among the justice components, interactional justice was more strongly related to job satisfaction and job performance. The results also showed that interactional justice interacts with distributive justice to affect job performance. Research limitations/implications-Although data were gathered from two sources, all data were collected at a single point in time, which may raise a concern about common method variance. Practical implications-Managers who try to enhance employees' perceptions of organizational justice are advised to constantly develop and evaluate the way they treat their employees, especially in terms of social aspects such as dignity, support, and respect. Originality/value-This study is the first work in the Kurdistan Region or Iraq as a whole that investigates organizational justice as it pertains to work outcomes.