Perspectives on organizational justice: Concept clarification, social context integration, time and links with morality

Abstract

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.

Affective commitment and job satisfaction among non-family employees: Investigating the roles of justice perceptions and psychological ownership

“…This, in turn, supports a more favorable relationship between the employee and the organization (cp. Colquitt et al, 2001;Fortin, 2008). With increased justice, a just family firm appears attractive to non-family employees.…”

“…Colquitt, 2001;Colquitt et al, 2001). A distribution is perceived to be just if it is consistent with chosen allocation norms (Fortin, 2008) such as the widely applied equity theory (e.g., Adams, 1965;Colquitt et al, 2001). Equity theory states that people are more concerned about the fairness of outcomes than about the absolute level of these outcomes.…”

Mentoring Function and Quality of Supervisor Auditor Relationship: Organizational Justice as A Mediation

“…Members of the organization feel satisfied when their results distributed equitably (Fortin, 2008;Tyler & Blader, 2003). Tjahjono (2007) describes three essential principles in assessing outcomes.…”

Percepção de Justiça nos Sistemas de Controle Gerencial Aumenta Comprometimento e Confiança dos Gestores?

“…Correia (2010) afirma que, de fato, é importante conhecer o que o homem comum pensa sobre a justiça, porque a investigação tem mostrado que as pessoas agem e reagem em função do que pensam que é justo. Um ato é apenas justo porque alguém percebe que ele assim o seja (Fortin, 2008).…”