Fairness at the collective level: A meta-analytic examination of the consequences and boundary conditions of organizational justice climate.

Abstract

This article uses meta-analytic methods (k = 38) to examine the relationship between organizational justice climate and unit-level effectiveness. Overall, our results suggest that the relationship between justice and effectiveness is significant (ρ = .40) when both constructs are construed at the collective level. Our results also indicate that distributive justice climate was most strongly linked with unit-level performance (e.g., productivity, customer satisfaction), whereas interactional justice was most strongly related to unit-level processes (e.g., organizational citizenship behavior, cohesion). We also show that a number of factors moderate this relationship, including justice climate strength, the level of referent in the justice measure, the hierarchical level of the unit, and how criteria are classified. We elaborate on these findings and attempt to provide a clearer direction for future research in this area.

The Impact of Organizational Justice on Employee Performance in Public Sector Organization of Pakistan

“…The results of the study were significantly in favor of this hypothesis, resultantly the hypothesis was accepted. These results were supported by early research results like Organizational justice has been seen to enhance individual and group level performance of employees in their organizations [20]. Secondly, does distributive justice has positive and significant impact on employee performance.…”

Organizational climate and culture: Reflections on the history of the constructs in the Journal of Applied Psychology.

“…Further, this latest era also produced studies examining predictors and outcomes of justice perception trajectories over time (Holtz and Harold, 2009;Hausknecht, Sturman, & Roberson, 2011;Yang & Diefendorff, 2009). Meta-analyses of individual level justice perceptions (Colquitt, et al 2013) and group level justice climate (Whitman, Caleo, Carpenter, Horner & Bernerth, 2012) supported this growth in research and the importance of justice climate for individual and group outcomes, again revealing the validity of a focused climate approach, this time for a process climate.…”

Mitigating the negative effect of perceived organizational politics on organizational citizenship behavior: Moderating roles of contextual and personal resources

“…The various established drivers of OCB include individual characteristics, such as personal values (Arthaud-Day, Rode, & Turnley, 2012), as well as contextual factors, such as perceptions of organizational justice (Whitman, Caleo, Carpenter, Horner, & Bernerth, 2012) and leadermember exchanges (Wayne & Green, 1993). Yet negative factors, such as excessive workload (Noblet, McWilliams, Teo, & Rodwell, 2006) or role stress (Eatough, Chang, Miloslavic, & Johnson, 2011), also may steer employees away from OCB.…”