Linking distributive and procedural justice to employee engagement through social exchange: a field study in India

Exploring the Relationship Between Exclusive Talent Management, Perceived Organizational Justice and Employee Engagement: Bridging the Literature

“…In keeping with the extant literature, we maintain that perceptions of organizational justice are the link between exclusive TM and its effects on employee engagement (Biswas et al 2013;Cropanzano et al 2007;Gelens et al 2014;He et al 2014;Schminke et al 2014). Perceptions of organizational justice are the employee's subjective perception of their employee-organizational relationship (Greenberg 1990) and are directly related to the quality of this relationship (Masterson et al 2000;Purang 2011).…”

“…Therefore, we contend that employees' perceptions of their respective organization's exclusive TM practices, via the mediating role of distributive justice, will have an instrumental effect on their level of engagement. Using SET as a theoretical explanation, and building on previous works of academics such as Agarwal (2014), Biswas et al (2013), Cropanzano et al (2007), Gelens et al (2013), He et al (2014), Li (2012), Marescaux et al (2013), O'Connor and CrowleyHenry (2015) and Purang (2011), we contend that employees identified as 'talented', because of their higher perceptions of distributive justice, will show higher levels of engagement. However, employees not identified as 'talented', but who are concerned with being part of the corporate talent pool program, will show lower levels of engagement due to their lower perceptions of distributive justice.…”

“…Therefore, due to this moderating effect, we postulate that employees, who are treated with respect (interpersonal injustice), provided with appropriate information (informational justice), and transparent and fair procedures (procedural justice), before any TM decisions are made regarding who is included and excluded in the organizational talent pool, and who understand the whole process, will have a more positive reaction to announced TM outcomes (that is, the identities of those selected for the organization's HiPo talent pool), even if the outcome is not favorable to them (Biswas et al 2013;Gelens et al 2014;Ghosh et al 2014). Findings from other studies suggest that it is an organization's HRM procedures, and not the actual HRM content, that have a greater influence on employee reactions, which suggests that perceptions of procedural justice influence employee reactions to HRM programs (Cohen-Charash and Spector 2001;Katou 2013;Wan et al 2012).…”

“…The extant literature advances a link between employee engagement and organizational justice (Li 2012), with perceived organizational justice found to be an important element in employee engagement (He et al 2014). Equity theory and SET provide theoretical explanations for employee engagement in discretionary activities (as contended by Agarwal 2014, Biswas et al 2013, Ghosh et al 2014, He et al 2014, Li 2012, Saks 2006.…”

“…As stated above, the quality of the social exchanges between the individual and their organization can be directly affected by these perceptions of organizational justice. Therefore, employee/organizational outcomes, such as employee engagement, may also be negatively affected by perceptions of organizational justice (Biswas et al 2013;Frank et al 2004;Ghosh et al 2014;He et al 2014;Malik and Singh 2014).…”