Organizational Justice Across Cultures: A Systematic Review of Four Decades of Research and Some Directions for the Future

From organizational justice perceptions to turnover intentions: The mediating effects of burnout and job satisfaction

“…This finding indicates that the provision of adequate, timely, and convenient explanations of the decision-making process acts as a motivator for employees (Colquitt et al, 2013; Silva & Caetano, 2016), reinforcing job satisfaction and strengthening intentions to stay in the organization.…”

“…Previous studies (Campbell, Perry, Maertz, Allen, & Griffeth, 2013; Kim & Kao, 2014; Silva & Caetano, 2016; Suurd Ralph & Holmvall, 2016) have shown that justice perceptions promote higher organizational commitment, higher job satisfaction, and lower TI. This observation finds support in social exchange theory (Blau, 1964), which posits that if employees perceive benefits in their work exchanges, they are likely to continue to participate in them; if not, if there is little compensation or unfair organizational treatment, employees are likely to avoid future exchanges, and one form of avoidance involves resorting to withdrawal cognitions and/or behaviors (Flint et al, 2013).…”

“…With respect to procedural strategies, it would be wise to implement fair and equitable procedures for making distributions and compensations as well as developing programs that include job rotation and reduce role ambiguity and role conflict (Bryant & Allen, 2013; Ferreira et al, 2017). Moreover, employers should provide the necessary conditions for employees to meet their knowledge and work-family needs (e.g., positions that match their skills, fair appraisal policies, monitoring levels of work-family balance), and also create opportunities for greater employee participation in the decision-making process (Al Mamun & Hasan, 2017; Colquitt et al, 2013; Deery & Jago, 2015; Silva & Caetano, 2016). What is more, if the organizational culture of Argentine public and private organizations is considered (Omar & Urteaga, 2010), another effective strategy would be to implement more flexible human resource practices and clearer organizational goals in the public sector, and more employee-focused human resource practices and more democratic participation in the private sector.…”

“…It has been defined as a multidimensional construct composed of four distinct factors (Colquitt et al, 2013): distributive justice (perceived fairness related to outcomes and distributions), procedural justice (perceived fairness of procedures used to determine outcome distributions), interpersonal justice (quality of interpersonal treatment received when procedures are implemented), and informational justice (level of adequacy, honesty, and convenience of information conveyed about why procedures are used a certain way or how outcomes are determined). Organizational justice has captured the attention of experts due to its effects on a wide repertoire of employee attitudes, cognitions, and behaviors towards the organizations and their members (Colquitt et al, 2013; Silva & Caetano, 2016). …”

Customers’ Perceived Fairness; Fast Food Chain Restaurants in Indonesia

“…A study by Uludag (2014) on the infuence of fairness toward verbal and physical aggresion does not fully explain the measure of the dimension of fairness towards aggresion as a form of negative emotion. Moreover, the study by Silva and Caetano (2016) into organizational fairness across different cultures shows that differences in the perception of an organization's members toward organizational fairness is related to the culture where the organization belongs. They state that the consequences that arise from organizational unfairness are positive and negative emotions which are expressed by the employees both verbally and nonverbally.…”