Organizational Justice in an Exchange Framework: Clarifying Organizational Justice Distinctions

Abstract

The authors used exchange theory to clarify distinctions between organizational justice types and considered the implications of recent conceptual developments regarding justice associated with interpersonal treatment (interactional justice) and the inclusion of justice associated with outcomes (distributive justice) for an exchange model of justice. Using two samples (401 part-time and 272 full-time employees), they found unique relationships of interactional justice and justice concerning informational adequacy with supervisor relationship quality, justice concerning procedures with organizational support, and distributive justice with pay satisfaction. Also, an updated measure of interactional justice appears to capture more of the interpersonal fairness domain than the current measure.

The role of perceived organizational justice in shaping the outcomes of talent management: A research agenda

“…Employees take the quality of their organizational relationships into account when assessing justice in such a way JUSTICE AND TALENT MANAGEMENT OUTCOMES 23 that it increases their perceptions of procedural, interpersonal, and informational justice (Masterson, Lewis, Goldman, & Taylor, 2000;Piccolo, Bardes, Mayer, & Judge, 2008;Roch & Shanock, 2006). Relationships can be divided into two different categories: between employee and organization, or perceived organizational support (POS), and between employee and supervisor, or leader-member exchange (LMX) (Settoon, Bennett, & Liden, 1996).…”

Perceptions of equity and justice and their implications on affective organizational commitment: a confirmatory study in a teaching and research institute

“…According to Simons and Roberson (2003), the perception of interactional justice can be understood as an element of procedural justice, which refers to policies, practices and procedures of the organization, whereas interactional justice refers to the way in which these factors are transmitted by the managers to the employees. The Social Exchange Theory, based on Blau (1964), has been used to understand the distinction between procedural and interactional justice (Masterson, Lewis, Goldman, & Taylor, 2000;Roch & Shanock, 2006 The perception of justice is related to aspects of assessment and judgment exercised in the organizational environment, which are present in the interaction between the individual and his job. Bakhshi et al (2009) found a significant correlation between organizational commitment and both procedural and distributive justice.…”

The Relationship between Perceived Organizational Justice and OCBs with Consider Moderating Role of Equity Sensitivity: Some Cultural Implications

“…First, above mentioned researches has not used the four dimensions justice types separately in their analysis (Colquitt, Greenberg, & Zapata-Phelan, 2005;Roch & Shanock, 2006;Young, 2010). Using perceived organizational justice as a global measure in an investigation may not provide comprehensive understanding of underlying mechanism on the relationship between these variables with outcome variables such as OCBs.…”