2. LITERATURE REVIEW:

The influence of different dimensions of organizational justice (procedural, distributive, interactional) on organizational citizenship behavior, job satisfaction, organizational commitment, productivity and turnover intentions is a widely researched topic and hence explain the importance of organizational justice in an organization. (Cohen-Charash and Spector, 2001; Colquitt et al., 2001; Viswesvaran and Ones, 2002).

Procedural justice resulted in many positive consequences like job satisfaction, organizational commitment, trust in administration and organizational citizenship behavior (Skarlicki and Folger, 1997). Previous research showed that Organizational trust acted as mediating variable between organizational justice and several outcomes such as job satisfaction, turnover intention, organizational commitment and OCB. (Aryee et al, 2002). A research by Forret and Love (2008) to explore the relationship between perception of organizational justice and non-supervisory employees’ trust and morale showed that perceptions of coworkers were related with distributive, procedural and interactional justice and also had a relationship with trust and morale.

On the other hand injustice resulted in negative outcomes like stress. Among informative, distributive, procedural and interactional injustice, last two types were strongly related with stress while work-family conflict acted as mediator. When employees receive justice treatment in their organization, they are in better position to correctly manage their work and family and it resulted in low stress level. Uncertainty and lack of control are some factors of stress which are nicely handled by fair processes and actions in the organization. (Judge and Colquitt, 2004)

An instrumental model by Thibaut and Walker’s (1975) proposed that as long-term outcomes become more controllable and predictable due to procedural justice therefore it is highly valued. Lind and Van den Bos (2002) stated the key principle of the theory that “What appears to be happening is that people use fairness to manage their reactions to uncertainty, finding comfort in related or even unrelated fair experiences and finding additional distress in unfair experiences” (p. 216).

2.1 Organizational justice:

“The individual’s and the group’s perceptions of the fairness of treatment (including but not limited to allocations) received from organizations and their behavioral reactions to such perceptions” (James, 1993)

2.1.1 Procedural justice:

Folger & Cropanzano (1998, p.26) defined procedural justice as “fairness issues concerning the methods, mechanisms, and processes employed to determine outcomes”

Employees are not only interested in fair outcomes but also interested in fair process for the determination of their outcomes.

“Procedural justice means people’s perceptions of the fairness of the procedures used to determine the outcomes they receive.” (Beron, 2003)

2.1.2 Distributive justice:

Folger & Cropanzano (1998, p.21) distributive justice is “the individual’s perception on whether the gains they earned are distributed fairly. Individuals make judgments on the appropriateness of justice distribution by comparing their outcome to their previous outcomes or to the outcomes of the others”

“Distributive justice means the form of organizational justice that focuses on people’s beliefs that they have received fair amount of valued work-related outcomes. (e.g., pay, recognition)” (Beron, 2003).

A recent meta-analysis found that distributive justice is a crucial predictor of job satisfaction, organizational commitment, OCB and withdrawal behaviors.(Colquitt et al., 2001).

Cohen-Charash and Spector, (2001) found that there is significant association among distributive justice and OCB, trust in organization and manager, satisfaction with job, pay, management, counterproductive behaviors like negative emotions and conflicts.

2.1.3 Interactional justice:

“Interpersonal justice means people’s perceptions of the fairness of the manner in which they are treated by others (typically, authority figures). Informational justice means the people’s perceptions of the fairness of the information used as the basis for making a decision” (Beron, 2003).

According to Aydin & Kepenekci (20