Assignment Cover Sheet

Student Name: Student Number:

School of Law and Business
CharlesDarwinUniversity
Casuarina NT 0909

Phone: (08) 8946 6830
Kazi Naimul Bari s268649
Unit Name: Unit Code:
Organizational Behaviour PRBM022
Lecturers Name:
Dr. Susan Bandias
Assessment Title Organisational justice is an important workplace
concept. Discuss how organizational justice aspects such as
distributive, procedural and interactional justice can impact on job
satisfaction of employees and their organizational citizenship
behaviour.
Semester:

2
Year:

2014
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Organizational justice and employee job satisfaction are the key elements for any
organizational success. Besides, organizational citizenship behaviour can also influence the
outcomes of an organization especially in service sectors. The study about organizational
justice started from early 1990s to find out how individual feels about the approach that they
need to do to perform a task (Whisenant & Smucker, 2009). Moreover, organizational justice
has three dimensions: 1) distributive justices refers to the equal and fair treatment to
employees 2) procedural justice deals with the actions used to determine the outcomes and 3)
interactional justice refers to the fairness of interpersonal behaviour with employee within an
organization ( Khosropour & Shahmandi, 2013). It is important for an organization to apply
distributive, procedural and interactional justice fairly within the organizational system so
that they can get the benefits of better employee performance .On the other hand, Job
satisfaction refers to peoples positive reaction for a particular job. According to Robbin
(2001), employee job satisfaction is essential for an organization where managers believe that
organization needs to provide those jobs that are challenging and rewarding for employees.
Although, there are other factors that may influence employee job satisfaction and their
organizational citizenship behaviour (OCB), organizational justice has strong influence on
job satisfaction and employee OCB.
Among three dimensions of organizational justice, distributive justice has more positive
correlation with job satisfaction. According to Robbins (2001), distributive justice is the
fairness of the outcomes which has a strong link with employees values that higher
performance lead to better rewards. A total number of 208 hotel employees and their
managers perceptions in North Cyprus was investigated with various work-related variables
such as turnover intention, job satisfaction, tenure, age, education level and organizational
citizenship behaviour illustrated that distributive justice has strong impact on all of the study
variables (0.023 change in R2 F(1,202) = 7.865, p < 0.006) (Nadiri & Tanora, 2009). This
means that when distributive justice is high perceived by employees, turnover intentions will
decrease and their job satisfaction will also increase. Furthermore, the study of organizational
justice and employee job satisfaction using correlation coefficient and regression analysis
among teachers in Bandar Abbas middle school showed that there are positive correlation
among distributive justice and four dimensions of job satisfaction like supervision (r=741,
P<001), co-worker (r=327, P<001), pay (r=523, r=001) and promotion (r=523, P<001)
(Zainalipour, Finib & Mirkamali, 2010). In other words, employees compare their inputs such
as effort or time given for a particular job with the outcomes like pay or status. In addition,
the outcomes of distributive justice based on equality influence the employees performance
which individuals determine through comparison with others. Therefore, it is important for an
organization to understand and appreciate those factors that can influence employees attitude
towards organization.
Procedural justice is also an important issue for employee job satisfaction. If there are any
difference between how decision should be made & how they are actually made perceived by
employee, it causes employee job dissatisfaction (Nadiri& Tanora, 2009). Zainalipour, Finib
& Mirkamali, (2010), results showed that procedural justice demonstrated significant
correlations with all dimension of job satisfaction, namely supervision (r=741, P<001), co-
worker (r=253, P<001), pay(r=346, r<001), Promotion (r=402, P<001), nature of job (r=255,
P<001) and job satisfaction (r=652, P<001). This means that job satisfaction will be high
when procedural justice is perceived to be high. In addition, the practice of unfair procedure
perceived by employee makes them more angry and irritated. However, if the perception of
employees regarding organizational processes and procedures is fair, employees will become
more satisfied. They will also be more willing to accept the decision and make a positive
mind set about the organization (Al-Zubi, 2010). It is also found that managers show more
commitment to support decisions in many sections due to procedural justice within an
organization. As a result, managers behave more than the regulation which makes easier for
them to specify the rewards and carry out the decisions more effectively (Taheri & Soltani,
2013). Moreover, the issues related to procedural such as impartiality of the procedure,
behaviour towards employees and the reliability of the decision making process are crucial
for improving the perception of procedural justice (Al-Zubi, 2010). Furthermore, employees
job satisfaction can be improved if employee can influence the outcomes of their salary
increasing, promotion and working conditions through participating in decisions making
(Nadiri &Tanora, 2009). Thus, organizations policy makers need to focus more on
implementing justice in every aspect of organizational factors such as allocating resources,
hiring people as well as policy making.
Interactional justice deals with the interpersonal behaviour received by individuals from
supervisor during the performance of organizational roles which ultimately have a direct
impact on employee job satisfaction. While employees are unequally treated within an
organization, it reflects on their performance. The survey among 314 teachers from 55 grade
school showed that teachers job satisfaction level is very high in term of interpersonal justice
(p=0,736 t=0,337) (Dundar & Tabancali, 2012). It means that if employees are treated fairly
for their work, they tend to become more committed toward organization. As a result, the
productivity of employee and their retention rates are increased (Salehi, Aslani, Moradi,
Moradi, Makii, & Karimi, 2014). Furthermore, there are two dimensions of interactional
justice: interpersonal and informational justice. When managers consider the dignity,
politeness and respect to treat employees or making decisions called interpersonal justice. On
the other hand, informational justice refers to the adequate explanations of specificity,
timeliness and truthfulness for making any decisions (Usmani & Jamal, 2013). In addition, if
manager shows more fairness regarding employees rights and duties as well as their needs,
employees will form a positive attitude to their job and it may lead to their job satisfaction
(Taheri & Soltani, 2013). Besides, employee does not concern too much regarding a
considerable proportion of distributive or procedural injustice issue but they are very
sensitive about the way organization treated individuals during interactions and encounters.
Thus, the fairness of interaction between employee and organizational authority is vital to
resolve conflicts within an organization.
Organizational citizenship behaviour is not a formal behaviour of employee required by
organization rather it is a personal and voluntary behaviour of individuals. But this helps to
increase the effectiveness and efficiency of the organizations performance. When there is
high fairness treatment system within an organization perceived by employee, they tend to
show more positive organizational citizenship behaviour (OCB). According to Nadiri &
Tanora (2009), results showed that distributive and procedural justice are significantly related
to employees organizational citizenship behaviour (r = 0.513 and r = 0.376 respectively, both
p < 0.001). It means that the fairness of outcomes and the procedure used to accomplish the
outcomes have directly affected the employees OCB. Furthermore, it is suggested by
researcher that the effects of interpersonal and informational justice are far more important
than those of distributive justice and procedural justice. According to Bies (2005), the daily
encounters between supervisor or manager and subordinates involve with distributive and
procedural justice regardless of any decision made about resource allocation whereas
interpersonal and informational justice are directly related to the context of resource
exchanges that occur infrequently. The results of F.Y. Cheung (2013), research conducted on
159 supervisor and subordinate dyads from three engineering firms showed that there was
positive relationship between interpersonal justice and OCB (r=0.30, p<0.01). It was also
found that Informational justice was positively related to OCB (r=0.32, p<0.01). It suggests
that the effects of interpersonal and informational justice on OCB is important because
leaders need to follow the rules of organizational justice before implementing those rules to
motivate the employees to perform better OCB. It is also useful for the survival of an
organization (Van Dynes, Cummings, & Parks, 1995).
Overall it can be said that the three dimension of organizational justice have an impact on
both employee job satisfaction and their OCB. Distributive justice influences job satisfaction
and OCB through ensuring fair outcome of a function. On the other hand, procedural justice
views jobs satisfaction as fairness of the process to accomplish an outcome. In addition,
interactional justice is also vital for improving employee performance and their OCB through
implementing fair and proper interaction system within organization. Therefore, it can be said
that ensuring fair or impartial organizational justice influences the employee organizational
behaviour and their jobs satisfaction.

Reference:
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Bies, R.J. (2005). Are procedural and interactional justice conceptually distinct?, in
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