Asia Pacific Management Review 27 (2022) 10e17

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Asia Pacific Management Review

journal homepage: www.elsevier.com/locate/apmrv

Unpacking perceived organizational justice-organizational cynicism relationship:

Moderating role of psychological capital
Sajjad Hussain a, *, Khurram Shahzad b
a
Foundation University, Islamabad, Pakistan
b
Riphah International University, Islamabad, Pakistan

a r t i c l e i n f o a b s t r a c t

Article history: Using a time-lagged design with a diverse sample of 225 employees from an under-researched country,
Received 12 October 2020 the study examined the main effects of perceived organizational justice (OJ) on organizational cynicism
Received in revised form (OC). Using conservation of resource (COR) theory, this study also unpacked combined effects of psy-
6 February 2021
chological capital (PC) and perceived organizational justice on OC. Linear regression analyses revealed
Accepted 29 March 2021
Available online 24 May 2021
that distributive justice (DJ) was negatively related to OC, procedural justice (PJ) has a negative but
insignificant relationship with OC, and interactional justice (IJ) was negatively related to OC. Combined
effects of perceived DJ and PC significantly moderated OC. Interactive effects of perceived IJ and PC on OC
Keywords:
Distributive justice
were also significant. However, combined effects of perceived PJ and PC on OC were statistically
Procedural justice insignificant.
Interactional justice © 2021 The Authors. Published by Elsevier B.V. on behalf of College of Management, National Cheng Kung
Psychological capital University. This is an open access article under the CC BY-NC-ND license (http://creativecommons.org/
Organizational cynicism licenses/by-nc-nd/4.0/).

1. Introduction outcomes in social entities. However, researchers have received little

Human beings experience exchanges in everyday life. In an or-
ganization, these exchanges occur between workers and the
administrative authorities. Employees contribute in the form of
explicit and tacit knowledge, competencies, and abilities to meet
organizational goals. In return, the organization provides pay, job
security, and respect. To ensure just and fair exchange relationships,
both workers and organizational management need to maintain a
balance by considering each other's apprehensions (Cooper &
Scandura, 2015). Perceived organizational justice (OJ) produces
positive attitudinal and behavioral results (Khan et al., 2015). The
employees behave negatively when they feel the organization fails
to deliver on promises or unfairly treats its workforce (Cohen &
Diamant, 2019; van Dijke & De Cremer, 2016).
OJ researchers have previously linked perceived OJ to different
positive and negative attitudes in organizational settings (Colquitt et
al., 2001; Khan et al., 2015; Soenen et al., 2019). The conservation of
resource (COR) theory focuses on stress-related antecedents and
* Corresponding author.
E-mail addresses: sajjad.hussain@fui.edu.pk (S. Hussain), Khurram.shahzad@
riphah.edu.pk (K. Shahzad).
Peer review under responsibility of College of Management, National Cheng
Kung University.
attention from researchers who studied perceived OJ using COR
theory until now. Only a few studies have focused on organizational
cynicism (OC) as related to injustice (Chiaburu et al., 2013; Kwantes &
Bond, 2019) because cynicism research itself is relatively new in
organizational justice literature (Biswas & Kapil, 2017; Tsai &
Harrison, 2019). Exploring the relationship between perceived OJ
and OC is valuable as OC covers condescension, derision, suspicion,
and workforce hostility towards management and its policies (Dean
et al., 1998). Research on OC has received serious consideration, but
it is mostly unrecognized in perceived OJ literature, especially in
developing countries. Notably, research on perceived OJ and its rela-
tionship with OC is still inconclusive (Chiaburu et al., 2013) and re-
quires further efforts to figure out the possible effects of perceived OJ
on cynicism with possible moderators causing inconclusiveness.
Pakistani workforce is by and mostly unaware of their fundamental
rights. Justice perceptions are relevant for the Pakistani workforce
because most Pakistani organizations work without human resource
functions. Even if they have, they are just running it on old personnel
like function for hiring and firing or keeping absenteeism records. It is
necessary to explore the untouched research area on perceived OJ and
OC in Pakistan (Bakari et al., 2018). This study extends the validity of
perceived OJ theory and its relationships with OC.
Workers differ in equity perceptions such that less sensitive
workers are less cynical, and more sensitive workers are more

https://doi.org/10.1016/j.apmrv.2021.03.005
1029-3132/© 2021 The Authors. Published by Elsevier B.V. on behalf of College of Management, National Cheng Kung University. This is an open access article under the CC
BY-NC-ND license (http://creativecommons.org/licenses/by-nc-nd/4.0/).
S. Hussain and K. Shahzad
inclined towards cynicism. Researchers have advised taking these
individual differences into account (Chiaburu et al., 2013; Khattak
et al., 2019). Some employees avoid emotional and aggressive
response to perceived inequity and show resilience against distress
and anxiety because of increased levels of PC, which helps them
combat stress and negative emotions (Abbas et al., 2014; Coutu,
2002; Goel & Verma, 2020; Thude et al., 2019). Unlike Western
contexts, PC is relevant in a country where ongoing terrorist ac-
tivities for the last 15 years have had little effect in reducing hope,
efficacy, and resilience. The effects of stress from terrorism are
rooted in every aspect of Pakistan's social fabric, including organi-
zations. Therefore, the authors have a prior expectation that the PC
of employees working in Pakistani organizations plays a buffering
role against adverse reactions due to perceived inequity (Abbas
et al., 2014). PC varies from individual to individual and can play
a vital role in individual outcomes due to different levels of hope,
self-efficacy, resilience, and optimism. Chiaburu and others
(Chiaburu et al., 2013, p. 11) called for further exploration of such
boundary conditions. They stated, “Persons who are less sensitive to
equity may respond to a lack of Organizational justice less strongly,
resulting in a weaker relationship between justice and cynicism.” COR
theory explains that workers face resource depletion when exposed
to stressors causing anxiety and depression (Naseer et al., 2018).
Therefore, with the depletion of resources, workers may lose con-
trol and show aggression. This study focused on the probably
omitted combined effects of PC and perceived PJ on OC and opens
new research horizons on OC.
2. Literature review
2.1. Organizational justice and conservation of resources (COR)
theory
According to COR theory, individuals make an effort to observe,
conserve, and utilize psychological resources like energies and
personal characteristics (Halbesleben et al., 2014). Individuals face
resource loss due to stressful contexts. The theory suggests that
resource loss is more critical than resource gain (Hobfoll, 1989). The
intensity of resource loss increases in individuals who are already
prone to stressful environments simultaneously. These individuals
strive hard to retain and conserve these resources (Wilk &
Moynihan, 2005). Researchers considered injustice faced by em-
ployees as a possible stressor. Stressors like injustice decrease these
resources ultimately; injustice reduces individuals' capacity to
show resilience against stress. Lack of resources causes individuals
stress, and they exhibit some defensive strategies. This helps in-
dividuals avoiding further resource loss (Halbesleben et al., 2014).
People intend to minimize the psychological inequity perceived by
them and react against it.
2.2. Organizational justice and organizational cynicism
Cynicism is relatively nascent to perceived OJ literature
(Wanous et al., 2000). OC's initial work described it as a negative
affective attitudinal response and a relatively enduring feeling of
distrust, discontent, and frustration in someone's personality on
organizational actions. (James, 2005). Cynicism relates to scorn,
disgust, aggression, and suspicion about Organizational policies
(Andersson & Bateman, 1997). Dean et al. (1998, p. 345) defined
cynicism as “a negative attitude towards one's organization
comprising three dimensions: (1) a belief that the organization
lacks integrity; (2) negative affect toward the organization; and (3)
tendencies to disparaging and critical behaviors toward the orga-
nization consistent with these beliefs and affect (Aqueveque &
Encina, 2010; Dean et al., 1998).
11
Asia Pacific Management Review 27 (2022) 10e17
Perceived OJ includes fairness perceptions about the distribu-
tion of rewards, decision-making procedures, and interpersonal
conduct in the organizational workforce's mind and heart. Injustice
acts as situational job stressors triggering reactive emotional and
aggressive responses (Jex & Beehr, 1991; Spector, 1998). According
to COR theory, resource loss causes individuals to exhibit defensive
strategies to conserve resources (Hobfoll, 1989). These reactions
can include leaving the field and counterproductive attitudes
(Adams, 1963). Barnard and Turnbull (2006) found that integrity
relates to ethics and inside drive produced due to the workforce's
cognitive and affective evaluations based on interactions with the
organization. Uprightness, trustworthiness, and impartiality are
essential parts of organizational integrity to overcome cynicism
(Albrecht, 2002; Dean et al., 1998). Researchers have found that
inequity as a stressor leads to a lack of honesty and fidelity. In-
dicators are self-rated poor health, Sickness absence (Elovainio et
al., 2002), depression (Spell & Arnold, 2007), psychological
distress (Inoue et al., 2010), emotional exhaustion, employee's
turnover intentions (Cole et al., 2010), negative affectivity (Zellars
et al., 2002), psychological strain (Francis & Barling, 2005), and
workplace aggression (Hershcovis et al., 2007).
2.3. Distributive justice and organizational cynicism
Fair distribution of resources and rewards generates the
perception of perceived DJ (Tyler, 1994). Individuals tend to analyze
and compare the rewards distribution with co-workers and what
they had already received previously (Folger & Martin, 1986).
Fairness in reward distribution motivates employees to have
goodwill and a financial incentive (Corder & Ronnie, 2018).
Injustice perceptions about the distribution of rewards trigger
psychological stress. According to COR theory, the unjust distribu-
tion of rewards acts as a stressor (Hobfoll, 1989). Distributive
injustice causes resource loss in individuals working in an organi-
zation (Halbesleben & Buckley, 2004). Continuous depletion of
resources causes affective aggression and negative sentiments
(Skarlicki & Folger, 1997). COR theory suggests individuals try to
combat distributive injustice to conserve resources. So, they react
against the organizational policies, lack of integrity, and consis-
tency, which are core components of OC. Perceived discrimination
due to comparatively very high compensation to an organization's
executives creates cynical intentions (Reichers et al., 1997). Injus-
tice in reward distribution and punishments (pay deductions, fines)
are professed as injustice. It produces negative affective feelings of
shame, reduced identification, and disassociation with organiza-
tional actions, policies, and infrastructure (Andersson & Bateman,
1997; James, 2005). O'Donohue and Nelson (2014) said the
perceived discrimination in input and output ratios produces
alienation feelings. Therefore, we argue that distributive injustice
as a possible stressor motivates the employee to behave cynically.
This may help them to conserve their resources and to avoid further
resource loss. Therefore, we propose that
Hypothesis 1. Perceived DJ is negatively related to OC.
2.4. Procedural justice and organizational cynicism
Procedural justice is focused on the fairness of the processes
having aspects of ethicality, consistency, precision, and indiscrim-
ination (Greenberg, 1987; Leventhal, 1980). Inconsistent stated and
implied Organizational policies increase cynicism. Organizational
processes that lack fairness augment adverse reactions (Bashir et
al., 2011). Role-related procedures that create a sense of psycho-
logical distance from supervisor and information blockage produce
job stress, frustration, and unease of mind. Lack of these
S. Hussain and K. Shahzad
components works as a stressor and may lead to hostile tendencies
and initiation to violence by negatively affecting individuals
(Berkowitz, 1999; Parker & DeCotiis, 1983). COR theory leads us to
argue that perceived PJ causes unease and work as a stressor.
Perceived PJ as a stressor causes resource loss triggering defensive
actions (Hobfoll, 1989). Fairness violations in award distribution,
award system, and job-related interactions negatively affect OC
(Chiaburu et al., 2013). FitzGerald (2002) revealed the study find-
ings and confirmed that DJ, PJ, and perceived IJ have a negative
relationship with OC. Each injustice in dimension predicted a
strong correlation with OC. Cole et al. (2010) found perceived
procedural discrimination as a predictor of burnout, emotional
exhaustion, and depersonalization. Naus et al. (2007) related per-
ceptions of devious or unmerited interactions, an absence of
courtesy, fraudulence or duplicity to cynicism. Therefore, we pro-
pose that
Hypothesis 2. Perceived PJ is negatively related to OC.
2.5. Interactional justice and organizational cynicism
According to Bies and Moag (1986), interactional justice is
another dimension of organizational justice that focuses on em-
ployees' perceptions of the interpersonal behavior exhibited during
the representation of decisions and procedures. Perceived injustice
due to unfulfilled promises and unfair treatments may act as a
workplace stressor. Injustice in interactions causes cynical re-
actions due to the psychological strength to face negative contexts.
This includes information hiding, lack of information exchange,
perceived disrespect, workplace estrangement, and unheard
grievances or lack of representativeness in decision-making
(Cordes & Dougherty, 1993). This is consistent with COR theory's
notion (Hobfoll, 1989); employees' resilient efforts to conserve their
resources may come as OC (Cordes & Dougherty, 1993). Interac-
tional injustice makes employees feel inconsistencies and an
increased sense of organizational disintegration leading to distrust
and cynicism. Interactional injustice produces psychological ineq-
uity with acts as a source to produce OC (Wanous et al., 2000).
Cynics criticize the organizational policies and produce affective,
emotional responses due to distrust and believe that it lacks
integrity. They feel hatred, rage, and shame when they think about
their organization and exhibit anguish, disgust, and aggression
against interpersonal and informational injustice (Erkutlu & Chafra,
2019). Cynics believe there are secret motives for actions (Dean
et al., 1998). Cynics always suspect interpersonal interactions and
feel hidden motives behind any interaction (Dean et al., 1998).
Therefore, we propose that
Hypothesis 3. Perceived IJ is negatively related to OC.
2.6. The moderating role of psychological capital
PC comprises four positive resources of efficacy, hope, optimism,
and resilience (Avey et al., 2010; Dawkins et al., 2013). Luthans et al.
(2004) Stated, “The four positive psychological capacities of confi-
dence, hope, optimism, and resilience are measurable, open to
development, and can be managed for more effective work per-
formance.” Luthans et al. (2007) defined PC as “an individual's
positive psychological state of development that is characterized by
(1) having confidence (self-efficacy) to take on and put in the effort
to succeed at challenging tasks; (2) making a positive expectation
(optimism) about succeeding now and; (3) persevering toward
goals and, when necessary, redirecting paths to goals (hope) to
succeed; and (4) when beset by problems and adversity, sustaining
and bouncing back and even beyond (resilience) to attain success”
(Luthans et al., 2007, p. 3). COR theory provides a unique
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Asia Pacific Management Review 27 (2022) 10e17
mechanism to explain stress based resource loss and suggest that
people have psychological resources and they exhibit resilience to
avoid stress based resource loss. Organizational workforce may use
these resources to combat with cynical affective responses to
injustice perceptions as job stressors (Avey et al., 2010; Hobfoll,
1989). COR framework provides prospects for buffering psycho-
logical resources' role to explain the apparent inconsistencies in the
perceived OJ and OC relationship (Chiaburu et al., 2013; Hobfoll,
2012).
Smollan (2006) suggested individual, contextual and organiza-
tional circumstances to buffers to negative cognitive, affective, and
behavioral consequences of perceived discrimination. Avey and
others explained PC as individual, subjective, and self-referent,
which may differ for different individuals (Avey et al., 2010). Dif-
ferences in PC can moderate the relationships between job
stressors like the perception of politics and negative responses
(Abbas et al., 2014). Grau et al. (2000) witnessed the moderating
role of self-efficacy as positive psychological to neutralize
emotional exhaustion and organizational cynicism. They empha-
sized investigating the same relationship with higher sample size.
The same may be evident in perceived injustice as a stressor and
emotional cynicism relationship. Therefore, building psychological
resource caravans can neutralize the cynical affective responses to
perceived discrimination (Halbesleben et al., 2014; Lings et al.,
2009).
COR emphasized the importance of psychological resources
because stressors cause speedy depletion of resources against
gradual increase over the period. Differences in resource reservoirs
in different workers lead to a different level of perceived discrim-
ination and different emotional and affective responses. We can
argue that PC moderates harmful responses to perceived discrim-
ination via the utilization of psychological resource caravans.
Hence, we propose PC as the moderator to diminish dangerous
affective repercussions destructive to felt prejudice. Therefore, we
hypothesize that
Hypothesis 4. PC moderates the negative effect of perceived DJ on
OC such that the effect will be weaker when PC is high.
Hypothesis 5. PC moderates the negative effect of perceived PJ
and OC such that the effect will be weaker when PC is high.
Hypothesis 6. PC moderates the negative effect of perceived IJ
and OC such that the effect will be weaker when PC is high.
3. Methodology
3.1. Sample and data collection procedures
Due to the greater risk of unjust treatment, we collected data
from lower and middle-level public and private sector employees
from Pakistan's five major cities. We collected through the personal
and professional contacts of the first author. To avoid common
method variance (Podsakoff et al., 2003), we collected data in two
phases through self-administered questionnaires in the Urdu lan-
guage. Due to low English comprehension in Pakistan, we trans-
lated questionnaires into the Urdu language using the forward-back
translation technique with two different language experts. We
maintained confidentiality and anonymity of respondents' re-
sponses throughout the data collection and analysis process. To
clarify the current scientific investigation's aim and to assure the
responses' anonymity, we attached a cover letter in all phases of the
response collection through a questionnaire. Respondents filled a
self-reported version of questionnaires related to justice types and
PC in time 1. We collected questionnaires containing OC items after
a gap of 2 weeks (Karatepe & Olugbade, 2016). This approach is
S. Hussain and K. Shahzad Asia Pacific Management Review 27 (2022) 10e17

recommended to reduce the effect of common method variance
and social desirability bias (Podsakoff et al., 2003). Each respondent
also provided demographic information about their age, gender,
salary, education, and tenure. Demographics of respondents were
used to match questionnaires of time 1 with time 2. We distributed
400 Questionnaires through a convenient sampling technique and
after matching questionnaires in the two waves. We got only 225
questionnaires back from these employees. Therefore response rate
was only 56%.
The demographics showed that 80.4% of respondents were
male. Seven percent of total respondents were above 40 years old,
15.6% were between 31 and 40 years old, 73% of total respondents
were between 21 and 30 years old, and only 4.4% of total re-
spondents were below 20 years old. The sample revealed signifi-
cant diversity across salaries (in Pakistani rupees). Responses
included 16% of the sample with salaries less than 10,000 rupees,
42.7% of the sample with salaries less than 20 000 rupees, 37.3% of
the sample with salaries less than 50 000 rupees, 4% of the sample
with salaries over 50,000. About 13.8% of respondents had a post-
graduate degree, 26.2% were graduates, 42.2% have intermediate
level education, and only 17.8% had completed their matriculation.
About 12.4% had less than one year of experience, 46.7% had less
than five years of experience, 20.4% had less than ten years of
experience, and 20.4% had over ten years of experience.
3.2. Measures
We measured all constructs using self-reported questionnaires,
maintaining a gap of two weeks to avoid common method bias. We
collected responses using a Likert scale (five-point) with anchor 1
shows strongly disagree, 2 shows agree, 3 means neither agree nor
disagree, 4 depicts agree, and 5 is equal to strongly agree.
3.2.1. Justice types
Perceived OJ was measured using 18 items standardized ques-
tionnaire by Moorman (1991), containing DJ's five items earlier
developed by Price and Mueller (1986, pp. 122e127). Perceived PJ
comprised of 7 items and perceived IJ scale comprised of 6 items.
Sample items include “Fairly rewarded for a number of efforts you
put forth,” “Procedures are designed to provide opportunities to
appeal or challenge the decisions,” and “Your supervisor showed
concerns for your rights as an employee.” The results of confir-
matory factor analyses for a three-factor model revealed good fit
(NFI¼.88; CFI¼.91, IFE ¼ .91, c2 ¼ 437.48, df ¼ 122). Cronbach's
alpha reliability of DJ, procedural, and perceived IJ was 0.81, 0.94,
and 0.89, respectively.
3.2.2. Psychological capital
We used a scale by Luthans et al. (2007) comprising twenty-four
self-rated items to measure the PC as a latent construct. A second-
order CFA to see if PC loaded onto a single latent factor revealed a
good fit for a latent single-factor model (c2 ¼ 392.745, df ¼ 226;
CFI ¼ .93, GFI ¼.87, IFI ¼ .93). Sample items consist, “We feel
confident helping to set targets/goals in my work area,” “We usually
take stressful things at work in stride.” and “We approach this job
as if “every cloud has a silver lining.” Scale revealed an excellent
Cronbach's alpha reliability (a ¼ 0.93).
3.3. Confirmatory factor analysis
We tested different factor structures using confirmatory factor
analyses. Results for confirmatory factor analysis of single factor by
combining all five factors show weak model fit [IFI ¼ 393;
CFI ¼ 389, c2 ¼ 5294, df ¼ 1080]. The three-factor structure
combining three-justice dimensions into latent construct shows
weak fit indices [CFI ¼ 560, IFI¼.563; c2 ¼ 4111.81, df ¼ 1077].
Results of hypothesised five-factor confirmatory factor analysis
showed good fit for measurement model [CFI ¼ 905, IFI¼.91;
c2 ¼ 1670.7, df ¼ 1015].
3.4. Control variables
Because demographics significantly affect OC (Chiaburu et al.,
2013), we tested A one-way ANOVA comparing OC across age,
gender, education, tenure, and salary. Results revealed insignificant
results across age (F ¼ 0.815, p ¼ .487), gender (F ¼ 0.541, p¼.463),
tenure (F ¼ 0.606, p¼.612), and salary (F ¼ 2.253, p¼.083). However,
there were significant differences in OC (F ¼ 2.91, p¼.035) across
the educational level. Therefore, we treated the education of re-
spondents as a control variable.
4. Results
4.1. Organizational justice, psychological capital, and
organizational cynicism
Descriptive statistics and correlations are presented in Table 1
below: -
We tested the main effects for Hypothesis 1, 2, and 3 using
multiple linear regression analyses. We entered education in the
first step as control, followed by the independent variables. Table 2
reveals the results of the main effects of distributive, procedural,
and perceived IJ on OC. perceived DJ negatively relates to OC (b¼-
0.060, p < .1), perceived PJ was negatively but insignificantly related
to OC (b ¼ -0.037, p>.1) and perceived IJ negatively relates to OC
(b ¼ e.132, p<.001). These results support Hypothesis 1 and
Hypothesis 3, but Hypothesis 2 is rejected. (See Table 3)
4.2. The moderating role of psychological capital
We tested moderating effect of PC using the latest process macro
tool in SPSS.21. This tool mean-center the data for the product and
generate data for plotting slopes using conditioning data
through þ/-1 from mean. Results for regression analysis using
process macro for moderating influence of PC on perceived DJ and
OC show that PC moderated the OC (b ¼ -.1245, DR2 ¼ .0171,
p < .05). Hence, Hypothesis 4 is supported.
Regression analysis using process macro for moderating influ-
ence of PC on perceived PJ and OC revealed that PC did not mod-
erate the OC as results were insignificant (b¼.0035, DR2 ¼ .00,
Table 1
Means, standard deviations, correlations, and reliabilities.
M S.D 1 2 3 4 5

3.2.3. Organizational cynicism 1. DJ 3.44 .96 (0.81)

2. PJ 3.03 1.19 0.399** (0.94)
We measured OC (dependent variable) using six items adapted
3. IJ 3.14 1.12 0.513** 0.086 (ns) (0.89)
scale by Kanter and Mirvis (1989) with a 2-week time lag showing 4. OC 2.77 .88 0.378* 0.250** 0.349** (0.81)
satisfactory Chronbach Alpha Reliability (a ¼ 0.81). Sample items 5. PC 3.52 .71 .472** 0.415** 0.256** 0.531** (0.93)
include “We have become less interested in my work since we Note. **Correlation is significant at the 0.01 level (2-tailed).
started this job” and “We have become more cynical about whether * Correlation is significant at the 0.05 level (2-tailed).
my work contributes anything.” Reliabilities are reported in parentheses, M ¼ Mean, S.D ¼ Standard Deviation.

13
S. Hussain and K. Shahzad Asia Pacific Management Review 27 (2022) 10e17

Table 2
Linear regression results for main effects.

В R2 DR2
Step 1 0.009 0.009
Constant 3.013**
Education 0.088
Step 2 0.349** 0.340**
Constant 4.561**
Education 0.107
DJ 0.060∧
PJ 0.037
IJ 0.132**
PC 0.529**
∧
Note. *p < .05, **p < .01, p < .1, Sample Size ¼ 225.
Fig. 1. Conceptual model.

p > .05). Hence, Hypothesis 5 is not accepted.

Regression analysis results using process macro to check
moderating influence of PC on perceived IJ and OC showed that PC
moderated the OC (b ¼ -.117, DR2 ¼ .0171, p < .05). Therefore,
Hypothesis 6 is supported.
5. Discussion
The prime objective of the current study was to investigate the
relationship between perceived OJ and OC. Second, the study
figured out the moderating role of PC to reduce cynical affective
reactions due to injustice. Although there is almost a consensus
that perceived OJ's perception negatively affects adverse attitudinal
and behavioral outcomes, its relationship with OC is unclear and
vague. This study unpacked that perceived OJ and OC have a
negative relationship, and PC can play a significant buffering role in
combating OC. (See Figs. 1-4)
The negative relationship between perceived DJ and OC revealed
after regression analysis witnessed employees’ lack of trust in
fairness in reward distribution consistent with findings of
Andersson and Bateman (1997). Results highlight the critical
importance of fairness in reward distribution practices to avoid
negative affective responses. Confirmation of the negative rela-
tionship between perceived PJ and OC using regression analysis is
consistent with Zellars and others who confirmed the adverse af-
fective outcomes due to perceived discrimination in decision-
making procedures (Zellars et al., 2002). This finding clearly
warns that failure ensure fairness in decision-making practices and
resolving anomalies can result in cynical and aggressive employee
responses. This can further hinder the implementation of changing
related organizational initiatives.
Furthermore, the negative relationship revealed between
perceived IJ and OC is aligned with FitzGerald (2002). This stressed
that fair treatment from supervisors, co-workers, and organization
matter a great deal such that it can reduce negative affective re-
sponses in routine interactions. Lack of due reverence and a sense
of discrimination in interactions could create a lack of support to
supervisor and management to accomplish organizational goals
and hinder the smooth run of routine affairs (Rehman et al., 2020).
Comparing zero-order correlations of this study with the pre-
vious meta-analysis of Chiaburu et al. (2013) on OC confirms that
this study's results are consistent. Regarding distributive and
perceived IJ correlations are similar as Chiaburu and others found
(Chiaburu et al., 2013). Although correlations between perceived PJ
and OC were almost half the size regarding Chiaburu et al. (2013),
this may be due to this study's sampling characteristics. A signifi-
cant part of the data contains responses from public sector orga-
nizations where procedurals are similar for all the employees. This
supports the notion that theories developed and tested in Western
contexts must be tested in non-Western contexts like Pakistan for
generalizability and validity (Abbas et al., 2014; Rockstuhl et al.,
2012).
Consistent with COR theory (Hobfoll, 2001), confirmation of PC’
smoderating role o Confirmation of the PC and perceived PJ inter-
action provided support to the COR theory notion. It has also given
more insights into coping resources' role to improve mental and
psychological distress developed after perceived procedural
discrimination (Noh & Kaspar, 2003; Wei et al., 2008). Second,

Table 3
Moderated Regression analysis results using process macro.

Coeff Se T P LLCI ULCI

DJ x PC Constant 2.8223 0.0504 56.05 0.0000 2.7230 2.9215

PC -.5944 0.0783 7.5893 0.0000 -.7487 -.4400
DJ -.1214 0.0580 2.0907 0.0377 -.2358 -.0070
DJ*PC -.1245 0.0529 2.3554 0.0194 -.2287 -.0203
DR2 increase due to interaction DR2 ¼ 0.0171; F ¼ 5.5479; P < .05

PJ x PC Constant 2.781 0.052 53.5164 0.000 2.6786 2.8834

PC -.6095 0.0781 7.8013 0.000 -.7635 -.4555
PJ -.0261 0.0452 -.5775 .5642 -.1151 .0629
PJ*PC 0.0035 0.0514 0.0681 0.9458 -.0978 .1048
DR2 increase due to interaction DR2 ¼ 0.0000; F ¼ 0.0046; P < .9458

IJ x PC Constant 2.8067 .0475 59.0755 0.0000 2.7130 2.9003

PC -.6125 .0701 8.7427 0.0000 -.7505 -.4744
IJ -.1535 .0431 3.5604 0.005 -.2385 -.0685
IJ*PC -.117 .0487 2.4037 0.0171 -.2129 -.0211
DR2 increase due to interaction DR2 ¼ .0171; F ¼ 5.78; P < .0171

Note. *p < .05, **p < .01, ***p < .001, Sample Size ¼ 225, Bootstrapped Samples ¼ 10,000, CI ¼ 95%.
Results obtained using mean and þ/- 1 from mean values for quantitative moderators.

14
S. Hussain and K. Shahzad
Fig. 2. Combined effects of Distributive Justice and Psychological Capital.
Note. Graphs are based on results obtained using mean and þ/- 1 from mean values for
quantitative moderators.
Fig. 3. Combined effects of Procedural Justice and Psychological Capital.
Note. Graphs are based on results obtained using mean and þ/- 1 from mean values for
quantitative moderators.
Fig. 4. Combined effects of Interactional Justice and Psychological Capital.Note. Graphs
are based on results obtained using mean and þ/- 1 from mean values for quantitative
moderators.
combined effects of PC and perceived IJ are significant, which
supported the argumentation that positive psychological resources
can neutralize the employees' negative affective responses and help
individuals fight with negative mindset (Avey et al., 2009, 2010;
VanYperen, 1998). Therefore, it is recommended that organizations
invest in employees’ psychological resources as they are open to
experience and enhanced (Luthans & Youssef, 2007).
Results related to PC suggest that hope, efficacy, confidence, and
resilience acts as a buffering agent against negative affective and
emotional consequences of perceived OJ on OC. This is consistent
with the COR theory of Hobfoll (1989). COR theory suggests that
psychological resources act as threat neutralizers against stress-
15
Asia Pacific Management Review 27 (2022) 10e17
oriented circumstances. Results are also consistent with the
notion that psychological resources should be investigated collec-
tively and PC as a latent construct (Luthans & Youssef, 2007). Effi-
cacy, hope, confidence, and resilience act together and help
employees combat stressful circumstances (Hobfoll, 2012).
Confirmation of the findings regarding the buffering role of PC
opens new avenues of the research. Findings recommend conser-
vation of the resources theory as a suitable framework regarding
PC's positive role against injustice stressors. It is noteworthy that PC
is strongly related to OC. The intensity of this relationship is far
more robust than the independent variables of the study. This
suggests future researchers should treat PC as an independent
variable against all sources of stressors. Findings suggest PC can
alone reduce the adverse affective outcomes of all types of the
stressor. Future researchers should also consider conservation of
resources as a more valid, practical, and generalizability framework
for explaining remedies of negative criteria.
5.1. Implications for practice
The high standard deviation and the moderate mean value of OC
lead to negative thinking about the Pakistani organizations' integ-
rity. This urges the managers to find multiple ways to reduce the
intensity of OC. The study findings signal that managers can use PC
as a tool to minimize employees' cynical reactions. The mean value
of the PC of employees working in Pakistani organizations is
satisfactory. However, managers should find different ways to build
these states, like resources. This will help these employees to
absorb stress relating to different injustices faces by supervisors,
co-workers, or higher authorities. This is important because a
realistic picture regarding perceived OJ is just satisfactory. The
average value of all three dimensions is less than 4. This shows that
employees working in these organizations are unhappy with their
organizations regarding fair treatment. Therefore, the study's
findings suggest managers should make efforts to improve em-
ployees' belief in OJ. Organizations can diminish or reduce em-
ployee's aggression and build faith in integrity by enhancing DJ
perceptions, perceived PJ, and IJ. Combined effects of perceived OJ
perceptions and high PC can significantly reduce employee's
cynical reactions. Reinforcement of perceived OJ perceptions can
enhance employees' PC. Therefore, perceived OJ can also be an
excellent supplement to increase PC.
5.2. Limitations and future directions
Just like every social sciences research, this study has several
limitations. For example, a small sample size due to Pakistani in-
dustrial sector's least research orientation may limit our findings'
generalizability. Second, although we collected data with a time lag
of 3 weeks, still, same source data collection may lead to common
method bias. However, this may retain the same source bias. Third,
we did not account for non-response bias, which may further
investigate the reasons and effects of non-respondents on study
results (Rasmussen & Thimm, 2009). Future researchers may
revalidate and extend OC research using large sample size and
supervisory rated OC measures. Future researchers can extend the
applications of COR theory beyond stress by examining its role in
reducing OC.
PC is investigated as a holistic construct. However, it has four
dimensions. The research would make an even more significant
contribution to both theory and practice by delving into these a bit
more deeply - rather than treating these as a single construct
(which may be methodologically sound), it would be of interest to
see if different perceptions of justice interact differently with
different forms of PC - so does hope matter more than efficacy?
S. Hussain and K. Shahzad
Some of these PC elements are within the control of organizations,
so a more fine-grained approach using the data authors may be
interested in theory and practice.
Funding
This is a non funded research.
Ethical approval
1. This article does not contain any studies with animals per-
formed by any of the authors
2. All procedures performed in studies involving human partici-
pants were in accordance with the ethical standards of the
institutional and/or national research committee and with the
1964 Helsinki declaration and its later amendments or compa-
rable ethical standards.
Declaration of competing interest
Authors have no conflict of interest.
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SAJJAD HUSSAIN: SAJJAD HUSSAIN is an Assistant Professor at Foundation University,
Islamabad, Pakistan. He is also HEC approved supervisor and an ex-HEC Scholar. His
research interests include HRM and Organizational Behavior.
Khurram Shahzad: Prof. Dr. Khurram Shahzad is an experienced researcher. He is full
professor, Dean, of the management sciences department in Riphah International
University, Islamabad, Pakistan. His research interests include Human Resource Man-
agement, Strategic Management, and Organizational Behavior.