Role of Organizational Justice in Determination of Job Satisfaction: An Empirical Examination

Organizational justice is a key factor associated with the success of every organization. In order to keep employees satisfied, committed, and loyal to the organization, organization needs to be fair in its practice regarding distributive justice, procedural justice, and interactional justice. When employee feels that they are treated fairly by their organization, they are inclined to show more positive attitudes and behaviours. Issues like allocating monetary resources, hiring employees in organizations, policy making and etc. affect employee requires special attention from justice point of view (Colquitt, Greenberg, & Zapata-Phelan, 2005). Human Resource is considered as most powerful resource of an organization to make it productive and effective. Resources like monetary, natural etc. are dependent on human resources for their optimal utilization. Every employee seeks justice in their working environment in terms of fair distribution of outcomes, fair procedures used to determine outcomes, fair interaction with supervisors. When employees arc treated fairly by the organization, they reciprocate response to the organization in terms of positive attitude and behaviours.Organizational justice has been defined as the overall subjective perception of what is fair at workplace. Employee perceives their organization as just when they believe that the outcomes they received, the procedure used to allocate those outcomes and the way in which outcomes are received, are fair. It is a subjective phenomenon i.e. it resides in the perception of the person. Organizational justice is a multidimensional concept and it is often described as distributive, procedural and interactional justice (Bies & Moag, 1986; Cropanzano & Folger, 1991). Distributive justice refers to the perceived fairness of outcome that employee receives from their organization. It has originated from equity theory of motivation which reveals that employee compares their input to output ratio with those of relevant other (Adams, 1965). When the input/outcome ratio of employee is equal to those of comparison others, then justice is perceived but if it is unequal, injustice is perceived.The second dimension is procedural justice which refers to the perceived fairness of process or procedure used to determine outcomes (Byrne & Cropanzano, 2001 ). A procedure is perceived as fair if it meets some procedural criteria such as procedures should be applied consistently across people and across time (consistency), free from bias (lack of bias or suppression of bias), ensures that accurate information is collected and used in making decisions (accuracy), have some mechanism to correct flawed or inaccurate decisions, (correction), confirms to personal or prevailing standards of ethics or morality (Ethics), ensures that the opinions of various groups affected by the decision have been taken into account (representation of all concerned) (Leventhal, 1980). The third dimension of justice is interactional justice, which refers to the perceived fairness of the degree to which one is treated with dignity, concern and respect at the hand of authority figure during enactment of organizational processes (Bies & Moag, 1986; Greenberg, 1990; Skarlicki & Folger, 1997). Interpersonal treatment is perceived as fair when it has following behavioural characteristics such as adequate consideration of the employee's input, suppression of personal biases, consistent application of decision-making criteria, timely feedback and justification for the decision (Korsgaard, Roberson & Rymph, 1998; Greenberg, 1990; Organ, 1997; Colquitt et al., 2001 ; Bies & Moag, 1986). Job satisfaction is an attitudinal variable about how people feel about their jobs and different aspects of their jobs. It is one of the studied variables in organizational behaviour which refers to the extent to which people like (satisfaction) or dislike (dissatisfaction) their jobs (Spector, 1997). …