Introduction Organizational justice is all about the way in which individuals or employees of any given establishment judge situations or actions. This theory could be used to solve cases relating to promotions, pay, and supervisor-junior employee relations among other activities in the firm. Regardless of the situation where this theory is applied, it is important to try and strike a balance between successfully applying the organizational justice theory, meeting the organization’s set objectives, and passing the right information to a targeted audience. Literature Review Organizational justice can be described as the manner with which employees may perceive behavior, actions, and decision in their organizations, and the way this perception influences their general attitude and behavior at work (Greenberg, 1987). Simply put, it is the way employees perceive fairness as portrayed in the various employment relationships they encounter (Colquitt, Conlon, Wesson, Porter, & Ng, 2001). Many researchers believe that it is difficult to effectively handle the concept of organizational justice without touching on the equity theory. According to Adams (1963), organizational theory has strong roots in the equity theory. Equity theory states that a person’s judgment of equity or inequity in any situation depends on the comparison between what this person has given (input) and what he or she is getting (output). In management research, terms such as fairness and justice are usually used interchangeably, because of the many debates by researchers on the many forms of justice that employ the concept of fairness perceptions. Although there are researchers that believe that there are only two types of justice (procedural justice and distributive justice), others add interactional justice to make them three, while the final group divides interactional justice into two (informational justice and interpersonal justice) to have a total of four main categories. Although this separation was done by Colquitt (2001), empirical proof of the validity of this separation was done in the same year by Colquitt et al. Any social scientist that researched any of the four forms of justice used either event paradigm or social entity paradigm to come up with the objects that employees use to make judgments about fairness (Choi, 2008). Distributive justice states that individuals perceive fairness based on the outcomes they have received. This category is closely related to the theory of equity. An allocation that is deemed fairest is one that rewards individuals according to their overall contributions (Adams, 1963). Therefore, one has to develop rules basing on the existing need. Procedural justice, on the other hand, indicates that an individual’s perception of fairness depends on the fairness of the procedure that was used to determine the overall outcome that he or she received (Greenberg, 1987). For example, an individual could scrutinize the procedure used to select individuals for the firm’s workshop to determine whether his or her being or not being selected was fair. A research conducted by Thibaut and Walker (1978) indicated that there are many people that could easily accept an unfa