Overall these employees felt that the system was fair. So, from these findings it can be seen that both employee understanding of the pay system and their being able to affect their pay through access to training and job rotation is important to skill based pay plan success. Actually, this is not surprising. Research into employee reaction to other kinds of work rule changes such as performance appraisal, layoff, employee drug testing and etc. has yielded similar results. It seems that employees react in certain ways to make judgements about their perceived treatment at the hands of the organizations for which they work.
Procedural justice relates to evaluations about the fairness of work rules and policies.
Distributive justice has to do with the perception of the fairness and consistency of the decisions associated with the policies. Though more research is needed to fully understand this phenomena, these two evaluations seemingly operate together in creating perceptions of work place policies, procedures and rule changes. Because this company was careful to involve employees in writing definitions and benchmarking skills positive procedural justice was created concerning the fairness of the skills included in the pay system and the way pay was associated with those skills. This sense of procedural justice was fostered for all employees through extensive training about the plan when it was first put into place. A sense of fairness was created regarding the way pay was allocated, distributive justice, when the company made sure that employees had access to training and job rotation, thus creating ability to gain rewards, and when it set up a careful and fair review process for allocating pay increases.