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The purpose of this paper is to examine the relationship between supervisor‐perceived procedural justice and subordinate‐perceived procedural justice. The moderating roles of the subordinate‐perceived interactional justice and power‐distance value are also to be examined.

Survey data were obtained from 509 supervisor‐subordinate dyads in mainland China. Hierarchical linear modeling was used to test the research hypotheses.

Results revealed that: supervisor‐perceived procedural justice is positively related to subordinate‐perceived procedural justice; the direct relationship is stronger when the subordinate perceives higher rather than lower interactional justice from the supervisor; and the direct relationship is stronger when the subordinate holds a higher rather than lower power‐distance value.

The data collected in the present study reside at two hierarchical levels, namely, the employee level and the supervisor level, and the sample size is relatively large. The results are thus less likely subject to common method bias. However, future longitudinal research will be helpful to lend stronger support for the hypothesized causal relationships.

The paper uses cognitive social learning theory in a social exchange context to explain the cross‐level relationship of procedural justice perceptions in organizations, and to identify its boundary conditions. Results support that fairness perceptions at a higher organizational level can be related to lower‐level perceptions along the organizational hierarchy.

Since 9/11, Muslims have experienced discrimination and scrutiny from authorities. For many, this experience has damaged their trust in law enforcement and left them with the impression that they are viewed as suspect. This study seeks to better understand the relationship between Muslims' perceived police bias and trust, and how procedural justice may shape this relationship.

The authors collected survey data from 398 Muslims in Sydney, Australia, as part of a larger study on immigrants' views of police. Participants were surveyed on a range of topics including contact with police, global assessments of police procedural justice and how they believe police treat their cultural group.

Overall, the authors find that the extent to which people perceive police bias is associated with their level of trust in police. Greater preconceived bias is associated with lower trust in police. The authors also find that perceiving police as procedurally just is positively related to trust. Importantly, this study finds a significant interaction effect between perceptions of police bias and procedural justice on Muslims' trust in police. Specifically, for those who hold the view that police are unbiased, perceiving police as generally procedural just has a strong positive effect on trust. For those who view police as biased against Muslims, procedural justice has a weak but positive effect on trust. This interaction effect suggests that perceived bias may shape how Muslims interpret police treatment of Muslims.

This study is the first to explore how perceived police bias and perceptions of procedural justice predict and interact to shape Muslims' trust in police, advancing existing procedural justice policing scholarship.

The purpose of this paper is to investigate the relationship between diversity management (i.e. diversity-focused human resource (HR) practices related to recruitment and selection, training and development, performance appraisal and compensation) and perceived firm performance, and the mediating effect of procedural justice.

Primary data based on 400 respondents of 162 organizations operating in India were analysed using statistical tools such as factor analysis, analysis of variance (ANOVA) and multiple regression analysis.

Multiple regression analysis indicated that diversity-focused HR practices had a positive association with perceived firm performance. Further, it was found that procedural justice played a partially mediating in the relationship between diversity-focused HR practices and perceived firm performance.

This paper relied on self-report surveys for data collection, and there laid a possibility of common method variance in the result findings. Hence, future studies should collect data from multiple sources by using multiple methods (e.g. interviews, surveys, peer reports, etc.).

The first implication highlights that senior management’s support is a prerequisite to execute justice-based diversity management processes, which in turn aid in harvesting the true potentials of diversity. Second, organizations should adopt an egalitarian approach while formulating and implementing diversity management initiatives to accentuate the fair and just perceptibility of procedures among employees.

This study sheds new light on the effects of diversity-focused HR practices on firm performance (perceived) in Indian context.

The purpose of this study is to examine the mediating role of perceived procedural justice and interactional justice on the relationship between moral leadership and the four psychological empowerment dimensions manifested in individuals' perceptions of meaning, competence, self‐determination, and impact.

Data from 241 subordinates, who reported to 110 supervisors, were collected from clothing companies in southern mainland China. The subordinates responded to a self‐report survey, which consisted of the variables of interest. Because of the nature of nested data, hierarchical linear regression (HLM 6.0) was used for analysis.

A fully mediated model of perceived justice was supported. Procedural justice and interactional justice were found to be differentially associated with the elements of psychological empowerment. Specifically, while perceived procedural justice accounted for more unique variance in the empowerment facets of meaning, competence, and impact, perceived interactional justice accounted for more unique variance in the facet of self‐determination.

This study contributes to the literature by first examining the relationships among moral leadership, two types of perceived justice, and the four empowerment dimensions in the Chinese context. A detailed discussion of the implication for both researchers and practitioners is also provided.

Recently, the interest of scholars studying procedural justice in policing has shifted from the relationship between procedural justice and citizen compliance to trust in police officers’ perceptions of who exercises it. This study explores the relationship between organizational justice and the perception of procedural justice from the perspective of police officers. Furthermore, it investigates the mediating roles of discretion and responsiveness.

Using 441 survey responses from South Korean police officers, a mediation model is outlined and tested using structural equation modeling (SEM). The results showed that police officers’ perceptions of organizational justice had indirect effects on the perceived importance of procedural justice. Moreover, discretion and responsiveness mediate the relationship between organizational justice and perceived procedural justice.

Officers who perceive police fairness are more likely to have a positive perception of procedural justice toward citizens when they have a higher level of discretion and responsiveness. However, police officers’ perceptions of organizational justice are not directly linked to their perceptions of procedural justice.

This study contributes to the generalization of knowledge by empirically testing Van Craen’s theoretical model of the Korean police. It also expands the existing theoretical model by investigating the influence of overall organizational justice and its possible mediators on procedural justice.

This study examines how perceived organizational justice mediates the relationship between talent management (TM) and non-high potential employees (NHPE) outcomes (i.e. affective commitment, job satisfaction, and the intention to leave) in the public sector, thereby clarifying the underlying mechanisms.

The authors conducted a causal mediation analysis of the findings of a scenario-based survey with 748 public-sector NHPEs by adopting a post-test experimental design.

Perceived distributive justice and perceived procedural justice mediated the relationships among equal resource distribution/TM procedures and NHPE outcomes, respectively.

This study extends and clarifies the argument for fairness judgments based on the gap in resource allocation and the presence or absence of the six rules of procedural justice that affect the attitudes and behaviors of NHPEs, who are generally more affected by TM but underexplored, in the public sector in which NHPEs are considered to be more sensitive to TM due to the egalitarian culture of public sector.

Integrating the social exchange perspective of helping behavior with self-determination theory (SDT), this study seeks to examine the impact of employees' psychological needs on perceived organizational justice and the impact of perceived organizational justice on employees' helping behavior.

Cross-sectional and cross-organizational data were obtained from 177 full-time employees employed in 12 small- and medium-sized oil and gas service companies. A partial least squares approach using SmartPLS was employed to test the hypotheses.

Results illustrate that the psychological need for competence and need for autonomy are positively related to perceived distributive and procedural justice, respectively. Moreover, perceived distributive and procedural justice are related to helping behavior. Furthermore, perceived distributive justice fully mediates the relationship between the psychological need for competence and helping behavior, whereas perceived procedural justice partially mediates the relationship between the psychological need for autonomy and helping behavior.

From a theoretical standpoint, this study offers some theoretical explanations for how the basic psychological needs identified by SDT activate employees' perceived organizational justice. Practically, this study offers several managerial recommendations that help managers manage helping behavior in the organization effectively.

This paper aims to investigate the role of perceived justice in service consumption/purchase experiences.

In an initial study, using the critical incident method, the authors show that customers are strongly concerned by perceived injustice. Their judgments involve the three components of justice described in organizational and service marketing literature: distributive, procedural and interactional justice. They also identify a macro‐level justice factor which characterizes the perception of collective practices at the industry level. In an experiment applied to the dining experience, the authors manipulate distributive, procedural and interactional justice perception to study their impact on service evaluation (quality, value), satisfaction and relationship quality (trust, commitment).

Contrary to the satisfaction literature, the authors observe a slight direct effect of justice on satisfaction, but rather indirect impacts through perceived quality (outcome and interaction) and value. Moreover, perception of justice has substantial effects on trust (credibility and benevolence) but not on commitment.

The paper studies the impact of justice in the context of a customer experience evaluation (service delivery) which is not limited to service recovery. It examines the entire evaluation process, including service evaluation (quality, value), satisfaction and relationship quality (trust, commitment).

Increasing diversity of the global workforce calls for research that guides the implementation of culturally sensitive employment procedures. Performance evaluations are often used to support potentially contentious workplace decisions and little research examines the impact of employee participation on fairness perceptions across cultures. The purpose of this paper is to examine the variation between American and French performance evaluations.

The paper examines American and French employees’ fairness perceptions for their performance evaluations. The focus was on cross‐cultural variation in instrumental and non‐instrumental voice processes by testing Shapiro's model of procedural justice.

Support was found for the hypothesis that voice would operate predominantly via non‐instrumental processes (e.g. interpersonally responsive behaviors from the evaluator) for the French and partial support that voice influences procedural justice through a combination of non‐instrumental and instrumental processes (perceptions of decision influence) for Americans.

Findings which indicated that French voice appeared to be tied more directly to status‐affirming non‐instrumental processes were supported by Lind and Tyler's relational model of authority and research surrounding the influence of status differentials in participative decision‐making.

Research implications for the design of culturally‐sensitive performance evaluations that take into account fairness perceptions are presented.

The paper indicates that voice expectations and processes are not culturally universal and should be considered in the design of employment practices.

Performance appraisal is used internationally to improve employee performance, also in the educational field. However, doubts exist about the effectiveness of performance appraisal. This study aims to contribute by expanding the knowledge about important context variables of performance appraisal in secondary education. In particular, the study aims to examine the role of both characteristics of the teacher performance appraisal system and the school leader for procedural justice and perceived feedback utility by teachers.

Both interviews with school leaders and a questionnaire for teachers were used to collect data in 32 schools. Path analyses (n=298) were used to test the research model.

The results indicate that teacher participation in the teacher performance appraisal system significantly influences the perceived procedural justice by teachers, which in its turn significantly influences the perceived feedback utility. The role of the school leaders is found to be extremely important. Charismatic leadership influences both directly and indirectly (through procedural justice) the perceived feedback utility by teachers.

This study contributes to the research field of (teacher) performance appraisal by studying empirically appraisal system characteristics and leadership characteristics that effect appraisal reactions. In this regard, this study responds to the need for more empirical research to uncover the social context of performance appraisal, especially in the field of education where there is a general skepticism towards teacher appraisal and its possible positive outcomes.