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This article examines the relationship among participation in decision‐making, employee’s perceptions of procedural justice and employee citizenship behavior. An employee’s perceptions of procedural justice is proposed to mediate the relationship between participation in decisionmaking and employee citizenship behavior. Data from 266 employees from 12 Kuwait business organizations indicate that: (1) participation in decision‐making is positively related to procedural justice perceptions, and (2) procedural justice perceptions mediate the relationship between participation in decision‐making and one of two organizational citizenship behavior dimensions.

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.

The purpose of this paper is to emphasize that procedural justice has a contribution to parent‐subsidiary links within multinational enterprises (MNEs).

A mailed survey is adopted in this study. A total of 152 valid and complete questionnaires were returned from the respondents. Structural equation modeling and Chow test are used in this research paper.

Based on structural equation modeling, three significant dimensions of the parent‐subsidiary links are found to contribute to the financial performance of the subsidiaries (resource commitment, information flow, and control flexibility). Based on Chow test, these dimensions can lead to better financial performance under greater procedural justice in the decision‐making processes of MNEs.

This study only collected information from Taiwanese multinational firms in East Asia and the Pacific countries, including China, Indonesia, Malaysia, Philippines, Thailand and Vietnam. Generally, these regions are the emerging market, with structurally volatile but fast‐growing economies. In addition, further studies can extend the research to other countries. Environmental interferences, such as culture and legal rules, were not considered in this study.

In reality, although the due process is sometimes neglected because of time limitations or lack of patience, superior managers still should pay more attention to the processes of strategic decision making to keep the procedure fair and transparent.

This paper underlines the importance and value of the procedural justice in MNE management. The exercise of the procedural justice motivated subsidiary managers to aim for better financial performance with voluntary effort and their best ability.

The purpose of this paper is to explore whether perceptions of distributive, procedural and interactional justice are related to employee engagement, as an extension of the antecedents-consequences model of Saks (2006), and to examine the possibility of inter-relationships between these three dimensions of justice.

A survey of 210 employees of public sector banks in India covered measures of job and organization engagement (OE) proposed by Saks (2006) and the scale on distributive, procedural and interactional justice developed by Niehoff and Moorman (1993). The relationships between justice perceptions and engagement were analysed using correlations and hierarchical regression analysis.

Results show that distributive, procedural and interactional are inter-related with each other. Further, distributive and interactional justice take precedence over procedural justice in determining job engagement, while distributive justice plays the most important role in determining OE, followed by procedural and interactional justice.

By highlighting the inter-relationships among the three dimensions of justice, this study offers useful insights into the underlying processes through which job and OE can be improved through these inter-relationships. Findings also highlight the application of concepts like relative deprivation in Indian public sector banks to increase the engagement levels of their employees.

This paper adds to the very small number of studies that have investigated the role of interactional justice in enhancing job and OEs. It has also established inter-relationships between the three dimensions of organizational justice and their individual roles in determining job and OEs.

The paper aims to extend research on public‐private partnerships (PPP) by exploring the path toward procedural justice and cooperation performance through contracts.

The paper uses equity theory to address inter‐partner cooperation in PPPs. The paper emphasizes how procedural fairness, as perceived by partners in a PPP, influences cooperation effects. Using both social exchange theory and transaction cost theory, it hypothesizes that procedural fairness improves cooperation effects by enhancing two kinds of contracts: the control‐formal contract and the informal contract.

The regression analysis suggests that procedural fairness indirectly affects three kinds of cooperation effects – direct effects, knowledge‐created effects, and social effects – by increasing formal and informal contracts.

Further research might address the antecedents of procedural justice.

The paper suggests that procedural justice is important to PPPs and that contracts mediate this relationship.

The paper enriches PPP research, especially with regard to procedural formalization, contracts, and cooperation performance.

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 research is to identify the dimensionality of the procedural justice construct and the criteria used by employees to assess procedural justice, in the context of salary determination.

Based on a survey of 297 Canadian workers, the paper uses confirmatory factor analysis (CFA) to test the dimensionality and the discriminant and convergent validity of our procedural justice construct. Convergent and predictive validity are also tested using hierarchical linear regressions.

The paper shows the multidimensionality of the procedural justice construct: justice of the salary determination process is assessed through the perceived characteristics of allocation procedures, the perceived characteristics of decision‐makers, and system transparency.

Results could be biased towards acceptance; this is discussed. The results also suggest possible extensions to the study.

Knowledge of the justice standards improves the ability of organizations to effectively manage the salary determination process and promote its acceptance among employees. Emphasizes the need to adequately manage the selection, training, and perception of decision makers.

The paper identifies the standards of procedural justice for salary determination processes. It contributes to the theoretical literature by providing a new multidimensional conceptualization, which helps to better understand the psychological process underlying the perception of procedural justice. The presence of a dimension associated with decision makers is novel and critical for compensation studies.

The purpose of this paper is to explore the antecedents and consequences of the level of procedural justice climate in new product development (NPD) teams. The aim is to discover answers to the following questions: First, can the procedural justice climate level be used to predict NPD team outcomes such as product performance and product creativity? Second, what NPD team characteristics can be leveraged to improve the justice climate?

A theoretical model was developed and tested on the survey data collected from 93 product managers of Turkish companies. The product managers who participated in this study represented various industries, including those of telecommunications, food, material, software, machinery, chemicals, and service technologies.

Statistical analyses demonstrated that stability, collectivism, and moderate‐level functional diversity of teams were significantly related to the procedural justice climate. In addition, procedural justice climate had significant positive impacts on new product creativity and speed to market. Such impacts were found to be more significant with regard to high‐turbulence conditions.

This paper is the first attempt to explore the role of procedural justice in NPD teams.

The purpose of this paper is two‐fold: first, to examine the influence of perceived organizational justice on Saudis’ work‐related attitudes, namely, job satisfaction and organizational commitment. Second, to examine the differential effects of distributive and procedural justice on the above‐mentioned work‐related attitudes.

Using a self‐administered questionnaire, 600 Saudi employees from 24 organizations operating in an Eastern province in Saudi Arabia were surveyed. Correlation and hierarchical regression analyses were used to examine the hypotheses of the study.

The paper revealed that justice plays a significant role in influencing Saudi employees’ level of job satisfaction and commitment. An examination of the differential affects of justice revealed that distributive justice tends to be a stronger predictor of job satisfaction compared to procedural justice. Moreover, despite the significant positive correlation between procedural justice and organizational commitment, there was no influence of procedural justice on organizational commitment when the influence of inter‐actional justice and distributive justice had been controlled.

The theoretical and practical implications of the results are discussed in the paper. Recommendations are provided to managers in Saudi organizations to enhance perceptions of justice in the workplace.

The paper contributes to the knowledge of the topic of organizational justice in Saudi Arabia, which is under‐studied in academia. The paper not only advances the literature pertaining to organizational justice theories by empirically demonstrating the importance of organizational justice for developing positive work outcomes in a non‐Western developing context, but also elucidates the differential effects of distributive and procedural justice on work‐related attitudes.

Previous studies concerning on the effect of reward on individual creativity have generated generally inconsistent conclusions. These ambiguities call for more studies to explore the potential boundary conditions under which reward may or may not promote creativity. The purpose of this paper is to clarify how pay for performance (PFP), a specific type of extrinsic reward awarded in field settings, impacts employees’ creative self-efficacy, and their creativity under varying levels of procedural justice as well as willingness to take risks.

This study used a survey method to investigate nine enterprises in China. A total of 236 matched subordinate-supervisor questionnaires were returned (a 94.4 percent response rate). Because of missing data, the final usable sample comprised 213 subordinate-supervisor matched questionnaires.

The results suggest that for employees with low procedural justice perception or low willingness to take risks, PFP was negatively related to creative self-efficacy and creativity; where procedural justice or willingness to take risks was high, those relationships were positive. In addition, moderated path analysis revealed that when procedural justice or willingness to take risks was high, PFP had a positive indirect effect on creativity via creative self-efficacy, whereas when procedural justice or willingness to take risks was low, the indirect effects of PFP on creativity via creative self-efficacy were negative.

The findings shed light on the process through which and the conditions under which PFP may promote creativity.

The findings have concrete implications for how to leverage PFP to enhance employee creativity through creative self-efficacy.

The results further underscore the need to rethink the simple reward-promotes (or hinders)-creativity model in order to think in more complex ways about how and under what conditions PFP might promote or inhibit creativity. Second, the results of this research better explain how PFP promotes or inhibits creative performance by pointing to the important mediating role of creative self-efficacy. Finally, the results indicated that social cognitive theory can be used as an overarching theory to clarify how and why reward can influence creativity. Thus, the research contributes to the current literature by developing a new theoretical perspective for exploring the relation of reward to creativity.