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The purpose of this study is to determine the impact of distributive justice on normative commitment, both directly and indirectly through job satisfaction. Instead of integrating all the components of justice and commitment, distributive justice and normative commitment have been given prominence.

The data were collected through standardised scales from the 305 executives working in the top eight cement organisations located in the central part of the Indian subcontinent. Structural equation modelling (SEM) with bootstrapping was employed to evaluate the hypotheses.

The results proved that distributive justice helps increase normative commitment and affects job satisfaction positively. Additionally, job satisfaction acts as a mediator between distributive justice and normative commitment.

Due to the adaptation of self-reported questionnaires, the chances of method bias cannot be completely denied. However, the Harman’s single-factor analysis was conducted to handle it. Moreover, the data were obtained from a single source, i.e. the cement industry.

HR practitioners may use the outcomes of this study to promote distributive justice while allocating their sources. It also helps in implementing specific strategies to improve job satisfaction and commitment.

The study proposed a more complex linear model that included job satisfaction as a mediator. Moreover, the study is conducted in emerging economies, which addresses the research gaps in the existing body of literature.

We examine the evolution of labor arbitration decisions between 1988 and 2018 in which a union-represented employee was alleged to have committed sexual harassment. We find that management punished sexual harassment more stringently over time and that arbitrators became more sensitive to whether or not good procedure was followed by management over time. Distributive justice was also a major concern for arbitrators. The results suggest that it is essential for management to exercise procedural justice in disciplining employees, but that it is just as important for management to consider distributive justice when it comes to imposing discipline for inappropriate behavior.

This study explores the role of procedural and distributive justice in influencing supervisory trust, job satisfaction, and organizational commitment. Past work in U.S. settings has shown the differential effects of procedural and distributive justice on job attitudes while other work supports the relationship between both procedural and distributive justice with trust. This study attempts to replicate the US findings and extend them to samples from India, Germany, and China (Hong Kong). A theoretical model was tested via structural equation analysis. Organizational justice was found to be an important predictor of trust in all the samples, indicating the importance of these concepts in organizational life in different cultures. The implications of these results for future research are discussed.

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 purpose of this research is to explore how experienced scarcity affects home country consumers' attitudes toward the firm engaging in cross-border philanthropy by analyzing perceived distributive justice as a mediating variable. This research also investigates the moderating factor of this effect to identify practical strategies for managers.

This research conducted one survey (Study 1) and three experiments (Studies 2–4) by manipulating scarcity to provide robust evidence for the influence of experienced scarcity on consumer perception of the company conducting cross-border philanthropy.

This paper provides empirical insights about the significant negative effect of experienced scarcity on consumer attitudes toward the firm engaging in cross-border philanthropy. It proposes that home country consumers with high versus low experienced scarcity show lower perceived distributive justice for cross-border philanthropy, which generates less favorable attitudes toward the firm. To alleviate the negative impact of experienced scarcity on consumers' perceptions of corporate reputation, providing donation amount comparisons between home and foreign countries has a significant moderating effect.

This paper provides several suggestions for marketers seeking cross-border philanthropy to improve consumers' attitudes toward the firm.

This paper enriches the literature on corporate social responsibility in the domain of cross-border philanthropy and explains contradictory findings on consumers' attitudes toward corporate cross-border philanthropy. Moreover, this study makes meaningful contributions to the scarcity and justice literature.

The purpose of this paper is to investigate consumer responses to online retailer service recovery remedies following a service failure and explores whether the phenomenon of the service recovery paradox exists within the context of online retailing.

This paper reports on the results of two studies. Study I explores the main and interaction effects of the various dimensions of service recovery justice (i.e. distributive justice, procedural justice, and interactional justice) on customer satisfaction, negative word‐of‐mouth (WOM), and repurchase intention based on the justice theory. Study II investigates whether the phenomenon of the service recovery paradox exists (i.e. whether customers have higher satisfaction, higher repurchase intention, and lower negative word‐of‐mouth after experiencing an effectively remedied service failure as compared to if the service failure had not occurred). A laboratory experimental design is used to test the research hypotheses.

The results show that distributive justice, procedural justice, and interactional justice have a significant positive influence on customer satisfaction. Among the three dimensions of service recovery justice, only distributive justice has a significant positive influence on repurchase intention, and only interactional justice has a significant negative influence on negative WOM. Additionally, both the interaction between distributive justice and procedural justice and the interaction between distributive justice and interactional justice are found to significantly influence customer satisfaction, negative WOM, and repurchase intention. The results also indicate that the service recovery paradox does not appear to exist in the online retailing context.

The findings will allow online retailers to develop more effective strategies for preventing service failure and improving customer satisfaction, negative WOM, and repurchase intention.

This study contributes to the understanding of consumer responses to online retailer's service recovery after a service failure.

This study has three objectives: to examine the impact of organizational justice on work outcomes in the United Arab Emirates (UAE), to test the mediating impact of job satisfaction and organizational commitment on the justice‐turnover intention relationship, and to test distributive justice as a mediator of the relationship between procedural justice and work outcomes.

Data were collected from 350 employees working in five large organizations operating in Dubai. A structured questionnaire containing standard scales of distributive and procedural justice, job satisfaction, organizational commitment, turnover intentions, and some demographic variables was used. After testing the scales' reliability and validity, the proposed linear relationships were tested using a series of separate hierarchical regression analyses. Proposed mediation hypotheses were tested using Baron and Kenny's recommendations.

Consistent with Western studies, the study revealed that procedural justice was more strongly related to organizational commitment than distributive justice. Contrary to Western literature, the study showed that procedural justice was more strongly related to job satisfaction than distributive justice. Moreover, job satisfaction was found to play a partial role in mediating the influence of organizational justice on organizational commitment and turnover intention. Also, organizational commitment was found to fully mediate the relationship between procedural justice and turnover intention. However, it partially mediated the relationship between distributive justice and turnover intentions. Finally, distributive justice was found to mediate some of the relationships between procedural justice and work outcomes.

The study has implications for enhancing work outcomes. In general, enhancing organizational justice can result in a higher level of employee outcomes. Also, managers should improve staff job satisfaction and organizational commitment in order to enhance the impact of both distributive and procedural justice on reducing turnover intention. In addition, UAE managers should provide sufficient distributive justice in order to improve the impact of procedural justice on the work outcomes of job satisfaction, organizational commitment, and turnover intention.

The study is considered the first to examine the mediating role of job satisfaction and organizational commitment in the relationship between organizational justice and turnover intention in the Middle East. Also, the study is the first to test the role of distributive justice as a mediator for the procedural justice‐work outcomes relationship in a non‐Western context.

This study examines how the structure of referent networks, or the social network defined by knowing others’ reward levels, affects perceptions of distributive justice. The homogeneity of rewards in the referent network, the amount of inequality in the referent network, and an individual’s reward level are all associated with distributive justice perceptions. Several moderating relationships are also examined.

We relied on data from a controlled laboratory experiment to test a series of theoretically derived hypotheses.

The study shows that several aspects about the structure of the referent network are important for shaping perceptions of distributive justice. Specifically, the reward heterogeneity and amount of inequality in the network are found to be negatively associated with distributive justice, while reward levels are found to be positively associated with distributive justice. Furthermore, the effect of reward levels on distributive justice is moderated by both (i) the presence of a referential standard for rewards and (ii) the amount of inequality in the network.

While being among the first studies to demonstrate effects of referent networks on perceptions of fairness, it is unclear how group memberships combine with referent network effects and which factors may blur these relationships in uncontrolled environments. Subsequent scholarship on the effect of referent networks on justice perceptions should leverage multiple data sources.

Research on the effects of referents on justice perceptions has focused on particular referent individuals. We recast this issue in terms of referent networks, which highlights the empirical reality that individuals have a variety of sources or alters which could operate as referents.

The purpose of this paper is to study pay referents that may have an effect on employee organizational affective commitment. It explores existing connections between distributive justice – stemming from individual, external, and internal referents – and organizational affective commitment. This enables an exploration of the effects of distributive justice (Sweeney and McFarlin, 2005).

This study uses a quantitative analysis of 198 French nonprofit employees in health and social services.

Results show that only individual distributive justice relates to organizational affective commitment and that this relationship is mediated by person-organization fit.

This study is the first to analyze pay referents in nonprofit organization. It also explains the distributive justice – organizational affective commitment in terms of person-organization fit.

This study aims to examine workers' distributive and interactional justice perceptions at three different moments in time over a period of eight years, assess their degree of stability and identify their most stable antecedents and outcomes.

Data was collected through an overlapping repeated cross-sectional design. Of the participants involved, 334 were surveyed in 2000, 259 participated in 2004, and 285 participated in 2008.

Distributive justice is more stable than interactional justice. Organizational support is the most stable predictor of distributive justice, and the quality of supervisor practices is the most stable predictor of interactional justice. Contrary to expected, interactional justice has a stronger relationship to workers' attitudes directed both at the organization and supervisor, and at the immediate work context.

This study adopts a long-term perspective covering an eight-year period. Furthermore, it focuses on two dimensions of justice that have been less studied over time.