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The purpose of this paper is to test the impact of organizational justice on employees’ mental health. This paper is also an attempt to understand the moderating role of organizational identification on organizational justice and employee mental health.

Standard questionnaires were used to collect data. A survey study was conducted in two multinational companies located in northern and southern part of India. The sample size of the study was 321.

The result of hierarchical regression highlights that distributive and interactional justice were significantly correlated with employee mental health with positive interaction effect in the case of strong identification. Moderating effect of organizational identification on mental health and organizational justice was also found significant.

The theoretical development from this paper will contribute to organizational justice research presenting its impact on employee mental health. The moderating effect of organizational identification will bring a new dimension to understand the relationship of organizational justice and mental health.

This study will provide insight to practicing manager to reinforce organizational justice practices at workplace. This will also help manager and leader to understand the identification level of employee with organization, and its impact on mental health.

This paper explores all the three forms of organizational justice as antecedents. It also studied employee mental health as consequence and the role of organizational identification as moderator on justice and mental health.

This study investigates the mediating role of improvisation behavior in the relationship between employees' perceptions of procedural justice and their job performance, as evaluated by their supervisors, as well as the invigorating role of their organization-based self-esteem in this process.

Survey data were collected in three rounds among employees and their supervisors in Pakistan.

An important factor that connects procedural justice with enhanced job performance is whether employees react quickly to unexpected problems while carrying out their jobs. This mediating role of improvisation is particularly salient to the extent that employees consider themselves valuable organizational members.

For organizations, this study pinpoints a key mechanism—willingness to respond in the moment to unanticipated organizational failures—by which fair decision-making processes can steer employees toward performance-enhancing activities. It also reveals how this mechanism can be activated, namely, by ensuring that employees feel appreciated.

Improvisation represents an understudied but critical behavioral factor that links employees' beliefs about fair decision-making procedures to enhanced performance outcomes. This study shows, for the first time, how this beneficial role can be reinforced by organization-based self-esteem, as a critical personal resource.

Based on the social exchange theory and the reactance theory, the purpose of this paper is to investigate the effects of workplace abuse from two sources. The study explores the linkage between abusive supervision and co-worker abuse on the targeted employee’s organizational commitment, organizational citizenship behavior and intention to quit as mediated by procedural justice. Furthermore, this study extends understanding workplace abuse consequences by investigating its effects on organizational citizenship behavior directed to individuals and organizational citizenship behavior directed to the organization.

To test the proposed hypotheses, a cross-sectional research design was used. The sample comprised 500 employees working in various private and public sector organizations in the Republic of Trinidad and Tobago. Using a split-sample approach, mediation analyses were performed on the test and validation samples.

The research results showed that procedural justice mediated the relationship between abusive supervision and affective and normative commitment, organizational citizenship behavior directed to individuals and intention to quit. Procedural justice was found to mediate the relationship between co-worker abuse and affective and normative commitment, and intention to quit.

This study extends previous academic studies on workplace abuse by comparing the effects of abusive supervision and the lesser researched source of co-worker abuse on the targeted employee’s organizational commitment, organizational citizenship behavior and intention to quit. It also reports on the effects of each source on an employee’s organizational citizenship behavior directed to individuals and organizational citizenship behavior directed to the organization, as there is limited empirical research within the workplace abuse literate on these two dimensions.

The purpose of this paper is to examine whether organizational culture moderates the relationships between organizational citizenship behaviors (OCBs) and justice perceptions.

Data were collected from 618 lecturers in ten universities in Turkey. Data were collected on site. A randomly selected group of focal lecturers completed the OCB and justice scales. A separate group of randomly selected peers completed the culture scale.

Multiple hierarchical regression results support the moderating role of organizational culture of the justice perceptions‐OCB link. As hypothesized, results show a stronger relationship between interactional justice and OCB for organizations that are higher in respect for people and a weaker relationship between distributive and procedural justices and OCB for organizations that are higher in team orientation.

The researched lecturers have job conditions inherent to the peculiarities of the public universities which may limit the ability to extrapolate the findings in the private universities. The findings provide a more understandable mechanism of the influence of organizational culture on OCB. They emphasize the significance of organizational culture as a moderator that should be taken closely into consideration to promote employees' OCB levels.

The findings contribute to a better understanding of the organizational justice‐OCB link, and the ways to favor OCB through organizational culture. As a result of this research, leaders' success in organizations will depend, to a great extent, upon understanding organizational culture. They may cultivate subordinates' OCB by treating them with respect and fairness, showing consideration for individual needs, and providing a supportive work environment.

The use of organizational culture as a moderator on this link is unprecedented. The major strength of this study is its multilevel research design. Most research on OCB and organizational justice has been conducted within single organizations, precluding an assessment of the way in which contextual variables influence OCB or justice. Also, using a large number of samples from the Turkish higher education sector adds to the growing literature examining OCB in non‐Western settings.

Despite the importance of employees’ perception of organizational justice and its impact on intention to stay, various loopholes have been identified that do not justify this relationship. The purpose of this paper is to posit a model, which postulates the effect of procedural and interactional justice on distributive justice, which further impact employees’ intention to stay. Subsequently, it also investigates the mediating role of employees’ affective commitment.

A questionnaire was prepared and a survey was conducted on 500 junior and middle-level software professionals. Structural equation modeling was employed to examine the proposed model.

The study concludes the positive effect of distributive, procedural and interactional justice on employees’ intention to stay. Moreover, the addition of affective commitment as a mediator, displayed an indirect influence of organizational justice on intention to stay.

This study proposes a model to boost organizational justice to encourage employees’ intention to stay in an organization. Furthermore, considering the role of organizational commitment in enhancing intention to stay would be fruitful to the stakeholders in the IT industry.

No study has been reported in the context of the role of organizational justice on intention to stay while testing the contribution of affective commitment as a mediator, within a single framework. This study elucidates the influence of distributive, procedural and interactional justice on employees’ intention to stay in IT organizations.

A pesar de la importancia de la percepción de los empleados sobre la justicia organizacional y su impacto en la intención de quedarse, se han identificado varias lagunas que no justifican esta relación. El estudio postula un modelo que postula el efecto de la justicia procesal e interactiva en la justicia distributiva, que impacta aún más la intención de los empleados de permanecer. Posteriormente, también investiga el papel mediador del compromiso afectivo de los empleados.

Se preparó un cuestionario y se llevó a cabo una encuesta a 500 profesionales de software de mediano y menor nivel. el modelado de ecuaciones estructurales se usó para examinar el modelo propuesto.

El estudio concluye el efecto positivo de la justicia distributiva, procesal e interaccional sobre la intención de los empleados de permanecer. Además, la adición del compromiso afectivo como mediador, mostró una influencia indirecta de la justicia organizacional sobre la intención de permanecer.

este estudio propone un modelo para impulsar la justicia organizacional para alentar la intención de los empleados de permanecer en una organización. Además, considerar el papel del compromiso de la organización para mejorar la intención de permanecer sería fructífero para las partes interesadas en la industria de TI.

no se informó ningún estudio en el contexto del papel de la justicia organizacional en la intención de permanecer mientras se prueba la contribución del compromiso afectivo como mediador, dentro de un marco único. Este estudio dilucida la influencia de la justicia distributiva, procesal e interactiva en la intención de los empleados de permanecer en las organizaciones de TI.

The study aims to analyze the differences between national and expatriate academic staff perception of organizational justice in Malaysian institutions of higher learning. It also explores the role of organizational justice in shaping teaching faculties' attitude (job satisfaction and commitment) and behavioral intention (turnover intention).

The sample consisted of teaching staff belonging to several faculties drawn from four public universities in Malaysia. Sample was divided into two groups – Malaysian nationals with tenure appointments and expatriates with contractual appointments. Data were collected using standardized tools to measure the study variables.

Except for job satisfaction, where Malaysians recorded significantly higher endorsement compared to expatriates, no significant difference was found between the two groups on perception of distributive, procedural, and interactional aspects of organizational justice, as well as organizational commitment and turnover intention. However, Malaysians demonstrated significantly higher level of job satisfaction compared to expatriates. Different facets of organizational justice predicted work outcomes in the two groups. Whereas interactional and distributive justice promoted expatriates' organizational commitment and/or intention to stay with the organization, it was mainly procedural justice that contributed to local employees' job satisfaction, organizational commitment, and turnover intentions. Distributive justice also predicted turnover intentions of locals.

The study should add to the literature on international human resource management. Organizations that employ expatriates and knowledge workers should benefit from the findings of this study.

Not many empirical studies have been conducted on university academic staffs' perception of organizational justice in an Asian context, as well as how employment practices might influence justice perception and resultant work outcomes of national citizens vs expatriates. This study attempts to fulfill the gap.

The purpose of this paper is to examine perceptions of the psychological contract (PC) simultaneously at the individual level (fulfillment of obligations by the organization and PC violation) and the organizational level (normative contract), and their relationship with employees’ evaluations of organizational justice. Based on justice and information processing approaches, the hypothesis is that normative contract has an effect on employees’ perceptions of organizational justice, and also moderates the relationship between PC violation and organizational justice.

Multilevel modeling was employed with a multinational sample of 5,338 employees nested in 214 companies.

Findings showed that beyond the positive effect of fulfillment of obligations by the organization, PC violation has a strong negative effect on organizational justice. In addition, normative contract has a positive effect on organizational justice, showing that when shared perceptions of normative contract are higher, then the organizational justice perceptions of employees are also higher. Furthermore, the normative contract moderated the relationship between PC violation and organizational justice, showing that the negative relationship of PC violation with organizational justice was stronger when the normative contract was higher.

Findings suggest that normative contract has effects on organizational justice, and that PC violation had more negative effects on employees’ perceptions of organizational justice perceptions when colleagues’ shared perceptions of fulfillment were higher. This means that social context (shared perceptions in an organization about the PC) has effects on individual perceptions of organizational justice. Companies need to pay attention to detrimental effects on employees who perceive a worse PC than their colleagues do.

The study extends the current research by demonstrating that employee–employer exchanges are not limited to individual level effects because shared perceptions of PC fulfillment (normative contract) also have relevant effects on employees’ perceptions of organizational justice.

Workplace spirituality is presently a prominent research topic and is gaining recognition and importance among industry professionals and academicians. Workplace spirituality is defined as a sense of community, meaningful work and organizational values. The purpose of this research paper is to investigate the relationship between workplace spirituality and mental health, wherein employee engagement is considered as a mediator. Furthermore, this study examines the mediating role of employee engagement in the relationship between organizational justice and mental health.

Data were gathered from 344 information technology professionals working in India. Structural equation modelling was used to evaluate the model fit of workplace spirituality and its relationship to employee engagement, organizational justice and mental health.

The results revealed that workplace spirituality and organizational justice significantly and positively predict employee engagement, which is significantly related to employee mental health. The results also revealed that employee engagement significantly partially mediates the relationship between workplace spirituality and mental health as well as the relationship between organizational justice and mental health.

Results of research guide HR professionals, employee mental health concerns can be addressed by promoting workplace spirituality, improving employee engagement strategies and implementing organizational justice policies that are perceived to be fair. This study makes a significant contribution to the extant literature regarding mental health issues in the IT sector.

Findings of this research contribute to the area of human resource management and employee engagement. The current study fills a gap in the extant literature by investigating employee engagement intervening mechanism between organizational justice, workplace spirituality and mental health.

The purpose of this paper is to investigate the impact of organizational justice on the ethical climate in organizations in Serbia.

In the study, 3,413 employees participated whose task was to assess the dimensions of organizational justice (procedural, distributive and interactional) as well as the dimensions of ethical climate (egoism, benevolence and principle).

The obtained results show that the dimensions of organizational justice are significant predictors of dimensions of ethical climate. The dimension of distributive justice significantly predicts the dimensions of egoism and principle, while the dimensions of procedural and interactional justice significantly predict the dimensions of benevolence and principle. Concerning the structure of the relationship between dimensions of organizational justice and ethical climate, the results also showed that there is intra-national diversity depending on the region of the Republic of Serbia where the organization operates. Ethical climate based on maximization of personal interest is more connected to economically more developed regions with a larger population, while ethical climate based on duties related to norms, laws, rules and policies characterizes less developed regions with a smaller population.

In the context of contemporary Serbian business surrounding, the obtained results are discussed regarding the possibilities for improvement of ethical climate, which should be accompanied and supported by the positive impact of organizational justice.

The purpose of this paper is to deepen the understanding of the relationship between perceived organizational support (POS) and organizational justice (distributive justice, procedural justice, and interactive justice), and to test the moderating effect of conscientiousness.

A survey was conducted to measure study variables. Data were obtained utilizing a field survey from a sample of 520 professional managers working in two industries (manufacturing industry and service industry) in China. Confirmatory factor analysis and moderated hierarchical analysis were used to test hitherto untested hypotheses.

As the result showed, controlling the effect of control variables (age, tenure, education and position), organizational justice (distributive justice, procedural justice, and interactive justice) had a positive effect on POS in the service sample; meanwhile, the interaction effect between distributive justice and conscientiousness has been shown to be significant in both the manufacturing and service samples.

The results have obvious implications for organizational justice and POS in organizations. However, the results are to be viewed in the light of common method variance and same source bias.

The paper sheds light on the potential effects of conscientiousness, which strengthens the positive relationship between organizational justice and POS. Given the importance of conscientiousness, it may be worthwhile for leaders to stimulate managers' conscientiousness.

The paper examines how conscientiousness moderates the relationship between organizational justice and POS in both the manufacturing and service samples. It should be useful to academics and managers who want to understand the importance of conscientiousness.