Organizational justice, by definition, is the idea that a business activity or decision is morally correct in context of law, equity, fairness, religion, and ethics (DeConick 2010). This organizational justice behavior is greatly affected by certain aspects, including interactional, procedural, and distributive. These aspects are the integral components of organizational justice and differently influence the effectiveness and efficiency of organizational justice. Distributive organizational justice is defined as the justice related with distribution of resources and outcomes of decision made. However, the resources or outcomes distributed can either be intangible such as a positive appraisal or tangible such as adequate pay (DeConick 2010). The same is fostered in the situation where the outcomes are equally executed.
The procedural organizational justice is conceptualized as the equity of the processes which result into effective outcomes (DeConick 2010). When the stakeholders associated with a company recognize their rights or if the concerned processes lacks bias or involves the characteristics such as ethicality, accuracy, and consistency, this aspect of organizational justice is fostered.
Interactional justice, on the contrary, is defined as the treatment that can be promoted through delivering the news with respect and sensitivity, or the treatment that is offered to a person as decisions are made (DeConick 2010). This aspect is further divided into informational and interpersonal justice where the former refers to the efficiency of explanations made in the context of truthfulness, specificity, and timeliness. Similarly, latter refers to the perceptions of propriety and respect in an individual’s treatment.
Thus, it is evident that each of the discussed aspect alters the organizational justice behavior differently as each of the same follow different criteria to reach its decision.
DeConick, B., 2010, The effect of organizational justice, perceived organizational support, and perceived supervisor support on marketing employees’ level of trust. Journal of Business Research, vol. 63, no. 1, pp. 1349-1355.
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