The paper seeks to investigate which component of organizational justice,
i.e., distributive or procedural, is most central to the prediction of
organizational commitment and turnover intentions. It examines the mediating role of
organizational commitment in the relationship between organizational justice and
turnover intentions. The study reports responses of 198 middle level managers from
two organizations located in Quetta, Pakistan. Data were collected by using
standardized scales of distributive justice, procedural justice, organizational commitment,
and turnover intentions. After establishing the psychometric properties of the
scales, hypotheses were tested using Partial Least Squares Structural Equation
Modeling. Proposed mediation hypothesis were tested using Preacher and Hayes
(2008) recommendations. Results indicate that (1) procedural justice is more likely
to predict organizational commitment; (2) distributive justice and
organizational commitment directly influence turnover intentions; (3) organizational
commitment mediates the relationship of procedural justice with turnover intentions; and
(4) distributive justice directly influences procedural justice.
In the past two decades, there has been increase in the field of research
concerning the importance of organizational justice perceptions within organizational
setting. Underlying this research interest is the view that employees are not indifferent to
justice, but they value it (believe to be important) and they react cognitively and behaviorally
to it. Although there is accumulating evidence that justice perceptions influence various
work attitudes, behaviors and outcomes (e.g., Cropanzano and Greenberg, 1997; Lee,
2000 Ambrose, 2002; Aryee et al., 2002; Hassan and Chandaran, 2005; Bhal and Ansari,
2007; and Lambert et al., 2007), but still there is a need for rigorous research to underpin
various unknown relationships between organizational justice perceptions and
organizational variables such as organizational commitment and turnover intentions. For example,
the differential impact of organizational justice perceptions on organizational commitment
and turnover intentions, as well as the process through which these justice perceptions
impact turnover intentions are such profound research questions which need to be empirically tested.
Organizational justice refers to the perceptions of organizational members
regarding the fairness of their conditions of employment (Folger and Cropanzano, 1998).
According to Greenberg (1990), organizational justice includes perceived fairness of
decision outcomes and resource allocations (i.e., distributive justice) and perceived fairness of
the processes by which decisions are made (i.e., procedural justice). Researchers
have conceptualized these two constructs as perceptions (i.e., perceived fairness).
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