Organizational Justice and Psychological Contract

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1. Organizational Justice

The idea of justice has become noticeable building in the organizational studies. Researchers and practitioners put a great attention to the concepts of justice in the organization because of the potential results from the study. Perceptions of fairness are used as important factors in explaining, predicting and understanding human behavior in organizations (Hartman & Galle Jr., 1999; Martin & Bennett, 1996; Viswesvaran & Ones, 2002). As Colquitt et al. (2001a) explain that a number of studies on organizational justice have shown that fair treatment has a significant effect on the attitudes of individual employees, such as satisfaction and commitment, and individual behavior, such as attendance and citizenship behavior.

A number of studies explain that justice plays important role in explaining variance in work attitude and behaviors. Studies shows that application of fair conduct from management deliver a positive message to employees that they can be trusted, thereby reducing the fear of exploitation while enhancing the legitimacy of the actions the organization (Lind, 2001, Tyler and Lind, 1992 and Van den Bos, 2001a). Fair treatments will reduce some uncertainty in the daily work life and makes the situation faced by employees can be predicted and controlled (Lind and Van den Bos, 2002 and Thibaut and Walker, 1975). Just behavior has the potential to bring more meaning of work life (Cropanzano et al, 2001 and Folger, 1998.).

a. Definition and Forms of Organizational Justice

The concept of organizational justice is a broad, multifaceted construct, encompassing several dimensions. Perceived justice previously discussed in two different perspectives. As Greenberg (1990) give details, that initia...

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...1), 137-152.

Robinson, S. L., & Morrison, E. W. (1995). Psychological contracts and OCB: The effect of unfulfilled obligations on civic virtue behavior. Journal of Organizational Behavior, 16(3), 289-298.

Robinson, S. L., & Rousseau, D. M. (1994a). Violating the psychological contract: Not the exception but the norm. Journal of Organizational Behavior, 15(3), 245-259.

Rousseau, D. (1989). Psychological and implied contracts in organizations. Employee Responsibilities and Rights Journal, 2(2), 121-139.

Rousseau, D. M. (2001). Schema, promise and mutuality: The building blocks of the psychological contract. Journal of Occupational & Organizational Psychology, 74(4), 511.

Simons, T., & Roberson, Q. (2003). Why managers should care about fairness: The effects of aggregate justice perceptions on organizational outcomes. Journal of Applied Psychology, 88(3), 432-443.

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