A Review of Inconsistencies in the Organizational Justice and Employee Performance Relationship: Can Organizational Identification Bridge the Gap?

Research has positively linked organizational justice to employee performance. However, literature review reveals that the findings in this area have been inconsistent. While some studies have found strong relationship between justice-performance, others have found none. There is no consensus amongs...

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Bibliographic Details
Published in:South Asian journal of management 2018-01, Vol.25 (1), p.1-25
Main Authors: Pattnaik, Subhra, Tripathy, Santosh Kumar
Format: Article
Language:English
Subjects:
Behavior
Careers
Decision making
Distributive justice
Employee behavior
Employees
Identification
Mediators
Organizational behavior
Organizational justice
Performance management
Procedural justice
Process controls
Researchers
Social identity
Social psychology
Studies
Supervisors
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Summary:Research has positively linked organizational justice to employee performance. However, literature review reveals that the findings in this area have been inconsistent. While some studies have found strong relationship between justice-performance, others have found none. There is no consensus amongst researchers on which justice dimension is the strongest predictor of employee performance. This has led researchers to believe that there is a scope to further investigate the linking mechanism between the two constructs by exploring moderators and mediators that influence it. This paper reviews the literature on justice-performance relationship to highlight the inconsistencies present, thereby, opening up a research gap. It also highlights the commonly used moderators and mediators in the context of justice-performance relationship. The paper concludes by positing Organizational Identification (OID) as a potential influencer in this context and developing a research model for future empirical testing.
ISSN:0971-5428