OPR376255 72..94

[Audio] Today, the field of organizational justice has evolved to take a more employee-centered view. This includes not only the fairness of outcomes and the processes that led to them, but also the level of dignity and respect that employees are given by those in positions of authority. To gain a comprehensive understanding of employee experience, we need to look at individual differences, contextual influences, and the affective, cognitive, and social processes that shape worker phenomena..

[Audio] Examining the construct of justice in the workplace has had a lasting influence on how fairness is evaluated and how employees feel about their work. Previous studies showed that a worker's attitude to distributive, procedural and interactional justice had a beneficial effect on job satisfaction, loyalty, job performance and loyalty to the organization, while also making a negative influence on counterproductive work actions, intent to leave the job, hostility in the workplace, taking revenge and retaliation. Multiple meta-analyses and investigations into the interaction between justice factors have confirmed these findings. In the last few decades, researchers have taken the next step and begun to look at various theoretical perspectives to fully comprehend how workers react and are affected by justice. This knowledge can help move beyond traditional models and appreciate the ramifications justice has on managerial practices, personnel systems and even on the implementation and organization of human resource practices..

[Audio] Recent years have seen a transformation of organizational justice, from a business-based construct to one that is focused on employees. This change includes a focus on employees' perceptions of fairness not only in regards to outcomes, but also in the processes leading to those outcomes. It also encompasses social accounts of these processes and outcomes, and the manner in which employees are treated by those in positions of authority over them. This transition represents a movement away from transactional relationships to ones based on social exchange. It has further been suggested that justice is an end in and of itself, providing humans with the need to exist meaningfully and punishing those who violate the rights of others. Studies have demonstrated that those who are not affected by an injustice can still have emotional reactions to it and seek retribution for the wrong-doer. To gain a better understanding of justice perceptions, various process theories have been developed to analyze the development of justice perceptions, and the psychological and intellectual processes that take place before and after justice is judged..

[Audio] Organizational justice research has seen tremendous progress in recent years, now emphasising both individual and contextual factors. It now takes into account both person and situation effects, as well as multi-level approaches, and shifts the idea of viewing people as a group of separate entities interacting in a system, to that of understanding them as experiential individuals. Accounting for these advancements gives us a better understanding of justice research, and helps to provide us with much needed insight into existing practices and potential future developments..

[Audio] Organizational justice is not only composed of distributive, procedural, and interactional justice perceptions. Moving away from a 'looking out' approach, this requires delving into the bigger picture of how people perceive their workplace experience. To develop insight into the motivating structures and processes which influence and form employee experiences - and hence if they feel a sense of fairness or unfairness - better decisions can be made to generate an equitable workplace. This is the benefit of a 'looking in' strategy, which takes a comprehensive and people-focused approach to organizational justice..

[Audio] Technology's widespread availability and rapid growth rate have transformed the way businesses across the globe interact and communicate with each other. This new environment poses more complex obstacles and, consequently, brings the need for a new framework to assess the fairness of how organizations treat their employees. Referred to as organizational justice, this concept incorporates the assessments of outcomes, the processes that result in outcomes, the explanation of why those processes or outcomes occurred, and the way in which employees are treated by those in authority. It focuses on the employee perspective and emphasizes how a workplace is seen and experienced from an inside-out approach. Research has confirmed the significance of the concept, revealing that general fairness evaluations moderate the impact of justice characteristics on an employee's attitudes and behavior, and that the commonality among justice elements can further explain the engagement in organizational citizenship behaviors. It is vital to comprehend how organizational justice influences the way employees view their workplace and how it impacts their attitudes and behaviors..

[Audio] Employees' perceptions of fairness are influenced by the results, procedures, and interpersonal treatment in the workplace. Understanding that different entities may be in charge of supplying these elements and that they may affect an employee's sense of justice is essential. Studies have demonstrated that an individual's perceptions of justice from an authoritative figure that has the ability to supply these elements has a direct effect on their behaviors and attitudes. Acknowledging that accountability for fairness is an integral part of the overall justice picture is essential..

[Audio] Organizational justice is often considered an employee-centric construct that evaluates employees' perceptions of fairness of outcomes, the process to achieve them, and the manner in which those with authority treat them. Researchers have outlined a 'paradoxical state', with some separating the elements, while others are seeking to reunify them. To address this, a temporal model of information collection and evaluation provides a solution which regards justice as an experiential procedure that requires the successive encoding and processing of information. This model builds on previous theories, suggesting that many of the isolated incidents encountered by employees are related to justice in some form. Such incidents may prompt fast, impulsive, and emotional responses, giving rise to initial fairness appraisals. To identify sources of injustice, an accountable entity must be identified, and the experience is then documented with the source as a classification. Over time, this accumulated experience forms the basis of an individual's justice judgement..

[Audio] Organizational justice has moved away from being focused solely on management's perspective and is now increasingly centred around employee opinion. This focuses on not only evaluating fairness of outcomes and processes from the employee viewpoint, but also how employees are treated. Employees take into account their personal experiences and the views of others when making judgments about justice. Their perspective is formed from looking internally, externally to their organization, and from third-party observations both within and outside of the organization to gain a collective understanding of fairness. Attraction-selection-attrition, distributive fairness, and procedural fairness all have a role to play in forming employees' perceptions of organizational justice..

[Audio] Organizational justice research has advanced from focusing on individual-level views of fairness to investigating the concept that justice is a multilevel construct. Evidence has suggested that, instead of collective cognitions of justice being formed naturally around outcomes, processes, and interactions, collective cognitions may develop around groups of employees and the parties they interact with. This has allowed for further study of multifoci justice climate and its effects on employee results. Additionally, "in" and “out” measures for measuring justice are only practically viable if there is empirical support..

[Audio] Employee-centered models of organizational justice make looking out an integral part. This view considers what takes place in the mind of an individual when they witness another suffering due to unfairness, as well as the likely responses in retaliation. Investigation in this field has zeroed in on two main areas - third-party justice, which examines the cognitive and behavioral responses when someone sees an injustice inflicted on another, and corporate social responsibility which delves into how employees view the treatment of people outside the company. Grasping the cruciality of looking out is critical for reassuring that employees are not subjected to unfairness..

[Audio] This study found that employees' perception of organizational justice encompasses fairness of outcomes, processes and interpersonal treatment. High moral maturity, moral identity and moral self-regulation may play a moderating role in how individuals perceive injustice. Additionally, employees' perception of how their coworkers are treated affects both their own sense of justice and the level of social exchange with the organization. Witnessing an injustice can have an emotional impact, which in turn can impact commitment, cooperation and turnover. Furthermore, customer unfairness may lead to emotional labor. Thus, this study reveals the complexity of organizational justice..

[Audio] Employees may have different motivations for evaluating their organization's Corporate Social Responsibility (CSR) practices. Instrumental motives such as trust and control may feature prominently. CSR can also serve as an indicator of how an organization will treat them. Additionally, research is focused on demonstrating the correlation between economic and social performance. Engaging in CSR can even bring about benefits to an organization, such as improved attractiveness, attraction to applicants, organizational commitment, job satisfaction and organizational citizenship..

[Audio] Organizational justice is an essential part of creating a safe and healthy work environment. When employees feel that they are being treated fairly and their rights are respected, they are more likely to be motivated and engaged in their job. Research has shown that organizations that prioritize organizational justice have better outcomes, such as higher levels of employee satisfaction, increased productivity, and better overall relationships with customers and clients. Furthermore, organizations that are committed to ethical practices and social responsibility are likely to benefit in terms of trust and reputation. Ultimately, organizations can benefit from organizational justice when it serves as a source of motivation, engagement, and goodwill rather than simply a "right thing to do.

experienced during the events are used to make sense of the encounters cognitively, and fair- ness is assessed, which involves holding a party responsible for the fair or unfair act. These experiences are encoded into memory accord- ing to these parties (e.g., supervisors, coworkers, customers) and influence the inter- pretation of subsequent events involving each party. Simultaneously, employees are privy to the experiences of others, either as third-party observers or through social information pro- cessing. Over time, and influenced by ASA, socialization, and various top–down influences, individuals working together form shared per- ceptions of the fairness of these various parties (multifoci justice climate), and ultimately, overall justice. Every step of the way, individ- ual differences (e.g., moral identity, justice orientation) and contextual influences (e.g., organizational structure) can moderate these pro- cesses. Many of the theories reviewed at the start of this paper are necessary to explain this series of events, as are the themes currently alive in the broader organizational sciences. In essence, it has been argued that employee attitudes and beha- viors are strongly influenced by the processes by which they look in, around, and out. This review would be incomplete without a proposed agenda for future empirical work focused on employee-centered justice. Indeed, the recasting of justice in terms of employee experiences has already unveiled a number of propositions in need of testing. In terms of look- ing in, more work is needed that models the unfolding and amending of justice perceptions over time as new events are experienced. The- ory has pointed to a temporal process by which multifoci justice perceptions inform overall jus- tice perceptions, but a complete body of empiri- cal evidence is lacking. In terms of looking around, exciting theoretical advances have been made regarding justice climate emer- gence, social network effects, the contagion properties of justice, and the convergence of multifoci justice climates into overall justice climate. These ideas are ripe for a large number of innovative empirical investigations that care- fully consider the influence of time and mem- ory in these processes. Finally, in terms of looking out, multilevel, multidisciplinary work is needed that explores how value structures involving CSR mature over time. The evolution of instrumental to relational to deontic motives for engaging in CSR may resemble moral development as it is seen in individuals. In addi- tion or alternatively, the internalization of CSR concerns may be maximized when multifinality is present, or when CSR is viewed by multiple stakeholders as self-determined. These ideas represent interesting cross-disciplinary applica- tions in need of empirical verification. Finally, the person-centric position (Weiss & Rupp, in press) argues for a study of truly employee-centered justice. The primary goal of such an investigation would be to determine the nature of employee justice, as it is experi- enced by employees. Such an investigation would ask the question: is ‘‘justice’’ an experi- ential event, or might it instead be a broader term for a temporal process involving anticipa- tion, experience, and rumination surrounding ethics-related events? Although this review has pointed to examples of justice research that has considered events, affective reactions, and coun- terfactual thinking, more research is needed that investigates the subjective, naturally occurring justice-related experiences of employees. Such research would not take on the primary goal of better understanding decision-making, imposing justice questions onto employees through sur- veys, or even predicting ethical behavior in orga- nizations. Rather, the sole purpose would be to increase our understanding of the experiences themselves, and in doing so, more directly cap- ture how employees experience their lives while working. To advance research in this area, future investigations would require the observation and measurement of individuals in situ and over periods of time, allowing for the tracking of cog- nitive processes (encoding, retrieval, forecasts); spikes, trends, and cycles of affect; and temporal changes in normal-spectrum psychopathological 86 Organizational Psychology Review 1(1) Downloaded from opr.sagepub.com at PENNSYLVANIA STATE UNIV on May 17, 2016.

[Audio] Organizational justice has long been discussed, but is now gaining recognition as an employee-focused understanding. It assesses fairness of the outcomes, the pathways towards them, the explanations for them, and how employees are treated by those in charge. This newer comprehension of justice is beneficial in aiding employees in understanding and negotiating their complicated work environment. To gain a better grasp of this concept, research is conducted through content analysis, verbal protocol analysis, experience sampling, and physiological measurement. With this, we concentrate on gaining a comprehensive comprehension of employee-centric justice, as well as its related methods, rather than concentrating merely on predicting attitudes and behaviors..

[Audio] Organizational justice has become a vital part of the business world. Research has explored the significance of looking inward, outward, and around in order to identify employee perceptions of fairness. Jones, Willness, and Macneil have adopted signaling theory to develop this idea. Subsequent scholars such as Adams, who explored social exchange, Agarwal and Hoetker, who investigated the growth of management in comparison to other disciplines, Aguilera et al., who concentrated on corporate social responsibility, and Ambrose, who has produced work on organizational responsibility, have added to this concept. By utilizing these theories, it is possible to comprehend the significance of fairness and organizational justice for businesses and their employees..

[Audio] Organizational justice is a concept that has been studied for many decades, but is often difficult to define. Since the 1970s, research has focused on the relationship between fairness, justice, and trust in the workplace, and how this can affect the organization's overall performance. Carroll's (1979) 3-dimensional approach to corporate performance, and Cohen-Charash and Spector's (2001) meta-analysis of justice in organizations, have both confirmed the importance of fairness in outcomes, fairness in processes, accountability for processes and outcomes, and respectful interpersonal treatment. Now, organizational justice is seen from the viewpoint of the employee, and looks at fairness in the workplace as well as from external perspectives. For successful organizations, fostering trust and providing a sense of fairness to all employees is of the utmost importance..

[Audio] Organizational justice is an concept that evaluates how fairly outcomes and processes are handled, both inside and outside of the organization. It also looks into how those in positions of power interact with employees. Studies conducted by Degoey, Ehrhart, Ellis, Fassina, Jones, Uggerslev, Folger, Folger and Cropanzano, and Folger and Skarlicki have found evidence to suggest that it is connected to aspects such as leadership, organizational citizenship behavior, moral emotions, and deontic justice. Gilliland further explored how these findings are applicable in real-world scenarios..

[Audio] Organizational justice is a key factor in creating a workplace where employees feel valued and respected. Studies have demonstrated that organizational justice can significantly improve employee morale, performance, and overall organizational results. To have a meaningful impact, organizational justice must consider the outcome of the process, the procedures leading to the outcome, and the treatment employees receive from people in positions of authority. Research conducted by Kruglanski et al, Kuenzi and Schminke, Kwon, Rupp and Young, Lavelle et al, Li and Cropanzano, and Liao and Rupp has contributed to our understanding of the importance of organizational justice and its effects. By understanding the value of organizational justice, companies can create a more trusting and productive work atmosphere for their employees..

[Audio] Organizational justice is an important consideration in the modern workplace. It goes beyond the traditional notion of fairness by examining not only the results achieved but the process that led to it, the explanations of why the decision was made and the individual's individual experience of being treated respectfully. Studies have shown that organizational citizenship behavior is influenced by moral identity, perceptions of fairness and motivation to participate in organizational activities, and that various aspects of justice have a major effect on the creation of a positive working environment. Companies that foster justice and respect for their employees can improve morale, motivation and dedication. Taking into account the concept of organizational justice can help create a healthier and more satisfying working environment..

[Audio] Organizational justice is a vital concept when it comes to the workplace. It is based on the trust and respect between employers and workers, and contains ways to guarantee that employees are dealt with in a just and balanced fashion. Research has revealed that usually it is seen as a worker-driven thought process, taking into account how people are treated both within the organization and by those they are answerable to. To better comprehend these interactions, many studies have been carried out, including those by Ryan and Deci (2000), Salancik and Pfeffer (1978), Schminke et al. (2002), Schneider (1987), Sen et al. (2006), Sen et al. (2009), Simons (2002) and Simons and Roberson (2003), and Skarlicki and Kulik (2005). These studies investigate how such dynamics impact employee opinions and actions, as well as how sentiments of fairness can alter the workings of the organization. Results of these studies show that when these dynamics are effectively managed, it can lead to various improvements in the workplace..

[Audio] Organizational justice has been recognized as a crucial employee-centered construct. Research by a number of authors such as Tyler and Lind, Valentine and Fleischman, Van den Bos, Waddock, Bodwell, Graves, Walumbwa, Wu, Orwa, Weiss, and Cropanzano has provided invaluable insights into how authority, ethics, corporate social responsibility, job satisfaction and procedural justice influence the perception of organizational justice. Examination of affective and attitudinal responses to organizational justice has been discussed in a volume of Research in Organizational Behavior by Cummings and Staw, which provides an analysis and critical review of the subject..