-
Views
-
Cite
Cite
Steven Nimmo, Organizational justice and the psychological contract, Occupational Medicine, Volume 68, Issue 2, March 2018, Pages 83–85, https://doi.org/10.1093/occmed/kqx115
Close - Share Icon Share
Extract
Justice can be defined as the quality of being fair and reasonable. It may be framed in terms of law, morality, ethics, religion and equity and the concept of justice varies from culture to culture. Theories of justice have a long pedigree, and one of the earliest theories is defined in Plato’s (428–348 BC) Republic in terms of the harmonious relationship between the individual and the just city state: ‘A just man is a man in the right place, doing his best and giving the equivalent of what he has received.’ Other philosophers have argued that justice is determined by natural law, the social contract, or the principle of egalitarianism. There are many theories of distributive, retributive and restorative justice.
The effect of justice within organizations was first explored in the 1960s. In 1987, Greenberg developed the formal concept of organizational justice, referring to employee perceptions of fairness in the workplace [1]. Organizational justice is further classified into four categories: distributive, procedural, informational and interactional (or interpersonal) justice [2]. Distributive justice refers to perception of fairness of outcomes. Procedural justice refers to perception of the fairness of processes. Informational justice refers to explanations provided to people to justify fairness of procedures and outcomes. Interactional justice refers to the degree with which people perceive that they are treated with equity, dignity and respect.
