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What is Organizational Justice

Key Factors and Use Cases of Servant Leadership Driving Organizational Performance
It involves the employees’ perceptions of fairness and transparency in the workplace, which are key in leveraging organizational performance, given that they connect to substantial individual and organizational outcomes. Thus, it is entails three core vectors: distributive justice (including the range to which employees understand the outcomes of their work), procedural justice (encompassing the scope to which employees perceive the pay system and other work outcomes), and interactional justice (which refers to the extent that employees feel treated with respect, care, and dignity).
Published in Chapter:
To Serve, and to Be Served: Servant Leadership Inputs on Leveraging Organizational Performance
Diana Fernandes (University of Minho, Portugal)
DOI: 10.4018/978-1-7998-8820-8.ch001
Through a systematic literature review, this chapter aims at mapping the servant leader's psychosomatic traits in organizational contexts, and how these induce beneficial effects in organizational performance. It predicts that such leaders would need to display those traits, crystallized into a set of attitudes and behaviors, to address, manage, and overcome the challenges brought by globalization. Leaders would need to be keen on displaying broad knowledge and experience, as well as boundless curiosity and enthusiasm, which also connects to the need of entailing a contagious optimism towards every aspect of life, openly believing in people and teamwork. They need to be assertive and assume high standards in ethical and moral terms, taking risks, and focusing on the long-term growth. Such leaders will commit to excellence, making use of a constant adaptive capacity, because authenticity, integrity, cooperation, and confidence are their distinctive trademarks. Those personality traits, exerted under the servant leadership style, increase overall organizational performance.
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Understanding and Managing Organisational Culture and Justice: Implications for Higher Education Institutions
Organizational justice is a personal evaluation about the ethical and moral standing of managerial conduct.
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Effective Communication Processes: The Responsibility of University Management for Enhanced Organizational Justice (OJ)
Concerns how employees’ view fairness in the workplace. It means the perception of an employee and/or group of employees regarding the fairness received from an organization.
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Organizational Justice in Virtual Team Settings
The study of fairness in the workplace. This construct includes four components: distributive justice, procedural justice, interpersonal justice, and informational justice
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Organizational Justice: The Injustice in the Foundation of Organizational Citizenship Behavior within Higher Education Institutions
Is based on an individual’s perception of the fairness of treatment received from an organization, and their behavioral reactions to such perceptions.
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Leveraging Workforce Diversity using a Multidimensional Approach
The extent to which employees perceive fairness of the distribution of resources, procedures, and interactions within a diverse organization.
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Conflict With Co-Workers: A Root of Occupational Stress
Organizational justice denotes the perception of any specific community towards right or wrong, justice and injustice at the workplace by the return they receive, procedures used to distribute those results, and the total experience they gather during their tenure with an organization.
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Renewed Image of Higher Education: Globalization of Higher Education through Organizational Justice and Culture
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The New Chief Diversity Officer: Establishing a Diversity, Equity, Inclusion, and Belonging Initiative
The idea that an action or decision is morally right, which may be defined according to ethics, religion, fairness, equity, or the law. Perceptions of justice influence many key organizational outcomes, such as motivation and job satisfaction.
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