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Organizational Justice

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Organizational Justice
2.1 Theory Organization justice plays a very important role in employee motivation, loyalty, and well-being (Mc Shane et al, 2013). To minimize the feeling of injustice, corporate leaders have to understand well of the concepts, theory and forms of organization justice (Mc Shane et al, 2013). There are three different but overlapping forms of organization justice, which are: Procedural Organizational Justice, Interactional Organizational Justice and Distributive Organizational Justice ( Elovainio et al, 2002).

2.1.1 Procedural organizational justice: According to Oxford Dictionary, procedure refers to 'an established or official way of doing something'. Procedural justice is the idea of fairness in the processes of resolving disputes and allocating resources (Mehta, 2009). It is where "You have to do the right thing in the right way". Procedures are important to prevent misuse of power and . It “must be seen to be done” (Karris, n.d). It establishes certain principles specifying and governing the roles of participants within the decision-making processes (Russell, et al). It emphasizes the fairness and the transparency of the processes by which decisions are made, and may be difference with distributive justice (fairness in the distribution of rights or resources), and retributive justice (fairness in the rectification of wrongs) (Mehta, 2009). Hearing all parties before making any decision is one of the step which would be considered well so that a process may then be characterized as procedurally fair. Yet if the requirements of distributive or corrective justice are not met, some theories state that fair procedure still leads to equitable outcomes (Mc Shane et al, 2013). In three papers, Leventhal and his colleagues (Leventhal, 1976, 1980; Leventhal, Karuza, & Fry, 1980) recognized some core attributes that build up a just process. It is practical constantly to all, free of bias, specific, representative of relevant stakeholders, correctable and

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