The Two recent articles (Colquitt & Paddock, 2009;

The purpose of this research is to
contribute to and expand upon this foundation in actor-based justice research
by further examining differences in perception
between supervisors and subordinates in order to gain a better and full
understanding of what justice means in the eye of today’s employees.

It is very important to understand the actors perceptions in this
framework because their decisions directly affect the recipients (employees)
attitudes and behaviours . Two recent articles (Colquitt & Paddock, 2009;
Scott, Garza, Conlon, & Kim, 2014), 
have placed a foundation for organisational justice research with
regards to actors in terms of introducing a model for understanding justice
rule adherence and violations; Both articles noted that future research needs
to examine  whether supervisors perceive
organisational justice differently than their subordinates, the extent to of
these differences, and the impact on employee outcomes of these differences in
organisational justice perceptions.

We Will Write a Custom Essay Specifically
For You For Only $13.90/page!


order now

Although
organisational justice has received significant attention, to date there has
been limited research focused on the actor’s side, that is,
manager/supervisors’ perceptions of justice. Only few studies have examined
employee and manager’s perceptions of organisational justice. Most of the
research has focused on how employees view and react to a manager’s or a
company’s actions.

All employees likely make evaluations on whether or not the
workplace is treating them fairly. Furthermore, these evaluations may influence
companies tremendously, as meta-analyses have consistently linked justice to
many important organizational outcomes, such as task performance,
organizational citizenship behaviors (OCBs), counterproductive work behaviors (CWBs),
and organizational commitment (Colquitt, Conlon, Wesson, Porter, & Ng,
2001; Colquitt et al., 2013). Consequently, workers who view their workplaces
as unfair contribute less to their success. Therefore; having positive subordinate-supervisor working relationships
allow organisations to reach their goals easily. The success of these
relationships is based on the way that subordinates perceive their supervisors’
actions whilst working (Tsui& O’Reilly, 1989). Thus, it is important to
understand how do actors perceive justice as their decisions tie into subordinates
attitudes and behaviuors which affect the organization in which they all work
(Cohen-Charash&Spector, 2001).

 Increasing globalisation of
business has required organisations to more effectively manage their employees
(Bal, Buzkort,2014). Organisational justice has been associated with both
employee and organisational outcomes (Colquitt,2013) and part of this
management requirement; Colquitt et al (2001) indicated that justice dimensions
( i.e. distributive, procedural, interpersonal, and informational justice )  have been found to be important determinants
and predictors of several outcomes at work such as organisational commitment,
OCB, job satisfaction and employee turnover intention.

As the pace of industry and organisations has rapidly increased in
response to changing markets and business expansions, the role of employees’
contributions has become more important. Organisations have a responsibility to
offer a suitable and fair environment for employees participation in order to
increase performance and meet demands in this global competitive market.

2.1
Introduction

1.    
Background
and Literature Review

 

 

 

 

 

 

 

This research study will provide a detailed review and analysis of
the conceptualisation of organisational justice over the last decades; taking
into consideration how justice factors, measurement scales, working experiences
and perceptions have changed over this long period of time, in order to gain a
better understanding of what organizational justice means in the eye of today’s
supervisors-subordinates and examining potential differences in their perceptions.

In the past three decades, organisational
behaviour literature has focused considerable attention on the topic of
organisational justice. Scholars have developed theories to explore perceptions
of justice at the workplace, including a number of conceptual and theoretical
models. However, it’s argued that researchers have not examined
the full scope of
how employees fully experience justice at the workplace today as the concept of
justice is based on observations that preexist the 21st century workplace and
doesn’t fit the modern workplace today. Furthermore, it is argued that organisational justice research
has not fully answered how justice actors (supervisors) perceive justice at the
workplace As the majority of studies have been focused on how
recipients(subordinates) of justice react.