Relationship between organizational justice and employee work outcomes: a cross‐national study

TLDR

The study investigates how perceptions of organizational justice affect employee work outcomes, with moderation by individual differences shaped by societal culture. Power distance moderated the links between perceived justice and satisfaction, performance, and absenteeism, with stronger effects among those scoring lower on power distance, especially in the U.S. sample.

Abstract

Abstract This study examined the influence of organizational justice perceptions on employee work outcome relationships as moderated by individual differences that are influenced by societal culture. Power distance, but not country or individualism, moderated the relationships between perceived justice and satisfaction, performance, and absenteeism. The effects of perceived justice on these outcomes were stronger among individuals scoring lower on power distance index, and most of these study participants were in the U.S. (versus Hong Kong) sample. Limitations of the study and the implications of the findings for managing cross‐culturally are discussed. Copyright © 2001 John Wiley & Sons, Ltd.