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Types subsection</span> </button> <ul id="toc-Types-sublist" class="vector-toc-list"> <li id="toc-Distributive" class="vector-toc-list-item vector-toc-level-2"> <a class="vector-toc-link" href="#Distributive"> <div class="vector-toc-text"> <span class="vector-toc-numb">4.1</span> <span>Distributive</span> </div> </a> <ul id="toc-Distributive-sublist" class="vector-toc-list"> </ul> </li> <li id="toc-Procedural" class="vector-toc-list-item vector-toc-level-2"> <a class="vector-toc-link" href="#Procedural"> <div class="vector-toc-text"> <span class="vector-toc-numb">4.2</span> <span>Procedural</span> </div> </a> <ul id="toc-Procedural-sublist" class="vector-toc-list"> </ul> </li> <li id="toc-Interactional" class="vector-toc-list-item vector-toc-level-2"> <a class="vector-toc-link" href="#Interactional"> <div class="vector-toc-text"> <span class="vector-toc-numb">4.3</span> <span>Interactional</span> </div> </a> <ul id="toc-Interactional-sublist" class="vector-toc-list"> </ul> </li> <li id="toc-Proposed_models" class="vector-toc-list-item vector-toc-level-2"> <a class="vector-toc-link" href="#Proposed_models"> <div class="vector-toc-text"> <span class="vector-toc-numb">4.4</span> <span>Proposed models</span> </div> </a> <ul id="toc-Proposed_models-sublist" class="vector-toc-list"> </ul> </li> </ul> </li> <li id="toc-The_role_of_affect_in_perceptions" class="vector-toc-list-item vector-toc-level-1 vector-toc-list-item-expanded"> <a class="vector-toc-link" href="#The_role_of_affect_in_perceptions"> <div class="vector-toc-text"> <span class="vector-toc-numb">5</span> <span>The role of affect in perceptions</span> </div> </a> <ul id="toc-The_role_of_affect_in_perceptions-sublist" class="vector-toc-list"> </ul> </li> <li id="toc-Antecedents_of_perceptions" class="vector-toc-list-item vector-toc-level-1 vector-toc-list-item-expanded"> <a class="vector-toc-link" href="#Antecedents_of_perceptions"> <div class="vector-toc-text"> <span class="vector-toc-numb">6</span> <span>Antecedents of perceptions</span> </div> </a> <button aria-controls="toc-Antecedents_of_perceptions-sublist" class="cdx-button cdx-button--weight-quiet cdx-button--icon-only vector-toc-toggle"> <span class="vector-icon mw-ui-icon-wikimedia-expand"></span> <span>Toggle Antecedents of perceptions subsection</span> </button> <ul id="toc-Antecedents_of_perceptions-sublist" class="vector-toc-list"> <li id="toc-Employee_participation" class="vector-toc-list-item vector-toc-level-2"> <a class="vector-toc-link" href="#Employee_participation"> <div class="vector-toc-text"> <span class="vector-toc-numb">6.1</span> <span>Employee participation</span> </div> </a> <ul id="toc-Employee_participation-sublist" class="vector-toc-list"> </ul> </li> <li id="toc-Communication" class="vector-toc-list-item vector-toc-level-2"> <a class="vector-toc-link" href="#Communication"> <div class="vector-toc-text"> <span class="vector-toc-numb">6.2</span> <span>Communication</span> </div> </a> <ul id="toc-Communication-sublist" class="vector-toc-list"> </ul> </li> <li id="toc-Justice_climate" class="vector-toc-list-item vector-toc-level-2"> <a class="vector-toc-link" href="#Justice_climate"> <div class="vector-toc-text"> <span class="vector-toc-numb">6.3</span> <span>Justice climate</span> </div> </a> <ul id="toc-Justice_climate-sublist" class="vector-toc-list"> </ul> </li> </ul> </li> <li id="toc-Outcomes_of_perceptions" class="vector-toc-list-item vector-toc-level-1 vector-toc-list-item-expanded"> <a class="vector-toc-link" href="#Outcomes_of_perceptions"> <div class="vector-toc-text"> <span class="vector-toc-numb">7</span> <span>Outcomes of perceptions</span> </div> </a> <button aria-controls="toc-Outcomes_of_perceptions-sublist" class="cdx-button cdx-button--weight-quiet cdx-button--icon-only vector-toc-toggle"> <span class="vector-icon mw-ui-icon-wikimedia-expand"></span> <span>Toggle Outcomes of perceptions subsection</span> </button> <ul id="toc-Outcomes_of_perceptions-sublist" class="vector-toc-list"> <li id="toc-Trust" class="vector-toc-list-item vector-toc-level-2"> <a class="vector-toc-link" href="#Trust"> <div class="vector-toc-text"> <span class="vector-toc-numb">7.1</span> <span>Trust</span> </div> </a> <ul id="toc-Trust-sublist" class="vector-toc-list"> </ul> </li> <li id="toc-Performance" class="vector-toc-list-item vector-toc-level-2"> <a class="vector-toc-link" href="#Performance"> <div class="vector-toc-text"> <span class="vector-toc-numb">7.2</span> <span>Performance</span> </div> </a> <ul id="toc-Performance-sublist" class="vector-toc-list"> </ul> </li> <li id="toc-Job_satisfaction_and_organizational_commitment" class="vector-toc-list-item vector-toc-level-2"> <a class="vector-toc-link" href="#Job_satisfaction_and_organizational_commitment"> <div class="vector-toc-text"> <span class="vector-toc-numb">7.3</span> <span>Job satisfaction and organizational commitment</span> </div> </a> <ul id="toc-Job_satisfaction_and_organizational_commitment-sublist" class="vector-toc-list"> </ul> </li> <li id="toc-Organizational_citizenship_behavior" class="vector-toc-list-item vector-toc-level-2"> <a class="vector-toc-link" href="#Organizational_citizenship_behavior"> <div class="vector-toc-text"> <span class="vector-toc-numb">7.4</span> <span>Organizational citizenship behavior</span> </div> </a> <ul id="toc-Organizational_citizenship_behavior-sublist" class="vector-toc-list"> </ul> </li> <li id="toc-Counterproductive_work_behaviors" class="vector-toc-list-item vector-toc-level-2"> <a class="vector-toc-link" href="#Counterproductive_work_behaviors"> <div class="vector-toc-text"> <span class="vector-toc-numb">7.5</span> <span>Counterproductive work behaviors</span> </div> </a> <ul id="toc-Counterproductive_work_behaviors-sublist" class="vector-toc-list"> </ul> </li> <li id="toc-Absenteeism_and_withdrawal" class="vector-toc-list-item vector-toc-level-2"> <a class="vector-toc-link" href="#Absenteeism_and_withdrawal"> <div class="vector-toc-text"> <span class="vector-toc-numb">7.6</span> <span>Absenteeism and withdrawal</span> </div> </a> <ul id="toc-Absenteeism_and_withdrawal-sublist" class="vector-toc-list"> </ul> </li> <li id="toc-Emotional_exhaustion" class="vector-toc-list-item vector-toc-level-2"> <a class="vector-toc-link" href="#Emotional_exhaustion"> <div class="vector-toc-text"> <span class="vector-toc-numb">7.7</span> <span>Emotional exhaustion</span> </div> </a> <ul id="toc-Emotional_exhaustion-sublist" class="vector-toc-list"> </ul> </li> <li id="toc-Health" class="vector-toc-list-item vector-toc-level-2"> <a class="vector-toc-link" href="#Health"> <div class="vector-toc-text"> <span class="vector-toc-numb">7.8</span> <span>Health</span> </div> </a> <ul id="toc-Health-sublist" class="vector-toc-list"> </ul> </li> <li id="toc-Turnover_intention" class="vector-toc-list-item vector-toc-level-2"> <a class="vector-toc-link" href="#Turnover_intention"> <div class="vector-toc-text"> <span class="vector-toc-numb">7.9</span> <span>Turnover intention</span> </div> </a> <ul id="toc-Turnover_intention-sublist" class="vector-toc-list"> </ul> </li> <li id="toc-Conflict_management" class="vector-toc-list-item vector-toc-level-2"> <a class="vector-toc-link" href="#Conflict_management"> <div class="vector-toc-text"> <span class="vector-toc-numb">7.10</span> <span>Conflict management</span> </div> </a> <ul id="toc-Conflict_management-sublist" class="vector-toc-list"> </ul> </li> </ul> </li> <li id="toc-See_also" class="vector-toc-list-item vector-toc-level-1 vector-toc-list-item-expanded"> <a class="vector-toc-link" href="#See_also"> <div class="vector-toc-text"> <span class="vector-toc-numb">8</span> <span>See also</span> </div> </a> <ul id="toc-See_also-sublist" class="vector-toc-list"> </ul> </li> <li id="toc-References" class="vector-toc-list-item vector-toc-level-1 vector-toc-list-item-expanded"> <a class="vector-toc-link" href="#References"> <div class="vector-toc-text"> <span class="vector-toc-numb">9</span> <span>References</span> </div> </a> <ul id="toc-References-sublist" class="vector-toc-list"> </ul> </li> </ul> </div> </div> </nav> </div> </div> <div class="mw-content-container"> <main id="content" class="mw-body"> <header class="mw-body-header vector-page-titlebar"> <nav aria-label="Contents" class="vector-toc-landmark"> <div id="vector-page-titlebar-toc" class="vector-dropdown vector-page-titlebar-toc vector-button-flush-left" > <input type="checkbox" id="vector-page-titlebar-toc-checkbox" role="button" aria-haspopup="true" data-event-name="ui.dropdown-vector-page-titlebar-toc" class="vector-dropdown-checkbox " aria-label="Toggle the table of contents" > <label id="vector-page-titlebar-toc-label" for="vector-page-titlebar-toc-checkbox" class="vector-dropdown-label cdx-button cdx-button--fake-button cdx-button--fake-button--enabled cdx-button--weight-quiet cdx-button--icon-only " aria-hidden="true" ><span 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</ul> </div> </div> </div> </div> </div> </div> </nav> </div> </div> </div> <div class="vector-column-end"> <div class="vector-sticky-pinned-container"> <nav class="vector-page-tools-landmark" aria-label="Page tools"> <div id="vector-page-tools-pinned-container" class="vector-pinned-container"> </div> </nav> <nav class="vector-appearance-landmark" aria-label="Appearance"> <div id="vector-appearance-pinned-container" class="vector-pinned-container"> <div id="vector-appearance" class="vector-appearance vector-pinnable-element"> <div class="vector-pinnable-header vector-appearance-pinnable-header vector-pinnable-header-pinned" data-feature-name="appearance-pinned" data-pinnable-element-id="vector-appearance" data-pinned-container-id="vector-appearance-pinned-container" data-unpinned-container-id="vector-appearance-unpinned-container" > <div class="vector-pinnable-header-label">Appearance</div> <button class="vector-pinnable-header-toggle-button vector-pinnable-header-pin-button" data-event-name="pinnable-header.vector-appearance.pin">move to sidebar</button> <button class="vector-pinnable-header-toggle-button vector-pinnable-header-unpin-button" data-event-name="pinnable-header.vector-appearance.unpin">hide</button> </div> </div> </div> </nav> </div> </div> <div id="bodyContent" class="vector-body" aria-labelledby="firstHeading" data-mw-ve-target-container> <div class="vector-body-before-content"> <div class="mw-indicators"> </div> <div id="siteSub" class="noprint">From Wikipedia, the free encyclopedia</div> </div> <div id="contentSub"><div id="mw-content-subtitle"></div></div> <div id="mw-content-text" class="mw-body-content"><div class="mw-content-ltr mw-parser-output" lang="en" dir="ltr"><div class="shortdescription nomobile noexcerpt noprint searchaux" style="display:none">Social justice theory</div> <style data-mw-deduplicate="TemplateStyles:r1236090951">.mw-parser-output .hatnote{font-style:italic}.mw-parser-output div.hatnote{padding-left:1.6em;margin-bottom:0.5em}.mw-parser-output .hatnote i{font-style:normal}.mw-parser-output .hatnote+link+.hatnote{margin-top:-0.5em}@media print{body.ns-0 .mw-parser-output .hatnote{display:none!important}}</style><div role="note" class="hatnote navigation-not-searchable">Organizational injustice <i>redirects to here, and is the flip-side, often more easily considered</i>.</div> <p>Greenberg (1987) introduced the concept of <b>organizational justice</b> with regard to how an employee judges the behavior of the organization and the employee's resulting attitude and behaviour.<sup id="cite_ref-1" class="reference"><a href="#cite_note-1"><span class="cite-bracket">[</span>1<span class="cite-bracket">]</span></a></sup> For example, if a firm makes redundant half of the workers, an employee may feel a sense of injustice with a resulting change in attitude and a drop in productivity. </p><p><a href="/wiki/Justice" title="Justice">Justice</a> or fairness refers to the idea that an action or decision is morally right, which may be defined according to ethics, religion, fairness, equity, or law. People are naturally attentive to the justice of events and situations in their everyday lives, across a variety of contexts.<sup id="cite_ref-2" class="reference"><a href="#cite_note-2"><span class="cite-bracket">[</span>2<span class="cite-bracket">]</span></a></sup> Individuals react to actions and decisions made by organizations every day. An individual's perceptions of these decisions as fair or unfair can influence the individual's subsequent attitudes and behaviors. Fairness is often of central interest to organizations because the implications of perceptions of injustice can impact job attitudes and behaviors at work. Justice in organizations can include issues related to perceptions of fair pay, equal opportunities for promotion, and personnel selection procedures. </p><p>There are two forms of Organizational Justice; outcome favorability and outcome justice. Outcome favorability is a judgement based on personal worth, and outcome justice is based on moral propriety.<sup class="noprint Inline-Template Template-Fact" style="white-space:nowrap;">[<i><a href="/wiki/Wikipedia:Citation_needed" title="Wikipedia:Citation needed"><span title="This claim needs references to reliable sources. (June 2021)">citation needed</span></a></i>]</sup> Managers often believe that employees think of justice as merely the desired outcome. </p> <meta property="mw:PageProp/toc" /> <div class="mw-heading mw-heading2"><h2 id="Overview">Overview</h2><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_justice&action=edit&section=1" title="Edit section: Overview"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <p>Four components of organizational justice are distributive, procedural, interpersonal, and informational justice. Research also suggests the importance of affect and emotion in the appraisal of the fairness of a situation as well as one's behavioral and attitudinal reactions to the situation.<sup id="cite_ref-:10_3-0" class="reference"><a href="#cite_note-:10-3"><span class="cite-bracket">[</span>3<span class="cite-bracket">]</span></a></sup> Much literature in the industrial/organizational psychology field has examined organizational justice as well as the associated outcomes. Perceptions of justice influence many key organizational outcomes such as motivation and job satisfaction.<sup id="cite_ref-4" class="reference"><a href="#cite_note-4"><span class="cite-bracket">[</span>4<span class="cite-bracket">]</span></a></sup><sup id="cite_ref-:4_5-0" class="reference"><a href="#cite_note-:4-5"><span class="cite-bracket">[</span>5<span class="cite-bracket">]</span></a></sup> </p><p>Recent criticism of the conception of organizational justice as an attitudinal perception note the danger of mistaking a worker’s perception of just treatment with a worker being treated fairly .<sup id="cite_ref-6" class="reference"><a href="#cite_note-6"><span class="cite-bracket">[</span>6<span class="cite-bracket">]</span></a></sup> </p> <div class="mw-heading mw-heading2"><h2 id="Corporate_social_responsibility">Corporate social responsibility</h2><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_justice&action=edit&section=2" title="Edit section: Corporate social responsibility"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <p>A concept related to organizational justice is <a href="/wiki/Corporate_social_responsibility" title="Corporate social responsibility">corporate social responsibility</a> (CSR). Organizational justice generally refers to perceptions of fairness in treatment of individuals internal to that organization while corporate social responsibility focuses on the fairness of treatment of entities external to the organization. Corporate social responsibility refers to a mechanism by which businesses monitor and regulate their performance in line with moral and societal standards such that it has positive influences on all of its stakeholders.<sup id="cite_ref-7" class="reference"><a href="#cite_note-7"><span class="cite-bracket">[</span>7<span class="cite-bracket">]</span></a></sup> Thus, CSR involves organizations going above and beyond what is moral or ethical and behaving in ways that benefit members of society in general. A study by Susen and Etter (2024) found that perceptions of organizational justice mediate the link between ESG performance and employee satisfaction, underscoring the role of fairness in shaping employee responses to corporate sustainability.<sup id="cite_ref-8" class="reference"><a href="#cite_note-8"><span class="cite-bracket">[</span>8<span class="cite-bracket">]</span></a></sup> Other scholars such as Rupp et al. (2006) have furthermore proposed that an employee's perceptions of their organization's level of corporate social responsibility can impact that individual's own attitudes and perceptions of justice even if they are not the victim of unfair acts.<sup id="cite_ref-9" class="reference"><a href="#cite_note-9"><span class="cite-bracket">[</span>9<span class="cite-bracket">]</span></a></sup> </p> <div class="mw-heading mw-heading2"><h2 id="Roots_in_equity_theory">Roots in equity theory</h2><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_justice&action=edit&section=3" title="Edit section: Roots in equity theory"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <p>The idea of organizational justice stems from <a href="/wiki/Equity_theory" title="Equity theory">equity theory</a>,<sup id="cite_ref-10" class="reference"><a href="#cite_note-10"><span class="cite-bracket">[</span>10<span class="cite-bracket">]</span></a></sup><sup id="cite_ref-:1_11-0" class="reference"><a href="#cite_note-:1-11"><span class="cite-bracket">[</span>11<span class="cite-bracket">]</span></a></sup> which posits that judgments of equity and inequity are derived from comparisons between one's self and others based on inputs and outcomes. Inputs refer to what a person perceives to contribute (e.g., knowledge and effort) while outcomes are what an individual perceives to get out of an exchange relationship (e.g., pay and recognition). Comparison points against which these inputs and outcomes are judged may be internal (one's self at an earlier time) or external (other individuals). </p> <div class="mw-heading mw-heading2"><h2 id="Types">Types</h2><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_justice&action=edit&section=4" title="Edit section: Types"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <p>Researchers have classified three main components of organizational justice: distributive, procedural, and interactional.<sup id="cite_ref-:0_12-0" class="reference"><a href="#cite_note-:0-12"><span class="cite-bracket">[</span>12<span class="cite-bracket">]</span></a></sup> </p> <div class="mw-heading mw-heading3"><h3 id="Distributive">Distributive</h3><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_justice&action=edit&section=5" title="Edit section: Distributive"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <p><b><a href="/wiki/Distributive_justice" title="Distributive justice">Distributive justice</a></b> is conceptualized as the fairness associated with decision outcomes and distribution of resources. The outcomes or resources distributed may be tangible (<i>e.g.</i>, pay) or intangible (<i>e.g.</i>, praise). Perceptions of distributive justice can be fostered when outcomes are perceived to be equally applied.<sup id="cite_ref-:1_11-1" class="reference"><a href="#cite_note-:1-11"><span class="cite-bracket">[</span>11<span class="cite-bracket">]</span></a></sup> Distributive justice may involve one or more of three different rationales for how resources are distributed: equity, equality and need. Equity focuses more on rewarding employees based on their contribution, and thus can be viewed as capitalist justice: the ratio of one's inputs to one's outcomes. Equality on the other hand provides each employee with the same compensation. Finally, need is providing a benefit based on one's personal requirement.<sup id="cite_ref-:0_12-1" class="reference"><a href="#cite_note-:0-12"><span class="cite-bracket">[</span>12<span class="cite-bracket">]</span></a></sup> </p> <div class="mw-heading mw-heading3"><h3 id="Procedural">Procedural</h3><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_justice&action=edit&section=6" title="Edit section: Procedural"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <p><b><a href="/wiki/Procedural_justice" title="Procedural justice">Procedural justice</a></b> is defined as the fairness of the processes that lead to outcomes. When individuals feel that they have a voice in the process or that the process involves characteristics such as consistency, accuracy, ethicality, and lack of bias then procedural justice is enhanced.<sup id="cite_ref-13" class="reference"><a href="#cite_note-13"><span class="cite-bracket">[</span>13<span class="cite-bracket">]</span></a></sup> Procedural justice is the appropriateness of the allocation process.<sup id="cite_ref-:0_12-2" class="reference"><a href="#cite_note-:0-12"><span class="cite-bracket">[</span>12<span class="cite-bracket">]</span></a></sup> It includes six main points which are consistency, lack of bias, accuracy, representation of all concerned, correction and ethics. Procedural justice seems to be essential to maintaining institutional legitimacy. What is more interesting is that procedural justice affects what workers believe about the organization as a whole. </p> <div class="mw-heading mw-heading3"><h3 id="Interactional">Interactional</h3><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_justice&action=edit&section=7" title="Edit section: Interactional"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <p><b><a href="/wiki/Interactional_justice" title="Interactional justice">Interactional justice</a></b> refers to the treatment that an individual receives as decisions are made and can be promoted by providing explanations for decisions and delivering the news with sensitivity and respect.<sup id="cite_ref-:5_14-0" class="reference"><a href="#cite_note-:5-14"><span class="cite-bracket">[</span>14<span class="cite-bracket">]</span></a></sup> A construct validation study published in 2001 suggests that interactional justice should be broken into two components: interpersonal and informational justice.<sup id="cite_ref-:6_15-0" class="reference"><a href="#cite_note-:6-15"><span class="cite-bracket">[</span>15<span class="cite-bracket">]</span></a></sup> <b>Interpersonal justice</b> refers to perceptions of respect and propriety in one's treatment while <b>informational justice</b> relates to the adequacy of the explanations given in terms of their timeliness, specificity, and truthfulness </p><p>Interpersonal justice "reflects the degree to which people are treated with politeness, dignity, and respect by authorities and third parties involved in executing procedures or determining outcomes". </p><p>Informational justice "focuses on explanations provided to people that convey information about why procedures were used in a certain way or why outcomes were distributed in a certain fashion". </p> <div class="mw-heading mw-heading3"><h3 id="Proposed_models">Proposed models</h3><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_justice&action=edit&section=8" title="Edit section: Proposed models"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <p>Three different models have been proposed to explain the structure of organizational justice perceptions including a two factor model, a three factor model, and a four factor model. Many researchers have studied organizational justice in terms of the three factor model;<sup id="cite_ref-:2_16-0" class="reference"><a href="#cite_note-:2-16"><span class="cite-bracket">[</span>16<span class="cite-bracket">]</span></a></sup><sup id="cite_ref-:7_17-0" class="reference"><a href="#cite_note-:7-17"><span class="cite-bracket">[</span>17<span class="cite-bracket">]</span></a></sup> while others have used a two factor model in which interpersonal justice is subsumed under procedural justice while yet some other studies suggest a four factor model best fits the data.<sup id="cite_ref-:6_15-1" class="reference"><a href="#cite_note-:6-15"><span class="cite-bracket">[</span>15<span class="cite-bracket">]</span></a></sup> Greenberg (1990) proposed a two-factor model and Sweeney and McFarlin (1993) found support for a two-factor model composed of distributive and procedural justice. Through the use of <a href="/wiki/Structural_equation_modeling" title="Structural equation modeling">structural equation modeling</a>, Sweeney and McFarlin found that distributive justice was related to outcomes that are person-level (e.g., pay satisfaction) while procedural justice was related to organization-level outcomes (e.g., organizational commitment).<sup id="cite_ref-18" class="reference"><a href="#cite_note-18"><span class="cite-bracket">[</span>18<span class="cite-bracket">]</span></a></sup> </p><p>The accuracy of the two-factor model was challenged by studies that suggested a third factor (interactional justice) may be involved. Some argue that interactional justice is distinct from procedural justice because it represents the social exchange component of the interaction and the quality of treatment whereas procedural justice represents the processes that were used to arrive at the decision outcomes.<sup id="cite_ref-:5_14-1" class="reference"><a href="#cite_note-:5-14"><span class="cite-bracket">[</span>14<span class="cite-bracket">]</span></a></sup> Generally researchers are in agreement regarding the distinction between procedural and distributive justice but there is more controversy over the distinction between interactional and procedural justice.<sup id="cite_ref-:3_19-0" class="reference"><a href="#cite_note-:3-19"><span class="cite-bracket">[</span>19<span class="cite-bracket">]</span></a></sup> Colquitt demonstrated that a four-factor model (including procedural, distributive, interpersonal, and informational justice) fit the data significantly better than a two or three factor model. Colquitt's construct validation study also showed that each of the four components have predictive validity for different key organizational outcomes (e.g., commitment and rule compliance).<sup id="cite_ref-:6_15-2" class="reference"><a href="#cite_note-:6-15"><span class="cite-bracket">[</span>15<span class="cite-bracket">]</span></a></sup> </p><p>Another model of organizational justice proposed by Byrne<sup id="cite_ref-20" class="reference"><a href="#cite_note-20"><span class="cite-bracket">[</span>20<span class="cite-bracket">]</span></a></sup> and colleagues<sup id="cite_ref-21" class="reference"><a href="#cite_note-21"><span class="cite-bracket">[</span>21<span class="cite-bracket">]</span></a></sup> suggested that organizational justice is a multi-foci construct, one where employees see justice as coming from a source - either the organization or their supervisor. Thus, rather than focus on justice as the three or four factor component model, Byrne suggested that employees personify the organization and they distinguish between whether they feel the organization or supervisor have treated them fairly (interactional), use fair procedures (procedural), or allocate rewards or assignments fairly (distributive justice). A number of researchers used this model exploring the possibility that justice is more than just 3 or 4 factors.<sup id="cite_ref-:8_22-0" class="reference"><a href="#cite_note-:8-22"><span class="cite-bracket">[</span>22<span class="cite-bracket">]</span></a></sup> </p> <div class="mw-heading mw-heading2"><h2 id="The_role_of_affect_in_perceptions">The role of affect in perceptions</h2><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_justice&action=edit&section=9" title="Edit section: The role of affect in perceptions"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <p>One of the key constructs that has been shown to play a role in the formation of organizational justice perceptions is <a href="/wiki/Affect_(philosophy)" title="Affect (philosophy)">affect</a>. The precise role of affect in organizational justice perceptions depends on the form of affectivity being examined (emotions, mood, disposition) as well as the context and type of justice being measured. Affect may serve as an antecedent, outcome, or even a mediator of organizational justice perceptions. </p><p>Barsky, et al. provide a model that explains the role of affect and emotions at various stages of the appraisal and reaction stages of justice perception formation and illustrates that injustice is generally an affect-laden and subjective experience.<sup id="cite_ref-:10_3-1" class="reference"><a href="#cite_note-:10-3"><span class="cite-bracket">[</span>3<span class="cite-bracket">]</span></a></sup> Affect and emotions can be part of the reactions to perceived injustice, as studies have shown that the more injustice that is perceived, the higher degrees of negative emotions are experienced. In addition, affect can act as a mediator between justice perceptions and actions taken to redress the perceived injustice. Affect plays this role in equity theory such that negative affective reactions act as a mediator between perceptions and actions, as emotional reactions to justice motivate individuals to take action to restore equity. </p><p>A 2007 meta-analysis by Barsky and Kaplan condenses many studies on this topic and explains that state and trait level affect can influence one's perceptions of justice.<sup id="cite_ref-23" class="reference"><a href="#cite_note-23"><span class="cite-bracket">[</span>23<span class="cite-bracket">]</span></a></sup> It supports the idea that both state and trait level negative affect can act as antecedents to justice perceptions. State and trait level negative affect are negatively associated with interactional, procedural, and distributive justice perceptions. Conversely, positive state and trait affectivity was linked to higher ratings of interactional, procedural and distributive justice. </p><p>Based on the research regarding the central role of affect in justice perceptions, Lang, Bliese, Lang, and Adler (2011) extended this research and studied the idea that sustained clinical levels of negative affect (depression) could be a precursor to perceptions of injustice in organizations. They tested longitudinal cross-lagged effects between organizational justice perceptions and employee depressive symptoms and found that depressive symptoms do lead to subsequent organizational justice perceptions.<sup id="cite_ref-24" class="reference"><a href="#cite_note-24"><span class="cite-bracket">[</span>24<span class="cite-bracket">]</span></a></sup> Thus, affect can serve as an antecedent to justice perceptions in this instance. </p> <div class="mw-heading mw-heading2"><h2 id="Antecedents_of_perceptions">Antecedents of perceptions</h2><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_justice&action=edit&section=10" title="Edit section: Antecedents of perceptions"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <div class="mw-heading mw-heading3"><h3 id="Employee_participation">Employee participation</h3><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_justice&action=edit&section=11" title="Edit section: Employee participation"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <p>One antecedent to perceptions of organizational justice is the extent to which employees feel that they are involved in decision-making or other organizational procedures. Higher levels of justice are perceived when employees feel that they have input in processes than when employees do not perceive that they have the opportunity to participate.(Greenberg & Folger, 1983) The opportunity or ability to participate in decision making improves an individual's perceptions of procedural justice, even when the decision is unfavorable to the individual.<sup id="cite_ref-25" class="reference"><a href="#cite_note-25"><span class="cite-bracket">[</span>25<span class="cite-bracket">]</span></a></sup> In addition, other studies have shown that employee input is related to both procedural and interpersonal justice perceptions.<sup id="cite_ref-:9_26-0" class="reference"><a href="#cite_note-:9-26"><span class="cite-bracket">[</span>26<span class="cite-bracket">]</span></a></sup> </p> <div class="mw-heading mw-heading3"><h3 id="Communication">Communication</h3><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_justice&action=edit&section=12" title="Edit section: Communication"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <p>A second antecedent to organizational justice perceptions is organizational communication with employees. Communication has been shown to be related to interpersonal and informational justice perceptions. The quality of communication by an organization or manager can improve justice perceptions by improving employee perceptions of manager trustworthiness and also by reducing feelings of uncertainty.<sup id="cite_ref-:9_26-1" class="reference"><a href="#cite_note-:9-26"><span class="cite-bracket">[</span>26<span class="cite-bracket">]</span></a></sup> It is important that the information provided be accurate, timely, and helpful in order for the impact on justice perceptions to be positive.<sup id="cite_ref-27" class="reference"><a href="#cite_note-27"><span class="cite-bracket">[</span>27<span class="cite-bracket">]</span></a></sup> </p> <div class="mw-heading mw-heading3"><h3 id="Justice_climate">Justice climate</h3><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_justice&action=edit&section=13" title="Edit section: Justice climate"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <p>Perceptions of organizational justice can be influenced by others, such as co-workers and team members. Recent research suggests that team level perceptions of justice form what is called a 'justice climate' which can impact individuals' own views of justice.<sup id="cite_ref-28" class="reference"><a href="#cite_note-28"><span class="cite-bracket">[</span>28<span class="cite-bracket">]</span></a></sup> Employees working within a team may share their perceptions with one another which can lead to a shared interpretation of the fairness of events. Research findings show that individuals can "learn" justice evaluations from team members and these can lead to homogeneity of justice perceptions within teams, creating a strong justice climate.<sup id="cite_ref-29" class="reference"><a href="#cite_note-29"><span class="cite-bracket">[</span>29<span class="cite-bracket">]</span></a></sup> Thus, group-level perceptions of justice can be conceptualized as an antecedent to individuals' justice perceptions. </p> <div class="mw-heading mw-heading2"><h2 id="Outcomes_of_perceptions">Outcomes of perceptions</h2><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_justice&action=edit&section=14" title="Edit section: Outcomes of perceptions"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <p>Employees' perceptions of injustice within the organization can result in a myriad of outcomes both positive and negative. Outcomes are affected by perceptions of organizational justice as a whole or by different factors of organizational justice. Commonly cited outcomes affected by organizational justice include trust, performance, job satisfaction, organizational commitment, organizational citizenship behaviors (OCBs), counterproductive work behaviors (CWBs), absenteeism, turnover, and emotional exhaustion. </p> <div class="mw-heading mw-heading3"><h3 id="Trust">Trust</h3><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_justice&action=edit&section=15" title="Edit section: Trust"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1236090951"><div role="note" class="hatnote navigation-not-searchable">Main article: <a href="/wiki/Trust_(social_sciences)" class="mw-redirect" title="Trust (social sciences)">Trust (social sciences)</a></div> <p>The relationship between trust and organizational justice perceptions is based on <a href="/wiki/Reciprocity_(social_psychology)" title="Reciprocity (social psychology)">reciprocity</a>. Trust in the organization is built from the employee's belief that since current organizational decisions are fair, future organizational decisions will be fair. The continuance of employee trust in the organization and the organization continuing to meet the employee's expectations of fairness creates the reciprocal relationship between trust and organizational justice.<sup id="cite_ref-:2_16-1" class="reference"><a href="#cite_note-:2-16"><span class="cite-bracket">[</span>16<span class="cite-bracket">]</span></a></sup> Research has found that procedural justice is the strongest predictor of organizational trust.<sup id="cite_ref-:3_19-1" class="reference"><a href="#cite_note-:3-19"><span class="cite-bracket">[</span>19<span class="cite-bracket">]</span></a></sup><sup id="cite_ref-30" class="reference"><a href="#cite_note-30"><span class="cite-bracket">[</span>30<span class="cite-bracket">]</span></a></sup> A positive relationship between an employee and supervisor can lead to trust in the organization.<sup id="cite_ref-:8_22-1" class="reference"><a href="#cite_note-:8-22"><span class="cite-bracket">[</span>22<span class="cite-bracket">]</span></a></sup> </p> <div class="mw-heading mw-heading3"><h3 id="Performance">Performance</h3><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_justice&action=edit&section=16" title="Edit section: Performance"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1236090951"><div role="note" class="hatnote navigation-not-searchable">Main article: <a href="/wiki/Job_performance" title="Job performance">Job performance</a></div> <p>The impact of organizational justice perceptions on performance is believed to stem from equity theory. This would suggest that when people perceive injustice they seek to restore justice. One way that employees restore justice is by altering their level of job performance. Procedural justice affects performance as a result of its impact on employee attitudes. Distributive justice affects performance when efficiency and productivity are involved.<sup id="cite_ref-:3_19-2" class="reference"><a href="#cite_note-:3-19"><span class="cite-bracket">[</span>19<span class="cite-bracket">]</span></a></sup> Improving justice perceptions improves productivity and performance.<sup id="cite_ref-:8_22-2" class="reference"><a href="#cite_note-:8-22"><span class="cite-bracket">[</span>22<span class="cite-bracket">]</span></a></sup> </p> <div class="mw-heading mw-heading3"><h3 id="Job_satisfaction_and_organizational_commitment">Job satisfaction and organizational commitment</h3><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_justice&action=edit&section=17" title="Edit section: Job satisfaction and organizational commitment"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1236090951"><div role="note" class="hatnote navigation-not-searchable">Main articles: <a href="/wiki/Job_satisfaction" title="Job satisfaction">Job satisfaction</a> and <a href="/wiki/Organizational_commitment" title="Organizational commitment">Organizational commitment</a></div> <p>Job satisfaction was found to be positively associated with overall perceptions of organizational justice such that greater perceived injustice results in lower levels of job satisfaction and greater perceptions of justice result in higher levels of job satisfaction.<sup id="cite_ref-:4_5-1" class="reference"><a href="#cite_note-:4-5"><span class="cite-bracket">[</span>5<span class="cite-bracket">]</span></a></sup> Additionally, organizational commitment is related to perceptions of procedural justice such that greater perceived injustice results in diminished commitment while greater perceived justice results in increases commitment to the organization.<sup id="cite_ref-:2_16-2" class="reference"><a href="#cite_note-:2-16"><span class="cite-bracket">[</span>16<span class="cite-bracket">]</span></a></sup><sup id="cite_ref-:3_19-3" class="reference"><a href="#cite_note-:3-19"><span class="cite-bracket">[</span>19<span class="cite-bracket">]</span></a></sup> </p> <div class="mw-heading mw-heading3"><h3 id="Organizational_citizenship_behavior">Organizational citizenship behavior</h3><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_justice&action=edit&section=18" title="Edit section: Organizational citizenship behavior"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1236090951"><div role="note" class="hatnote navigation-not-searchable">Main article: <a href="/wiki/Organizational_citizenship_behavior" title="Organizational citizenship behavior">Organizational citizenship behavior</a></div> <p>Organizational citizenship behaviors are actions that employees take to support the organization that go above and beyond the scope of their job description. OCBs are related to both procedural justice and distributive justice perceptions.<sup id="cite_ref-:2_16-3" class="reference"><a href="#cite_note-:2-16"><span class="cite-bracket">[</span>16<span class="cite-bracket">]</span></a></sup><sup id="cite_ref-:3_19-4" class="reference"><a href="#cite_note-:3-19"><span class="cite-bracket">[</span>19<span class="cite-bracket">]</span></a></sup><sup id="cite_ref-:8_22-3" class="reference"><a href="#cite_note-:8-22"><span class="cite-bracket">[</span>22<span class="cite-bracket">]</span></a></sup> As organizational actions and decisions are perceived as more just, employees are more likely to engage in OCBs. Karriker and Williams (2009) established that OCBs are directed toward either the supervisor or the organization depending on whether the perception of just stems from the supervisor or the organization. Additionally, a relationship was found between interpersonal justice and OCBs; however, this relationship was not mediated by the source of justice perceptions.<sup id="cite_ref-:8_22-4" class="reference"><a href="#cite_note-:8-22"><span class="cite-bracket">[</span>22<span class="cite-bracket">]</span></a></sup> </p> <div class="mw-heading mw-heading3"><h3 id="Counterproductive_work_behaviors">Counterproductive work behaviors</h3><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_justice&action=edit&section=19" title="Edit section: Counterproductive work behaviors"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1236090951"><div role="note" class="hatnote navigation-not-searchable">Main article: <a href="/wiki/Counterproductive_work_behavior" title="Counterproductive work behavior">Counterproductive work behavior</a></div> <p>Counterproductive work behaviors (CWBs) are "intentional behaviors on the part of an organizational member viewed by the organization as contrary to their legitimate interests."<sup id="cite_ref-31" class="reference"><a href="#cite_note-31"><span class="cite-bracket">[</span>31<span class="cite-bracket">]</span></a></sup> There are many reasons that explain why organizational justice can affect CWBs. Increased judgments of procedural injustice, for instance, can lead to employee unwillingness to comply with an organization's rules<sup id="cite_ref-:3_19-5" class="reference"><a href="#cite_note-:3-19"><span class="cite-bracket">[</span>19<span class="cite-bracket">]</span></a></sup> because the relationship between perceived procedural injustice and CWBs could be mediated by perceived normative conflict, i.e., the extent to which employees perceive conflict between the norms of their workgroup and the rules of the organization.<sup id="cite_ref-32" class="reference"><a href="#cite_note-32"><span class="cite-bracket">[</span>32<span class="cite-bracket">]</span></a></sup> Thus, the more perceptions of procedural injustice lead employees to perceived normative conflict, the more it is likely that CWBs occur. </p> <div class="mw-heading mw-heading3"><h3 id="Absenteeism_and_withdrawal">Absenteeism and withdrawal</h3><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_justice&action=edit&section=20" title="Edit section: Absenteeism and withdrawal"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1236090951"><div role="note" class="hatnote navigation-not-searchable">Main article: <a href="/wiki/Absenteeism" title="Absenteeism">Absenteeism</a></div> <p>Absenteeism, or non-attendance, is another outcome of perceived injustice related to equity theory. Failure to receive a promotion is an example of a situation in which feelings of injustice may result in an employee being absent from work without reason. Johns (2001) found that when people saw both their commitment to the organization and the organization's commitment to them as high, absenteeism is diminished.<sup id="cite_ref-33" class="reference"><a href="#cite_note-33"><span class="cite-bracket">[</span>33<span class="cite-bracket">]</span></a></sup> Additionally, withdrawal, or leaving the organization, is a more extreme outcome stemming from the same equity theory principles. Distributive justice perceptions are most strongly related to withdrawal.<sup id="cite_ref-:3_19-6" class="reference"><a href="#cite_note-:3-19"><span class="cite-bracket">[</span>19<span class="cite-bracket">]</span></a></sup> </p> <div class="mw-heading mw-heading3"><h3 id="Emotional_exhaustion">Emotional exhaustion</h3><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_justice&action=edit&section=21" title="Edit section: Emotional exhaustion"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1236090951"><div role="note" class="hatnote navigation-not-searchable">Main article: <a href="/wiki/Emotional_exhaustion" title="Emotional exhaustion">Emotional exhaustion</a></div> <p>Emotional exhaustion, which related to employee health and burnout, is related to overall organizational justice perceptions. As perceptions of justice increase employee health increases and burnout decreases. Distributive, procedural, and interactional justice perceptions are able to capture state specific levels of emotional exhaustion which fade over time; however, overall organizational justice perceptions give the most stable picture of the relationship between justice perceptions and emotional exhaustion over time.<sup id="cite_ref-:7_17-1" class="reference"><a href="#cite_note-:7-17"><span class="cite-bracket">[</span>17<span class="cite-bracket">]</span></a></sup> </p> <div class="mw-heading mw-heading3"><h3 id="Health">Health</h3><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_justice&action=edit&section=22" title="Edit section: Health"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1236090951"><div role="note" class="hatnote navigation-not-searchable">Main article: <a href="/wiki/Social_determinants_of_health" title="Social determinants of health">Social determinants of health</a></div> <p>According to Schunck et al., physical health is related to an employee's perception of distributive justice. As the employee's perception of earnings justice decreases, the physical health of the employee decreases.<sup id="cite_ref-34" class="reference"><a href="#cite_note-34"><span class="cite-bracket">[</span>34<span class="cite-bracket">]</span></a></sup> </p> <div class="mw-heading mw-heading3"><h3 id="Turnover_intention">Turnover intention</h3><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_justice&action=edit&section=23" title="Edit section: Turnover intention"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1236090951"><div role="note" class="hatnote navigation-not-searchable">Main article: <a href="/wiki/Turnover_(employment)" class="mw-redirect" title="Turnover (employment)">Turnover (employment)</a></div> <p>Perceptions of injustice and unfairness are significant antecedents and determinants of turnover intention.<sup id="cite_ref-35" class="reference"><a href="#cite_note-35"><span class="cite-bracket">[</span>35<span class="cite-bracket">]</span></a></sup><sup id="cite_ref-36" class="reference"><a href="#cite_note-36"><span class="cite-bracket">[</span>36<span class="cite-bracket">]</span></a></sup> In other words, turnover intention is a considerable outcome of an employee's fairness perceptions. Although all three dimensions of organizational justice may play a role in an employee's intention to exit an organization, interactional and distributive justice are more predictive of turnover intention than procedural justice.<sup id="cite_ref-37" class="reference"><a href="#cite_note-37"><span class="cite-bracket">[</span>37<span class="cite-bracket">]</span></a></sup> </p> <div class="mw-heading mw-heading3"><h3 id="Conflict_management">Conflict management</h3><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_justice&action=edit&section=24" title="Edit section: Conflict management"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <p>Managers who are sensitive to organizational justice issues are more likely to adopt cooperative conflict management methods in the face of conflicts with employees.<sup id="cite_ref-38" class="reference"><a href="#cite_note-38"><span class="cite-bracket">[</span>38<span class="cite-bracket">]</span></a></sup> </p> <div class="mw-heading mw-heading2"><h2 id="See_also">See also</h2><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_justice&action=edit&section=25" title="Edit section: See also"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <style data-mw-deduplicate="TemplateStyles:r1184024115">.mw-parser-output .div-col{margin-top:0.3em;column-width:30em}.mw-parser-output .div-col-small{font-size:90%}.mw-parser-output .div-col-rules{column-rule:1px solid #aaa}.mw-parser-output .div-col dl,.mw-parser-output .div-col ol,.mw-parser-output .div-col ul{margin-top:0}.mw-parser-output .div-col li,.mw-parser-output .div-col dd{page-break-inside:avoid;break-inside:avoid-column}</style><div class="div-col" style="column-width: 30em;"> <ul><li><a href="/wiki/Corporate_social_responsibility" title="Corporate social responsibility">Corporate social responsibility</a></li> <li><a href="/wiki/Counterproductive_work_behavior" title="Counterproductive work behavior">Counterproductive work behavior</a></li> <li><a href="/wiki/Distributive_justice" title="Distributive justice">Distributive justice</a></li> <li><a href="/wiki/Emotional_exhaustion" title="Emotional exhaustion">Emotional exhaustion</a></li> <li><a href="/wiki/Equity_theory" title="Equity theory">Equity theory</a></li> <li><a href="/wiki/Interactional_justice" title="Interactional justice">Interactional justice</a></li> <li><a href="/wiki/Perceived_psychological_contract_violation" title="Perceived psychological contract violation">Perceived psychological contract violation</a></li> <li><a href="/wiki/Perceived_organizational_support" title="Perceived organizational support">Perceived organizational support</a></li> <li><a href="/wiki/Job_performance" title="Job performance">Job performance</a></li> <li><a href="/wiki/Job_satisfaction" title="Job satisfaction">Job satisfaction</a></li> <li><a href="/wiki/Occupational_injustice" title="Occupational injustice">Occupational injustice</a></li> <li><a href="/wiki/Organizational_citizenship_behavior" title="Organizational citizenship behavior">Organizational citizenship behavior</a></li> <li><a href="/wiki/Organizational_commitment" title="Organizational commitment">Organizational commitment</a></li> <li><a href="/wiki/Procedural_justice" title="Procedural justice">Procedural justice</a></li> <li><a href="/wiki/Structural_equation_modeling" title="Structural equation modeling">Structural equation modeling</a></li></ul></div> <div class="mw-heading mw-heading2"><h2 id="References">References</h2><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_justice&action=edit&section=26" title="Edit section: References"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <style data-mw-deduplicate="TemplateStyles:r1239543626">.mw-parser-output .reflist{margin-bottom:0.5em;list-style-type:decimal}@media screen{.mw-parser-output .reflist{font-size:90%}}.mw-parser-output .reflist .references{font-size:100%;margin-bottom:0;list-style-type:inherit}.mw-parser-output .reflist-columns-2{column-width:30em}.mw-parser-output .reflist-columns-3{column-width:25em}.mw-parser-output .reflist-columns{margin-top:0.3em}.mw-parser-output .reflist-columns ol{margin-top:0}.mw-parser-output .reflist-columns li{page-break-inside:avoid;break-inside:avoid-column}.mw-parser-output .reflist-upper-alpha{list-style-type:upper-alpha}.mw-parser-output .reflist-upper-roman{list-style-type:upper-roman}.mw-parser-output .reflist-lower-alpha{list-style-type:lower-alpha}.mw-parser-output .reflist-lower-greek{list-style-type:lower-greek}.mw-parser-output .reflist-lower-roman{list-style-type:lower-roman}</style><div class="reflist"> <div class="mw-references-wrap mw-references-columns"><ol class="references"> <li id="cite_note-1"><span class="mw-cite-backlink"><b><a href="#cite_ref-1">^</a></b></span> <span class="reference-text"><style data-mw-deduplicate="TemplateStyles:r1238218222">.mw-parser-output cite.citation{font-style:inherit;word-wrap:break-word}.mw-parser-output .citation q{quotes:"\"""\"""'""'"}.mw-parser-output .citation:target{background-color:rgba(0,127,255,0.133)}.mw-parser-output .id-lock-free.id-lock-free a{background:url("//upload.wikimedia.org/wikipedia/commons/6/65/Lock-green.svg")right 0.1em center/9px no-repeat}.mw-parser-output .id-lock-limited.id-lock-limited a,.mw-parser-output .id-lock-registration.id-lock-registration a{background:url("//upload.wikimedia.org/wikipedia/commons/d/d6/Lock-gray-alt-2.svg")right 0.1em center/9px no-repeat}.mw-parser-output .id-lock-subscription.id-lock-subscription a{background:url("//upload.wikimedia.org/wikipedia/commons/a/aa/Lock-red-alt-2.svg")right 0.1em center/9px no-repeat}.mw-parser-output .cs1-ws-icon a{background:url("//upload.wikimedia.org/wikipedia/commons/4/4c/Wikisource-logo.svg")right 0.1em center/12px no-repeat}body:not(.skin-timeless):not(.skin-minerva) .mw-parser-output .id-lock-free a,body:not(.skin-timeless):not(.skin-minerva) .mw-parser-output .id-lock-limited a,body:not(.skin-timeless):not(.skin-minerva) .mw-parser-output .id-lock-registration a,body:not(.skin-timeless):not(.skin-minerva) .mw-parser-output .id-lock-subscription a,body:not(.skin-timeless):not(.skin-minerva) .mw-parser-output .cs1-ws-icon a{background-size:contain;padding:0 1em 0 0}.mw-parser-output .cs1-code{color:inherit;background:inherit;border:none;padding:inherit}.mw-parser-output .cs1-hidden-error{display:none;color:var(--color-error,#d33)}.mw-parser-output .cs1-visible-error{color:var(--color-error,#d33)}.mw-parser-output .cs1-maint{display:none;color:#085;margin-left:0.3em}.mw-parser-output .cs1-kern-left{padding-left:0.2em}.mw-parser-output .cs1-kern-right{padding-right:0.2em}.mw-parser-output .citation .mw-selflink{font-weight:inherit}@media screen{.mw-parser-output .cs1-format{font-size:95%}html.skin-theme-clientpref-night .mw-parser-output .cs1-maint{color:#18911f}}@media screen and (prefers-color-scheme:dark){html.skin-theme-clientpref-os .mw-parser-output .cs1-maint{color:#18911f}}</style><cite id="CITEREFGreenberg1987" class="citation journal cs1">Greenberg, Jerald (1987-01-01). <a rel="nofollow" class="external text" href="https://journals.aom.org/doi/10.5465/amr.1987.4306437">"A Taxonomy of Organizational Justice Theories"</a>. <i>Academy of Management Review</i>. <b>12</b> (1): 9–22. <a href="/wiki/Doi_(identifier)" class="mw-redirect" title="Doi (identifier)">doi</a>:<a rel="nofollow" class="external text" href="https://doi.org/10.5465%2Famr.1987.4306437">10.5465/amr.1987.4306437</a>. <a href="/wiki/ISSN_(identifier)" class="mw-redirect" title="ISSN (identifier)">ISSN</a> <a rel="nofollow" class="external text" href="https://search.worldcat.org/issn/0363-7425">0363-7425</a>.</cite><span title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Ajournal&rft.genre=article&rft.jtitle=Academy+of+Management+Review&rft.atitle=A+Taxonomy+of+Organizational+Justice+Theories&rft.volume=12&rft.issue=1&rft.pages=9-22&rft.date=1987-01-01&rft_id=info%3Adoi%2F10.5465%2Famr.1987.4306437&rft.issn=0363-7425&rft.aulast=Greenberg&rft.aufirst=Jerald&rft_id=https%3A%2F%2Fjournals.aom.org%2Fdoi%2F10.5465%2Famr.1987.4306437&rfr_id=info%3Asid%2Fen.wikipedia.org%3AOrganizational+justice" class="Z3988"></span></span> </li> <li id="cite_note-2"><span class="mw-cite-backlink"><b><a href="#cite_ref-2">^</a></b></span> <span class="reference-text"><link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1238218222"><cite id="CITEREFTabibniaSatputeLieberman2008" class="citation journal cs1">Tabibnia, Golnaz; Satpute, Ajay B.; Lieberman, Matthew D. 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title="View this template">v</abbr></a></li><li class="nv-talk"><a href="/wiki/Template_talk:Aspects_of_organizations" title="Template talk:Aspects of organizations"><abbr title="Discuss this template">t</abbr></a></li><li class="nv-edit"><a href="/wiki/Special:EditPage/Template:Aspects_of_organizations" title="Special:EditPage/Template:Aspects of organizations"><abbr title="Edit this template">e</abbr></a></li></ul></div><div id="Aspects_of_organizations" style="font-size:114%;margin:0 4em">Aspects of <a href="/wiki/Organization" title="Organization">organizations</a></div></th></tr><tr><th scope="row" class="navbox-group" style="width:1%">Topics</th><td class="navbox-list-with-group navbox-list navbox-odd" style="width:100%;padding:0"><div style="padding:0 0.25em"> <ul><li><a href="/wiki/Organizational_architecture" title="Organizational architecture">Architecture</a></li> <li><a href="/wiki/Organizational_behavior" title="Organizational behavior">Behavior</a></li> <li><a href="/wiki/Blame#In_organizations" title="Blame">Blame</a></li> <li><a href="/wiki/Organizational_capital" title="Organizational capital">Capital</a></li> <li><a href="/wiki/Cellular_organizational_structure" title="Cellular organizational structure">Cells</a></li> <li><a href="/wiki/Organizational_chart" title="Organizational chart">Chart</a></li> <li><a href="/wiki/Organizational_citizenship_behavior" title="Organizational citizenship behavior">Citizenship behavior</a></li> <li><a href="/wiki/Organisation_climate" title="Organisation climate">Climate</a></li> <li><a href="/wiki/Organizational_commitment" title="Organizational commitment">Commitment</a></li> <li><a href="/wiki/Organizational_communication" title="Organizational communication">Communication</a></li> <li><a href="/wiki/Complexity_theory_and_organizations" title="Complexity theory and organizations">Complexity</a></li> <li><a href="/wiki/Organizational_conflict" title="Organizational conflict">Conflict</a></li> <li><a href="/wiki/Organizational_culture" title="Organizational culture">Culture</a></li> <li><a href="/wiki/Organizational_architecture" title="Organizational architecture">Design</a></li> <li><a href="/wiki/Organization_development" title="Organization development">Development</a></li> <li><a href="/wiki/Organizational_diagnostics" title="Organizational diagnostics">Diagnostics</a></li> <li><a href="/wiki/Organizational_dissent" title="Organizational dissent">Dissent</a></li> <li><a href="/wiki/Organizational_ecology" title="Organizational ecology">Ecology</a></li> <li><a href="/wiki/Organizational_effectiveness" title="Organizational effectiveness">Effectiveness</a></li> <li><a href="/wiki/Organizational_engineering" title="Organizational engineering">Engineering</a></li> <li><a href="/wiki/Organizational_ethics" title="Organizational ethics">Ethics</a></li> <li><a href="/wiki/Organizational_field" title="Organizational field">Field</a></li> <li><a href="/wiki/Hierarchical_organization" title="Hierarchical organization">Hierarchy</a></li> <li><a href="/wiki/Organizational_identification" title="Organizational identification">Identification</a></li> <li><a href="/wiki/Organizational_intelligence" title="Organizational intelligence">Intelligence</a></li> <li><a class="mw-selflink selflink">Justice</a></li> <li><a href="/wiki/Organizational_learning" title="Organizational learning">Learning</a></li> <li><a href="/wiki/Organizational_life_cycle" title="Organizational life cycle">Life cycle</a></li> <li><a href="/wiki/Machiavellianism_in_the_workplace" title="Machiavellianism in the workplace">Machiavellianism</a></li> <li><a href="/wiki/Narcissism_in_the_workplace" title="Narcissism in the workplace">Narcissism</a></li> <li><a href="/wiki/Organizational_network_analysis" title="Organizational network analysis">Network analysis</a></li> <li><a href="/wiki/Organizational_ombudsman" title="Organizational ombudsman">Ombudsman</a></li> <li><a href="/wiki/Organizational_patterns" title="Organizational patterns">Patterns</a></li> <li><a href="/wiki/Perceived_organizational_support" title="Perceived organizational support">Perceived support</a></li> <li><a href="/wiki/Organizational_performance" class="mw-redirect" title="Organizational performance">Performance</a></li> <li><a href="/wiki/Industrial_and_organizational_psychology" title="Industrial and organizational psychology">Psychology</a></li> <li><a href="/wiki/Resilience_(organizational)" class="mw-redirect" title="Resilience (organizational)">Resilience</a></li> <li><a href="/wiki/Organizational_retaliatory_behavior" class="mw-redirect" title="Organizational retaliatory behavior">Retaliatory behavior</a></li> <li><a href="/wiki/Organizational_safety" title="Organizational safety">Safety</a></li> <li><a href="/wiki/Organizational_space" title="Organizational space">Space</a></li> <li><a href="/wiki/Organizational_storytelling" title="Organizational storytelling">Storytelling</a></li> <li><a href="/wiki/Organizational_structure" title="Organizational structure">Structure</a></li> <li><a href="/wiki/Organizational_theory" title="Organizational theory">Theory</a></li> <li><a href="/wiki/Organization_workshop" title="Organization workshop">Workshop</a></li></ul> </div></td></tr><tr><th scope="row" class="navbox-group" style="width:1%">See also</th><td class="navbox-list-with-group navbox-list navbox-even" style="width:100%;padding:0"><div style="padding:0 0.25em"> <ul><li><a href="/wiki/History_of_organizations" title="History of organizations">History of organizations</a></li> <li><a href="/wiki/Organization_studies" title="Organization studies">Organization studies</a></li> <li><a href="/wiki/Outline_of_organizational_theory" title="Outline of organizational theory">Outline of organizational theory</a></li></ul> </div></td></tr><tr><td class="navbox-abovebelow" colspan="2"><div> <dl><dt><span class="noviewer" typeof="mw:File"><span title="Template"><img alt="" src="//upload.wikimedia.org/wikipedia/commons/thumb/8/83/Symbol_template_class_pink.svg/16px-Symbol_template_class_pink.svg.png" decoding="async" width="16" height="16" class="mw-file-element" srcset="//upload.wikimedia.org/wikipedia/commons/thumb/8/83/Symbol_template_class_pink.svg/23px-Symbol_template_class_pink.svg.png 1.5x, //upload.wikimedia.org/wikipedia/commons/thumb/8/83/Symbol_template_class_pink.svg/31px-Symbol_template_class_pink.svg.png 2x" data-file-width="180" data-file-height="185" /></span></span> See also templates</dt> <dd><a href="/wiki/Template:Aspects_of_corporations" title="Template:Aspects of corporations">Aspects of corporations</a></dd> <dd><a href="/wiki/Template:Aspects_of_jobs" title="Template:Aspects of jobs">Aspects of jobs</a></dd> <dd><a href="/wiki/Template:Aspects_of_occupations" title="Template:Aspects of occupations">Aspects of occupations</a></dd> <dd><a href="/wiki/Template:Aspects_of_workplaces" title="Template:Aspects of workplaces">Aspects of workplaces</a></dd></dl> </div></td></tr></tbody></table></div> <div class="navbox-styles"><link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1129693374"><link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1236075235"></div><div role="navigation" class="navbox" aria-labelledby="Types_of_justice" style="padding:3px"><table class="nowraplinks mw-collapsible autocollapse navbox-inner" style="border-spacing:0;background:transparent;color:inherit"><tbody><tr><th scope="col" class="navbox-title" colspan="2"><link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1129693374"><link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1239400231"><div class="navbar plainlinks hlist navbar-mini"><ul><li class="nv-view"><a href="/wiki/Template:Types_of_justice" title="Template:Types of justice"><abbr title="View this template">v</abbr></a></li><li class="nv-talk"><a href="/wiki/Template_talk:Types_of_justice" title="Template talk:Types of justice"><abbr title="Discuss this template">t</abbr></a></li><li class="nv-edit"><a href="/wiki/Special:EditPage/Template:Types_of_justice" title="Special:EditPage/Template:Types of justice"><abbr title="Edit this template">e</abbr></a></li></ul></div><div id="Types_of_justice" style="font-size:114%;margin:0 4em">Types of <a href="/wiki/Justice" title="Justice">justice</a></div></th></tr><tr><th scope="row" class="navbox-group" style="width:1%">In <a href="/wiki/Philosophy" title="Philosophy">philosophy</a></th><td class="navbox-list-with-group navbox-list navbox-odd hlist" style="width:100%;padding:0"><div style="padding:0 0.25em"> <ul><li><a href="https://en.wiktionary.org/wiki/commutative_justice" class="extiw" title="wikt:commutative justice">Commutative</a></li> <li><a href="/wiki/Distributive_justice" title="Distributive justice">Distributive</a></li> <li><a href="/wiki/Divine_judgment" title="Divine judgment">Divine</a></li> <li><a href="/wiki/Interactional_justice" title="Interactional justice">Interactional</a></li> <li><a href="/wiki/Global_justice" title="Global justice">Global</a></li> <li><a href="/wiki/Natural_justice" title="Natural justice">Natural</a></li> <li><a class="mw-selflink selflink">Organizational</a></li> <li><a href="/wiki/Procedural_justice" title="Procedural justice">Procedural</a></li> <li><a href="/wiki/Victor%27s_justice" title="Victor's justice">Victor's</a></li> <li><a href="/wiki/Recognition_justice" title="Recognition justice">Recognition</a></li></ul> </div></td></tr><tr><th scope="row" class="navbox-group" style="width:1%">Areas</th><td class="navbox-list-with-group navbox-list navbox-even hlist" style="width:100%;padding:0"><div style="padding:0 0.25em"> <ul><li><a href="/wiki/Climate_justice" title="Climate justice">Climate</a></li> <li><a href="/wiki/Criminal_justice" title="Criminal justice">Criminal</a></li> <li><a href="/wiki/Environmental_justice" title="Environmental justice">Environmental</a></li> <li><a href="/wiki/Equal_opportunity" title="Equal opportunity">Equality</a></li> <li><a href="/wiki/Right_to_a_fair_trial" title="Right to a fair trial">Fairness</a></li> <li><a href="/wiki/Gender_equality" title="Gender equality">Gender</a></li> <li><a href="/wiki/Military_justice" title="Military justice">Military</a></li> <li><a href="/wiki/Racial_justice" class="mw-redirect" title="Racial justice">Racial</a></li> <li><a href="/wiki/Reproductive_justice" title="Reproductive justice">Reproductive</a></li> <li><a href="/wiki/Restorative_justice" title="Restorative justice">Restorative</a></li> <li><a href="/wiki/Retributive_justice" title="Retributive justice">Retributive</a></li> <li><a href="/wiki/Resource_justice" title="Resource justice">Resource</a></li> <li><a href="/wiki/Social_justice" title="Social justice">Social</a></li> <li><a href="/wiki/Spatial_justice" title="Spatial justice">Spatial</a></li> <li><a href="/wiki/Speedy_trial" title="Speedy trial">Speedy</a></li> <li><a href="/wiki/Trade_justice" title="Trade justice">Trade</a></li> <li><a href="/wiki/Transformative_justice" title="Transformative justice">Transformative</a></li> <li><a href="/wiki/Utilitarianism" title="Utilitarianism">Utilitarian</a></li></ul> </div></td></tr><tr><th scope="row" class="navbox-group" style="width:1%">Other</th><td class="navbox-list-with-group navbox-list navbox-odd hlist" style="width:100%;padding:0"><div style="padding:0 0.25em"> <ul><li><a href="/wiki/Frontier_justice" title="Frontier justice">Frontier</a></li> <li><a href="/wiki/Poetic_justice" title="Poetic justice">Poetic</a></li></ul> </div></td></tr></tbody></table></div> <div class="navbox-styles"><link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1129693374"><link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1236075235"></div><div role="navigation" class="navbox" aria-labelledby="Social_and_environmental_accountability" style="padding:3px"><table class="nowraplinks hlist mw-collapsible mw-collapsed navbox-inner" style="border-spacing:0;background:transparent;color:inherit"><tbody><tr><th scope="col" class="navbox-title" colspan="3"><link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1129693374"><link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1239400231"><div class="navbar plainlinks hlist navbar-mini"><ul><li class="nv-view"><a href="/wiki/Template:Social_accountability" title="Template:Social accountability"><abbr title="View this template">v</abbr></a></li><li class="nv-talk"><a href="/wiki/Template_talk:Social_accountability" title="Template talk:Social accountability"><abbr title="Discuss this template">t</abbr></a></li><li class="nv-edit"><a href="/wiki/Special:EditPage/Template:Social_accountability" title="Special:EditPage/Template:Social accountability"><abbr title="Edit this template">e</abbr></a></li></ul></div><div id="Social_and_environmental_accountability" style="font-size:114%;margin:0 4em"><a href="/wiki/Social_accounting#Formal_accountability" title="Social accounting">Social</a> and <a href="/wiki/Environmental_accounting" title="Environmental accounting">environmental</a> <a href="/wiki/Accountability" title="Accountability">accountability</a></div></th></tr><tr><th scope="row" class="navbox-group" style="width:1%"><a href="/wiki/Business_ethics" title="Business ethics">Ethics</a> and<br />principles</th><td class="navbox-list-with-group navbox-list navbox-odd" style="width:100%;padding:0"><div style="padding:0 0.25em"> <ul><li><a href="/wiki/Aarhus_Convention" title="Aarhus Convention">Aarhus Convention</a></li> <li><a href="/wiki/Climate_justice" title="Climate justice">Climate justice</a></li> <li><a href="/wiki/Corporate_crime" title="Corporate crime">Corporate accountability</a> / <a href="/wiki/Corporate_behaviour" title="Corporate behaviour">behaviour</a> / <a href="/wiki/Corporate_environmental_responsibility" title="Corporate environmental responsibility">environmental responsibility</a> / <a href="/wiki/Corporate_responsibility" title="Corporate responsibility">responsibility</a> / <a href="/wiki/Corporate_social_responsibility" title="Corporate social responsibility">social responsibility</a></li> <li><a href="/wiki/Dirty_hands" class="mw-redirect" title="Dirty hands">Dirty hands</a></li> <li><a href="/wiki/Environmental_racism" title="Environmental racism">Environmental racism</a> / <a href="/wiki/Environmental_racism_in_Russia" title="Environmental racism in Russia">in Russia</a> / <a href="/wiki/Environmental_racism_in_the_United_States" title="Environmental racism in the United States">in the United States</a> / <a href="/wiki/Environmental_racism_in_Western_Europe" title="Environmental racism in Western Europe">in Western Europe</a> / <a href="/wiki/Environmental_inequality_in_the_United_Kingdom" title="Environmental inequality in the United Kingdom"> inequality in the UK</a> / <a href="/wiki/Environmental_injustice_in_Europe" title="Environmental injustice in Europe">injustice in Europe</a></li> <li><a href="/wiki/Ethical_banking" title="Ethical banking">Ethical banking</a></li> <li><a href="/wiki/Ethical_code" title="Ethical code">Ethical code</a></li> <li><a href="/wiki/Extended_producer_responsibility" title="Extended producer responsibility">Extended producer responsibility</a></li> <li><a href="/wiki/Externality" title="Externality">Externality</a></li> <li><a href="/wiki/Harm" title="Harm">Harm</a></li> <li><a href="/wiki/Little_Eichmanns" title="Little Eichmanns">Little Eichmanns</a></li> <li><a href="/wiki/Loss_and_damage" class="mw-redirect" title="Loss and damage">Loss and damage</a></li> <li><a href="/wiki/Organizational_ethics" title="Organizational ethics">Organizational ethics</a></li> <li><a class="mw-selflink selflink">Organizational justice</a></li> <li><a href="/wiki/Pollution" title="Pollution">Pollution</a></li> <li><a href="/wiki/Principles_for_Responsible_Investment" title="Principles for Responsible Investment">Principles for Responsible Investment</a></li> <li><a href="/wiki/Racism" title="Racism">Racism</a></li> <li><a href="/wiki/Impact_Assessment" class="mw-redirect" title="Impact Assessment"> Social impact assessment</a></li> <li><a href="/wiki/Social_justice" title="Social justice">Social justice</a></li> <li><a href="/wiki/Social_responsibility" title="Social responsibility">Social responsibility</a></li> <li><a href="/wiki/Stakeholder_theory" title="Stakeholder theory">Stakeholder theory</a></li> <li><a href="/wiki/Sullivan_principles" title="Sullivan principles">Sullivan principles</a></li> <li><a href="/wiki/Transparency_(behavior)" title="Transparency (behavior)">Transparency (behavioral</a></li> <li><a href="/wiki/Transparency_(behavior)" title="Transparency (behavior)">social)</a></li> <li><a href="/wiki/United_Nations_Global_Compact" title="United Nations Global Compact">UN Global Compact</a></li></ul> </div></td><td class="noviewer navbox-image" rowspan="6" style="width:1px;padding:0 0 0 2px"><div><span typeof="mw:File"><a href="/wiki/File:OilCleanupAfterValdezSpill.jpg" class="mw-file-description" title="Clean up after the Exxon Valdez oil spill"><img alt="Clean up after the Exxon Valdez oil spill" src="//upload.wikimedia.org/wikipedia/commons/thumb/5/52/OilCleanupAfterValdezSpill.jpg/125px-OilCleanupAfterValdezSpill.jpg" decoding="async" width="125" height="81" class="mw-file-element" srcset="//upload.wikimedia.org/wikipedia/commons/thumb/5/52/OilCleanupAfterValdezSpill.jpg/188px-OilCleanupAfterValdezSpill.jpg 1.5x, //upload.wikimedia.org/wikipedia/commons/thumb/5/52/OilCleanupAfterValdezSpill.jpg/250px-OilCleanupAfterValdezSpill.jpg 2x" data-file-width="400" data-file-height="259" /></a></span></div></td></tr><tr><th scope="row" class="navbox-group" style="width:1%"><a href="/wiki/Social_accounting" title="Social accounting">Social<br />accounting</a></th><td class="navbox-list-with-group navbox-list navbox-even" style="width:100%;padding:0"><div style="padding:0 0.25em"> <ul><li><a href="/wiki/Corporate_crime" title="Corporate crime">Corporate crime</a></li> <li><a href="/wiki/Double_bottom_line" title="Double bottom line">Double bottom line</a></li> <li><a href="/wiki/Ethical_positioning_index" title="Ethical positioning index">Ethical positioning index</a></li> <li><a href="/wiki/Higg_Index" title="Higg Index">Higg Index</a></li> <li><a href="/wiki/Impact_assessment" title="Impact assessment">Impact assessment</a> (<a href="/wiki/Environmental_impact_assessment" title="Environmental impact assessment">environmental</a></li> <li><a href="/wiki/Equality_impact_assessment" title="Equality impact assessment">equality</a></li> <li><a href="/wiki/Social_impact_assessment" title="Social impact assessment">social</a>)</li> <li><a href="/wiki/ISO_26000" title="ISO 26000">ISO 26000</a></li> <li><a href="/wiki/ISO_45001" title="ISO 45001">ISO 45001</a></li> <li><a href="/wiki/Genuine_progress_indicator" title="Genuine progress indicator">Genuine progress indicator</a></li> <li><a href="/wiki/Performance_indicator" title="Performance indicator">Performance indicator</a></li> <li><a href="/wiki/SA8000" title="SA8000">SA8000</a></li> <li><a href="/wiki/Social_return_on_investment" title="Social return on investment">Social return on investment</a></li> <li><a href="/wiki/Whole-life_cost" title="Whole-life cost">Whole-life cost</a></li></ul> </div></td></tr><tr><th scope="row" class="navbox-group" style="width:1%"><a href="/wiki/Environmental_accounting" title="Environmental accounting">Environmental<br />accounting</a></th><td class="navbox-list-with-group navbox-list navbox-odd" style="width:100%;padding:0"><div style="padding:0 0.25em"> <ul><li><a href="/wiki/Carbon_accounting" title="Carbon accounting">Carbon accounting</a></li> <li><a href="/wiki/Eco-Management_and_Audit_Scheme" title="Eco-Management and Audit Scheme">Eco-Management and Audit Scheme</a></li> <li><a href="/wiki/Emission_inventory" title="Emission inventory">Emission inventory</a></li> <li><a href="/wiki/Environmental_full-cost_accounting" title="Environmental full-cost accounting">Environmental full-cost accounting</a> / <a href="/wiki/Environmental_conflict" title="Environmental conflict">Environmental conflict</a> / <a href="/wiki/Environmental_impact_assessment" title="Environmental impact assessment">impact assessment</a> / <a href="/wiki/Environmental_management_system" title="Environmental management system">management system</a> / <a href="/wiki/Environmental_profit_and_loss_account" title="Environmental profit and loss account">profit-and-loss account</a></li> <li><a href="/wiki/ISO_14000" class="mw-redirect" title="ISO 14000">ISO 14000</a></li> <li><a href="/wiki/ISO_14031" title="ISO 14031">ISO 14031</a></li> <li><a href="/wiki/Life-cycle_assessment" title="Life-cycle assessment">Life-cycle assessment</a></li> <li><a href="/wiki/Pollutant_release_and_transfer_register" title="Pollutant release and transfer register">Pollutant release and transfer register</a></li> <li><a href="/wiki/Sustainability_accounting" title="Sustainability accounting">Sustainability accounting</a> / <a href="/wiki/Sustainability_measurement" title="Sustainability measurement">measurement</a> / <a href="/wiki/Sustainability_metrics_and_indices" title="Sustainability metrics and indices">metrics and indices</a> / <a href="/wiki/Sustainability_standards_and_certification" title="Sustainability standards and certification">standards and certification</a> / <a href="/wiki/Supply_chain_sustainability" title="Supply chain sustainability">supply chain</a></li> <li><a href="/wiki/Toxics_Release_Inventory" title="Toxics Release Inventory">Toxics Release Inventory</a></li> <li><a href="/wiki/Triple_bottom_line" title="Triple bottom line">Triple bottom line</a></li></ul> </div></td></tr><tr><th scope="row" class="navbox-group" style="width:1%">Reporting</th><td class="navbox-list-with-group navbox-list navbox-even" style="width:100%;padding:0"><div style="padding:0 0.25em"> <ul><li><a href="/wiki/Global_Reporting_Initiative" title="Global Reporting Initiative">Global Reporting Initiative</a></li> <li><a href="/wiki/GxP" title="GxP">GxP guidelines</a></li> <li><a href="/wiki/Sustainability_reporting" title="Sustainability reporting">Sustainability reporting</a></li></ul> </div></td></tr><tr><th scope="row" class="navbox-group" style="width:1%"><a href="/wiki/Audit" title="Audit">Auditing</a></th><td class="navbox-list-with-group navbox-list navbox-odd" style="width:100%;padding:0"><div style="padding:0 0.25em"> <ul><li><a href="/wiki/Community-based_monitoring" title="Community-based monitoring">Community-based monitoring</a></li> <li><a href="/wiki/Environmental_audit" title="Environmental audit">Environmental</a> (<a href="/wiki/Environmental_certification" title="Environmental certification">certification</a>)</li> <li><a href="/wiki/Fair_trade" title="Fair trade">Fair trade</a> (<a href="/wiki/Fair_trade_certification" title="Fair trade certification">certification</a>)</li> <li><a href="/wiki/ISO_19011" title="ISO 19011">ISO 19011</a></li></ul> </div></td></tr><tr><th scope="row" class="navbox-group" style="width:1%">Related</th><td class="navbox-list-with-group navbox-list navbox-even" style="width:100%;padding:0"><div style="padding:0 0.25em"> <ul><li><a href="/wiki/Accord_on_Fire_and_Building_Safety_in_Bangladesh" title="Accord on Fire and Building Safety in Bangladesh">Bangladesh Accord</a></li> <li><a href="/wiki/Benefit_corporation" title="Benefit corporation">Benefit corporation</a></li> <li><a href="/wiki/Child_labour" title="Child labour">Child labour</a></li> <li><a href="/wiki/Community_interest_company" title="Community interest company">Community interest company</a></li> <li><a href="/wiki/Conflict_of_interest" title="Conflict of interest">Conflict of interest</a></li> <li><a href="/wiki/Disaster" title="Disaster">Disasters</a></li> <li><a href="/wiki/Disinvestment" title="Disinvestment">Disinvestment</a></li> <li><a href="/wiki/Ecolabel" title="Ecolabel">Eco-labeling</a></li> <li><a href="/wiki/Environmental_degradation" title="Environmental degradation">Environmental degradation</a></li> <li><a href="/wiki/Environmental_pricing_reform" title="Environmental pricing reform">Environmental pricing reform</a></li> <li><a href="/wiki/Environmental,_social,_and_corporate_governance" class="mw-redirect" title="Environmental, social, and corporate governance">Environmental, social, and corporate governance</a></li> <li><a href="/wiki/Ethical_consumerism" title="Ethical consumerism">Ethical consumerism</a></li> <li><a href="/wiki/Euthenics" title="Euthenics">Euthenics</a></li> <li><a href="/wiki/Global_justice_movement" title="Global justice movement">Global justice movement</a></li> <li><a href="/wiki/Health_impact_assessment" title="Health impact assessment">Health impact assessment</a></li> <li><a href="/wiki/Market_governance_mechanism" title="Market governance mechanism">Market governance mechanism</a></li> <li><a href="/wiki/Product_certification" title="Product certification">Product certification</a></li> <li><a href="/wiki/Public_participation" title="Public participation">Public participation</a></li> <li><a href="/wiki/SDG_Publishers_Compact" title="SDG Publishers Compact">SDG Publishers Compact</a></li> <li><a href="/wiki/Social_enterprise" title="Social enterprise">Social enterprise</a></li> <li><a href="/wiki/Socially_responsible_business" title="Socially responsible business">Socially responsible business</a></li> <li><a href="/wiki/Socially_responsible_investing" title="Socially responsible investing">Socially responsible investing</a></li> <li><a href="/wiki/Socially_responsible_marketing" title="Socially responsible marketing">Socially responsible marketing</a></li> <li><a href="/wiki/Stakeholder_(corporate)" title="Stakeholder (corporate)">Stakeholder</a> (<a href="/wiki/Stakeholder_engagement" title="Stakeholder engagement">engagement</a>)</li> <li><a href="/wiki/Supply_chain_management" title="Supply chain management">Supply chain management</a></li></ul> </div></td></tr><tr><td class="navbox-abovebelow" colspan="3"><div> <ul><li><span class="noviewer" typeof="mw:File"><a href="/wiki/File:Symbol_portal_class.svg" class="mw-file-description" title="Portal"><img alt="" src="//upload.wikimedia.org/wikipedia/en/thumb/e/e2/Symbol_portal_class.svg/16px-Symbol_portal_class.svg.png" decoding="async" width="16" height="16" class="mw-file-element" srcset="//upload.wikimedia.org/wikipedia/en/thumb/e/e2/Symbol_portal_class.svg/23px-Symbol_portal_class.svg.png 1.5x, //upload.wikimedia.org/wikipedia/en/thumb/e/e2/Symbol_portal_class.svg/31px-Symbol_portal_class.svg.png 2x" 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