Effects of Procedural and Distributive Justice on Reactions to Pay Raise Decisions

  • Folger R
  • Konovsky M
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JSTOR is a not-for-profit service that helps scholars, researchers, and students discover, use, and build upon a wide range of content in a trusted digital archive. We use information technology and tools to increase productivity and facilitate new forms of scholarship. For more information about JSTOR, please contact support@jstor.org. We conducted a survey to examine the impact of distributive and pro-cedural justice on the reactions of 217 employees to decisions about pay raises. Distributive justice accounted for more unique variance in sat-isfaction with pay than did procedural justice, but procedural justice accounted for more unique variance in two other measures of attitudes about the employing institution and its authorities, trust in supervisor and organizational commitment. We discuss what our results imply about the nature of justice in organizations and the distributive-procedural distinction. As Greenberg (1987) noted, growing interest in procedural justice has superseded organizational researchers' previous neglect of this issue, plac-ing it alongside distributive justice, or equity (Adams, 1965), as a salient research issue. Distributive justice refers to the perceived fairness of the amounts of compensation employees receive; procedural justice refers to the perceived fairness of the means used to determine those amounts (cf. Folger, 1977). Because procedural justice has been neglected until recently, there is virtually no organizational research addressing a fundamental question-namely, whether either type of justice is more closely related to some

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  • Robert Folger

  • Mary A Konovsky

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