Employee development:an organizational justice perspective

The present study examined possible links between elements of perceived procedural justice, global fairness perception and attitudinal measures in a review/development context. Organizational justice and possible correlates were reviewed resulting in four hypotheses. Data was collected from 132 employees of the UK arm of an international new media agency via a web‐based survey. It was found that a psychometric instrument based on Gilliland's (Gilliland, S.W., “The perceived fairness of selection systems: an organizational justice perspective”, Academy of Management Review , Vol. 18 No. 4, 1993, pp. 694‐734) ten rules of procedural justice proved a valuable framework in a review and development context once condensed to a smaller number of factors. Of these, two factors relating to interpersonal effectiveness and formal system characteristics respectively were found to be of importance in predicting fairness ratings of the development process. The impact of 360‐degree feedback on procedural justice perceptions was also examined in between group comparisons. Implications for further research into development techniques using organizational justice frameworks and recommendations for practice were discussed.