Antecedents of the perceived organizational justice: An aggregated theoretical framework

The interest of the perceived organizational justice realm remains an increased manifold. It is a behavioral concept that emphasizes how people subjectively assess the ethical and moral norms of organizational management. Perceived organizational justice (OJ) is sometimes studied as a dependent variable, but often as an independent variable. For that reason, various OJ antecedents are examined in this paper, such as factors related to individual characteristics (Demographic characteristics, personality traits), culture (Individualism/collectivism, uncertainty avoidance, power distance, long, term/court term orientation, masculinity/femininity), organizational processes (organizational structure, HR practices, CSR initiatives), and interpersonal relationship (Leader-member-exchange and social contagion). Besides, the current paper presents an analytic review of the existing perceived organizational justice literature, and attempts to respond to the following question: What contributes to framing a fairness perception? Because of the multidisciplinary and interdisciplinarity of this field, we consolidated more than 125 theoretical and empirical papers, to portray firstly a holistic overview of fairness theories (cognitive/process and content theories), and highlight secondly the different relationships between perceived organizational justice and an array of predictors. Thereby, this review aims to contribute to the enrichment of the state of knowledge of justice or fairness, by providing a clear roadmap and deeper insight for researchers and practitioners concerned with perceived organizational justice, and enabling them to understand how and why people make such fairness perceptions in the workplace. To do so, we discuss its relationships with various antecedent aspects and propose an aggregated theoretical framework to identify multiple areas for future investigation and guide the field forward.The interest of the perceived organizational justice realm remains an increased manifold. It is a behavioral concept that emphasizes how people subjectively assess the ethical and moral norms of organizational management. Perceived organizational justice (OJ) is sometimes studied as a dependent variable, but often as an independent variable. For that reason, various OJ antecedents are examined in this paper, such as factors related to individual characteristics (Demographic characteristics, personality traits), culture (Individualism/collectivism, uncertainty avoidance, power distance, long, term/court term orientation, masculinity/femininity), organizational processes (organizational structure, HR practices, CSR initiatives), and interpersonal relationship (Leader-member-exchange and social contagion). Besides, the current paper presents an analytic review of the existing perceived organizational justice literature, and attempts to respond to the following question: What contributes to framing a fairness perception? Because of the multidisciplinary and interdisciplinarity of this field, we consolidated more than 125 theoretical and empirical papers, to portray firstly a holistic overview of fairness theories (cognitive/process and content theories), and highlight secondly the different relationships between perceived organizational justice and an array of predictors. Thereby, this review aims to contribute to the enrichment of the state of knowledge of justice or fairness, by providing a clear roadmap and deeper insight for researchers and practitioners concerned with perceived organizational justice, and enabling them to understand how and why people make such fairness perceptions in the workplace. To do so, we discuss its relationships with various antecedent aspects and propose an aggregated theoretical framework to identify multiple areas for future investigation and guide the field forward