Testing a Comprehensive Model of Organizational Justice Perceptions and Personal States with Personal and Organizational Outcomes

Abstract

Managers need to understand the types of perceptions, feelings, and reactions they should elicit from personnel under their direction. To this end, a parsimonious model is required. However, few comprehensive models linking managerial behaviours to employee states and outcomes have been developed and tested. Accordingly, this research articulates the importance of three critical constructs - leader–member exchange (LMX), job satisfaction, and perceived organizational justice – and associations with emotional exhaustion, work motivation, workplace misbehavior, and emotional intelligence as a concise and efficient model that explains the relationships between attitudes and states within individuals, and related, important work and personal outcomes. The model displayed a very high level of reliability and validity based on the exceptional fit of the structural equation models across two very large samples (over 1600 participants in each study).