The study aims to understand the role of organizational justice in the relationship between organizational identification (OID) and employee performance. Based on the accessible identity model (AIM) of justice, the study proposes that organizational justice facets would mediate the impact of OID on employee performance. The study also proposes inter-relationships between the organizational justice facets and tests the model among Indian PSU employees.
Structural equation modelling was conducted with 565 non-nested dyad responses using the CB-SEM approach in the SmartPLS 4.1.0.3 software.
OID has a significant positive influence on employee performance as well as the justice facets such as procedural justice (PJ), distributive justice (DJ) and informational justice (INFJ). PJ fully mediates the relationship between OID and DJ, whereas the OID–INFJ relationship is partially mediated by it. The OID–employee performance relationship is fully mediated sequentially by PJ and INFJ and partially mediated sequentially by PJ and DJ.
The study establishes justice facets as the linking mechanisms between OID and employee performance. It establishes context-specific interrelationships between the justice facets with PJ perceptions leading to DJ and INFJ among Indian PSUs. It establishes the AIM as a viable theory to understand the effect of OID on the organizational justice facets and casts doubts on the applicability of social exchange theory (SET) for the same.
