The Impact of Interactional Justice on Employees’ Job Performance and Assisting Behaviour

Abstract

Although a growing body of work has focused on the effect of organisational justice and employee outcomes, such as job performance and OCB, little attention has been paid to the mechanisms underlying this effect. Drawing on social exchange theory, the study focused on the effects of interactional justice on job performance and assisting behaviour occur via social exchange. The data were collected from two sectors (telecommunication and banking), with 499 responses being from telecommunication sector. Generally, the findings of the study showed that the interactional justice was significantly related to job performance and assisting behaviour via social exchange. Support was also found for the moderating effect of ethical leadership, with the pattern of results showing that the relationship between interactional justice and social exchange with supervisor.