A Longitudinal Study of the Predictors of Perceived Procedural Justice in Australian University Staff.
OBJECTIVE
This study examined the factors that predict employees' perceptions of procedural justice in university settings. The paper also reviews the ethical aspects of justice and psychological contracts within employment relationships.


METHODS
The study examined the predictors of perceived procedural justice in a two-wave longitudinal sample of 945 employees from 13 universities by applying the Job Demands-Resources theoretical model of stress. The proposed predictors were classified into two categories: Job demands of work pressure and work-home conflict; and job resources of job security, autonomy, trust in senior management, and trust in supervisor. The predictor model also examined job satisfaction and affective organizational commitment, demographic (age, gender, tenure, role) and individual characteristics (negative affectivity, job involvement) as well as Time 1 (T1) perceptions of procedural justice to ensure that tests were rigorous.


RESULTS
A series of hierarchical multiple regression analyses found that job satisfaction at T1 was the strongest predictor of perceived procedural justice at Time 2. Employees' trust in senior management, and their length of tenure also positively predicted justice perceptions. There were also differences between academic and non-academic staff groups, as non-academic employees' level of job satisfaction, trust in senior management, and their length of organizational tenure predicted procedural justice perceptions, whereas for academics, only job satisfaction predicted perceived justice. For the "all staff" category, job satisfaction was a dominant and enduring predictor of justice, and employees' trust in senior management also predicted justice.


CONCLUSIONS
Results highlight the importance of workplace factors in enhancing fair procedures to encourage reciprocity from employees. As perceived procedural justice is also conceptually linked to the psychological contract between employees-employers, it is possible that employees' levels of job satisfaction and perceptions of trust in senior management, relative to other work attitudinal outcomes, may be more effective for improving the broader working environment, and promoting staff morale.


CONCLUSIONS
This study adds to research on applied business ethics as it focuses on the ethical aspects of perceived procedural justice and highlights the importance of workplace factors in enhancing fair procedures in organizational policy to encourage reciprocity and promote healthy organizational environments.
School of Engineering, University of South AustraliaAdelaide, SA, Australia; Asia Pacific Centre of Work Health and Safety, School of Psychology, Social Work and Social Policy, University of South AustraliaAdelaide, SA, Australia.
Silvia
S
Pignata
Asia Pacific Centre of Work Health and Safety, School of Psychology, Social Work and Social Policy, University of South AustraliaAdelaide, SA, Australia; School of Psychology, University of AdelaideAdelaide, SA, Australia.
Anthony H
AH
Winefield
School of Management, University of South Australia Adelaide, SA, Australia.
Chris
C
Provis
School of Engineering, University of South Australia Adelaide, SA, Australia.
Carolyn M
CM
Boyd
job satisfaction; organizational policy; procedural justice; psychological contract; reciprocity