Organizational Justice, Task and Contextual Performance: Empirical Analysis for Front Line Managers

Abstract

Organizational justice-performance relationships have been extensively explored and some significant relationships are reported between procedural and distribute justice with employee performance around the globe. This paper aims at exploring justice-performance relationships particularly for front line managers in Pakistani Textile industry. Organizational justices such as procedural and distributive justice are examined with individual performance of employees which is measured as task and contextual performance including citizenship behaviour. A randomly selected sample of 352 front line managers from 20 textile organization through stratified sampling has been collected for the purpose of data analysis. Results show that both procedural and distributive justices have significant and positive relationships with task and contextual performance including citizenship behaviour. However, relatively stronger strengths of relationships are found between justice measures and contextual performance including citizenship behaviour in comparison to task performance of front line managers. The findings of the study visibly contribute toward conceptual as well as theoretical understanding of justice-performance relationships particularly in developing economies.