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This study was based on human resource management (HRM) and performance
linkages, and reviewed existing available HRM-Performance perspectives to iden-
tify an alternate perspective for HRM. The most suitable option in literature was
organizational justice (OJ) and its major dimensions. The objective of this study
was to identify the missing theories of OJ, which if included would further sub-
stantiate OJ and its major dimensions.
Census method was used to collect data from faculty members and their respec-
tive head of department of private higher educational institutions operated in
Pakistan. A 5-point Likert scale was used which provided data from both types of
respondents. A total of 966 questionnaires were distributed amongst the faculty
members and their respective head of department. Out of 966 questionnaires, 588
successful questionnaires were returned with a response rate of 60 percent. The
reliability of measures were evaluated through Cronbach's alphas; while, the valid-
ity were evaluated through expert opinion along with con rmatory factor analysis.
One sample t-test and simultaneous equation models (three path mediated model)
were used for testing of our eight hypotheses.
The results re
ect that the well identi ed missing theories in existing OJ scales
include: external equity, equality, need, due process model, interaction with col-
leagues, interaction with top management, and upward communication. Further,
majority of experts opinion on missing theories (our proposed additions) have ap-
peared on positive side, that is, they were more inclined toward agreed side than
disagreed. Moreover, the rst ve econometric models (4.1-4.5) used for testing
of hypotheses, one each for each of the OJ dimension have been signi cant on the
basis of F-value. Additionally, majority of our proposed additions and existing
sub-dimensions turn out to be signi cant, in the rst ve econometric models.
Similarly, the last four econometric models (4.6-4.9) used to test the mediating
mechanism of overall justice and employees' job satisfaction have also been found
signi cant on the basis of F-value. The mediated e ect of overall justice, and
employees' job satisfaction were also found statistically signi cant. Finally, the last model (4.13) used to test the moderating a ect of organizational size was sta-
tistically signi cant; however, only two variables, that is, overall justice and rater
procedural justice provide signi cant results.
On the basis of results, it is concluded that there exist considerable theoretical
gaps and misconceptions in existing OJ scales and literature. Further, presently
missing theories (external equity, equality, downward communication, etc.), should
be added to the existing dimensions of OJ to complete the concept. Moreover, OJ
dimensions as measured through their sub-dimensions contributes towards over-
all OJ, which in turn lead to employees' job satisfaction, which further lead to
employees behavior. |
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