Brief Description

This questionnaire is based on established and internationally recognized scales measuring organizational justice, capturing two core dimensions: distributive justice, that is, perceived fairness in the allocation of rewards, resources, and tasks, and procedural justice, that is, perceived fairness in the way decisions are made and procedures are implemented. These scales have been widely applied in research and organizational contexts, demonstrating their validity and usefulness in studying employee behaviors and attitudes.

Purpose

The purpose of the questionnaire is to capture employees’ perceptions of justice in the workplace, both in terms of outcomes and procedures. By doing so, it enables the exploration of the relationship between justice perceptions and critical organizational variables such as job satisfaction, organizational commitment, performance, turnover intentions, and the development of organizational citizenship behaviors.

Scoring Method

The questionnaire is answered using a Likert-type scale, typically consisting of five or seven points, where one end indicates strong disagreement and the other strong agreement. Responses are aggregated, and mean scores are calculated separately for each dimension, thus providing indicators of perceived distributive and procedural justice.

Validity

The validity of the scales has been established through factor analyses confirming the distinctiveness and structure of the two dimensions. Numerous studies have demonstrated that the scales correlate with related variables in theoretically consistent ways, thereby supporting their construct validity. Moreover, they have been translated and adapted across different cultural contexts while maintaining high levels of validity.

Reliability

The reliability of the scales has been tested in multiple studies, with indices of internal consistency (Cronbach’s alpha) typically ranging at high levels, thus reflecting the homogeneity of the items. Additionally, test-retest studies have shown satisfactory stability of responses over time, further reinforcing the reliability of the measurement.

Data Analysis and Use

The data collected can be analyzed using descriptive and inferential statistical methods. Basic analysis includes the calculation of means and standard deviations, while further analyses may involve testing group differences or examining correlations with other variables. The scales are frequently employed in more complex research designs, such as structural equation modeling, to test theoretical models of organizational behavior. Findings can be applied in both research and practical organizational settings, identifying justice-related issues and informing the design of interventions for improvement.

References

Colquitt, J. A. (2001). On the dimensionality of organizational justice: A construct validation of a measure. Journal of Applied Psychology, 86(3), 386–400.
Moorman, R. H. (1991). Relationship between organizational justice and organizational citizenship behaviors: Do fairness perceptions influence employee citizenship? Journal of Applied Psychology, 76(6), 845–855.
Niehoff, B. P., & Moorman, R. H. (1993). Justice as a mediator of the relationship between methods of monitoring and organizational citizenship behavior. Academy of Management Journal, 36(3), 527–556.
Cropanzano, R., & Ambrose, M. L. (2015). Organizational justice: Where we have been, where we are going. The Oxford Handbook of Justice in the Workplace.