labor, knowledge, skills and education and may therefore be more sensitive to distributive justice. The findings of this study also revealed that interactional justice has no significant impact on employee’s task performance. This finding is supported by the findings of Cohen -Charash and Spector’s (2001) meta -analysis; however, this finding does not coincide with findings obtained in the studies by Suliman (2007), Wang et al. (2010) and Suliman and Kathairi (2013). For example, Wang et al. (2010) determined that among the three aspects of organizational justice, interactional justice is the most important determinant of employee
International Journal of Human Resource Studies ISSN 2162-3058 2016, Vol. 6, No. 1 14 performance. It is possible that sample of this, teachers working in Turkish public schools, is the reason that this finding does not coincide with existing empirical research findings. Most public schools have anywhere from 20 to 80 teachers, and it is possible that in schools with less teachers, the interactions among employees and between employees and administrators are more positive and employees may be less sensitive to matters of interactional justice. Another probable comment relevant to this finding concerns decision making mechanism in the public schools. In the Turkish education system, decisions are made by the central administration. Thus, the determination of the procedures used to adjust and distrbute organizational outcomes occurs in the frame of principles and procedures determined by the central administration. Because teachers work in schools, which are at the bottom of the hierarchy, they have almost no opportunity to provide input into these rules and procedures. For this reason, teachers may act less sensitive regarding interactional justice. 6. Implications The study reached important conclusions from the viewpoint of understanding which organizational justice components affect employee performance. The findings of this study show that among the three aspects of organizational justice, the most important determinant of employee performance is distributive justice, while procedural and interactional justice has no significant impact on employee performance. In this context, the finding regarding the positive impact of distributive justice on employee performance presents significant implications for managers, policy makers and decision makers. Above all, administrators and decision makers should know that in organizations, the distributive justice perception of employees can enhance or shrink employee performance. In this context, the fair distribution of organizational outcomes among employees is of great importance in terms of organizational success. Greenberg (1990) and Moorman (1991) stated that when employees feel that they are treated fairly, their justice sensation increases, they feel more confident and their performance improves. According to Leventhal (1980), in organizations there are six basic rules that affect employees’ justice perception directly (p.
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