Résumé
La présente revue de littérature se veut une synthèse des apports majeurs en matière de justice organisationnelle et des mécanismes explicatifs par lesquels les perceptions de justice influencent attitudes, comportements et performance au travail. Sur la base d’une démarche structurée (question, recherche documentaire, critères d’éligibilité, sélection en deux étapes, extraction standardisée), la présente synthèse dresse un constat d’une stabilisation du construit justice en tant que modèle à quatre dimensions : justice distributive, justice procédurale, justice interpersonnelle, justice informationnelle. Les résultats convergent autour d’associations robustes entre justice et satisfaction, confiance, engagement/implication et comportements de citoyenneté (OCB), la désactivation du retrait et la performance, mais aussi entre dimensions, avec des profils d’effets différenciés selon la dimension. La revue des résultats énonce ensuite deux mécanismes explicatifs récurrents et particulièrement actionnables en GRH : le soutien organisationnel perçu, le POS, et l’engagement, permettant de fonder une chaîne processuelle de type justice vers POS/engagement vers outcomes. Finalement, des points de vigilance sont énoncés (problème de colinéarité entre dimensions, modèles directs versus médiés, intérêt des approches multi-niveaux à travers le climat de justice), prône un agenda de recherche axé sur la convergence “score global vs dimensions”, mais aussi la médiation de type séquentielle sur la performance et la rigueur méthodologique.
Mots-clés : Justice organisationnelle ; GRH ; justice distributive ; justice procédurale ; justice interpersonnelle ; justice informationnelle ; POS ; engagement ; performance.
Abstract
This academic literature review of human resource management (HRM) collects the current body of knowledge and insights about organisational justice and specifically identifies how perceptions of organisational justice influence employee attitudes, behaviours, and performance. This literature review was conducted using a systematic scientific literature review method that includes an explicit research question, transparency of the literature search/retrieval protocol, defining appropriate published literature to include in the review, two-stage literature screening, and standardised processes for extracting data from the selected studies. Through this systematic review, the authors were able to synthesise the literature into four dimensions of organisational justice (distributive justice, procedural justice, interpersonal justice, and informational justice). The main findings of the literature suggest that organisational justice is positively and strongly associated with employee job satisfaction, trust and organisational commitment/engagement and will lead to increased organisational citizenship behaviours (OCBs), reduced employee withdrawal and increased employee job performance outcomes. We also found that two of the most consistently identified mechanisms for these positive relationships between organisational justice and employee outcomes are (1) perceived organisational support (POS) and (2) employee engagement. The findings support an applied process model in which perceptions of organisational justice act as a relational signal to employees and foster feelings of POS and employee engagement which subsequently predict desirable employee outcomes. We also provide several cautions regarding methodology and conceptual framework, such as inter-dimension collinearity of justice types, the need to contrast direct and indirect (i.e., mediated) relationships in further research, and the potential value of using a multilevel (i.e., organisational level, department level, and individual level) approach in future research into organisational justice and employee outcomes through the concept of organisational justice climate.
Keywords: Organizational justice; Human resource management; distributive justice; procedural justice; interpersonal justice; informational justice; perceived organizational support; engagement; performance.
