PERCEIVED JUSTICE AND EMPLOYEE WORK ATTITUDES AND BEHAVIORS: A SYSTEMATIC LITERATURE REVIEW

Abstract

Perceived organizational justice is widely recognized as a critical determinant of employee attitudes and behaviors, yet a comprehensive synthesis of its multidimensional effects across diverse organizational contexts remains limited. This systematic literature review (SLR) aims to examine how perceived justice encompassing distributive, procedural, interpersonal, and informational dimensions influences employees' work attitudes and behaviors in organizational contexts, and to identify contextual factors that moderate or mediate these relationships. Following the SPIDER framework and PRISMA 2020 guidelines, a structured database search was conducted, yielding 43 studies for full-text quality appraisal using the JBI Critical Appraisal Checklist. Applying a strict methodological threshold (JBI score ≥75% with all mandatory criteria met), 14 high-quality empirical studies published between 2016 and 2025 were included for data extraction and synthesis. Findings reveal that perceived justice consistently and significantly predicts turnover intention (negatively), organizational citizenship behavior, organizational commitment, job performance, quality of working life, and employee mental health. Seven mediating mechanisms were identified including empowerment, work engagement, organizational commitment, affective commitment, and self-efficacy while no adequately designed moderator study was found, highlighting a critical gap. Distributive justice emerged as the primary predictor of withdrawal behaviors, whereas procedural justice most consistently predicted performance outcomes. The review concludes with theoretical implications grounded in Social Exchange Theory, Equity Theory, and the Job Demands-Resources model, and proposes an agenda for future longitudinal and boundary condition research.