The DOI matches its Crossref record; 14 of the 14 references it cites were found in a registry or an index.
On the dimensionality of organizational justice: A construct validation of a measure.
Abstract
This study explores the dimensionality of organizational justice and provides evidence of construct validity for a new justice measure. Items for this measure were generated by strictly following the seminal works in the justice literature. The measure was then validated in 2 separate studies. Study 1 occurred in a university setting, and Study 2 occurred in a field setting using employees in an automobile parts manufacturing company. Confirmatory factor analyses supported a 4-factor structure to the measure, with distributive, procedural, interpersonal, and informational justice as distinct dimensions. This solution fit the data significantly better than a 2- or 3-factor solution using larger interactional or procedural dimensions. Structural equation modeling also demonstrated predictive validity for the justice dimensions on important outcomes, including leader evaluation, rule compliance, commitment, and helping behavior.
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“A sense of justice and fairness among subordinates strengthens their commitment and level of cooperation in the workplace and improves their job performance (Colquitt, 2001).”
From Exploring the Moderating Effect of Ethical Project Management Practices in the Success of IT Project: Evidence From the Public Sector (2026) · cites this paper as Colquitt, 2001
In the citing paper
“In terms of the impact of fairness and justice, according to Colquitt (2001), the moderating impact of justice and/or fairness on employee commitment and performance correlates with perceptions of justice in an organization (beta = 0.16, R 2 = 0.053).”
From Exploring the Moderating Effect of Ethical Project Management Practices in the Success of IT Project: Evidence From the Public Sector (2026) · cites this paper as Colquitt (2001)
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Cited by
Justice at the millennium: A meta-analytic review of 25 years of organizational justice research.
Colquitt, J. A., Conlon, D. E., Wesson, M. J., Porter, C. O. L. H., & Ng, K. Y. (2001) · Journal of Applied Psychology · doi:10.1037/0021-9010.86.3.425 · Cited by 5,942
Self-citationAntecedents and consequences of employee engagement
Saks, A. M. (2006) · Journal of Managerial Psychology · doi:10.1108/02683940610690169 · Cited by 5,577
Self-Determination Theory in Work Organizations: The State of a Science
Deci, E. L., Olafsen, A. H., & Ryan, R. M. (2017) · Annual Review of Organizational Psychology and Organizational Behavior · doi:10.1146/annurev-orgpsych-032516-113108 · Cited by 3,199
Colquitt, J. A., Scott, B. A., Rodell, J. B., Long, D. M., Zapata, C. P., Conlon, D. E., & Wesson, M. J. (2013) · Journal of Applied Psychology · doi:10.1037/a0031757 · Cited by 1,462
Self-citationEHRHART, M. G. (2004) · Personnel Psychology · doi:10.1111/j.1744-6570.2004.tb02484.x · Cited by 1,322
Metadata
- Authors
- Colquitt, J. A.
- Venue
- Journal of Applied Psychology
- Published
- 2001-06
- Volume
- 86
- Issue
- 3
- Pages
- 386-400
- ISSN
- 1939-1854
- 0021-9010
- Cited by
- 4,114
- References
- 14
- Language
- en
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Contains information from the Semantic Scholar Academic Graph Datasets, made available under the ODC Attribution License (ODC-BY 1.0).
Semantic Scholar’s data is described in: Kinney, R., et al. (2023). The Semantic Scholar Open Data Platform. arXiv:2301.10140.
