Though substantial research has been carried out on employees’ reactions to organizational justice rules, far less research has examined the ethical and ethical causes of managers to adhere to the rules of justice. Taking a proactive approach to organizational justice,
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Though substantial research has been carried out on employees’ reactions to organizational justice rules, far less research has examined the ethical and ethical causes of managers to adhere to the rules of justice. Taking a proactive approach to organizational justice, the present study the causes of managers’ adherence to distributive, procedural, informational, and interpersonal rules of justice. The statistical population of this research was the managers at the different levels of employed management practices selected from 34 government organizations. The sample under study included 356 people selected through cluster sampling. The data collection was conducted using standardized questionnaires. Data analysis was performed through confirmatory factor analysis and parametric statistics using Smart PLS and SPSS software. The results of the research revealed that both cognitive (i.e. effective compliance with subordinates, desirable social identity maintenance, and justice) and affective (i.e. high positive affect and low negative affect) motives were associated with managerial adherence to justice rules. Moreover, cognitive motives were more strongly associated with justice rules adherence for justice dimensions over which managers perceived less discretion, while affective motives were more strongly associated with justice rule adherence for justice dimensions over which managers perceived much more discretion.
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