The Organisational Justice as a Human Resources Management Practice and its Impact on Employee Engagement: The case of the Prefecture of Attica (Greece)

Athanasios Lamprakis, Kalliopi Alamani, Athina Malliari, Ilias Grivas


Organisational justice is a key component in the practice of human resources management in any work environment. The aim of this research survey is to highlight the meaning and importance of organisational justice and its impact on employee engagement. To achieve this aim, except for the literature review, the survey examines the extent to which the distributive, procedural and interactional justice impact on work and organisational engagement, through a research in a certain Greek public organisation. As regards the statistical analysis of the research hypotheses, we used methods of the SPSS 17.00 statistical package. The results showed that the distributive justice significantly impacts on both types of engagement, while no effect was detected between procedural justice and the two types of engagement. The interactional justice was found to determine, partly, only the organisational engagement. The findings overwhelmingly verified the existing bibliographical references, resulting in a noteworthy empirical precedent which could contribute to the field concerning the impact that organisational justice exerts on certain aspects of organisational behaviour.


organisational justice; work engagement; organisational engagement; Prefecture of Attica.

JEL Codes

M1; M16.

Full Text:



Agarwal, U. A., 2014. Linking justice, trust and innovative work behaviour to work engagement. Personnel Review, 43(1), 41-73. doi:

Alvi, A. K., and Abbasi, A. S., 2012. Impact of organisational justice on employee engagement in banking sector of Pakistan. Middle East Journal of Scientific Research, 12(5), 643-649.

Anitha, J., 2014. Determinants of employee engagement and their impact on employee performance. International Journal of Productivity and Performance Management, 63(3), 308-323. doi:

Balducci, C., Fraccaroli, F., and Schaufeli, W. B., 2010. Psychometric Properties of the Italian Version of the Utrecht Work Engagement Scale (UWES-9). European Journal of Psychological Assessment, 26(2), 143-149. doi:

Colquitt, J. A., 2001. On the dimensionality of organizational justice: A construct validation of a measure. The Journal of Applied Psychology, 86(3), 386-400. doi:

Colquitt, J. A., Conlon, D. E., Wesson, M. J., Porter, C. O., and Ng, K. Y., 2001. Justice at the millennium: A meta-analytic review of 25 years of organizational justice research. The Journal of Applied Psychology, 86(3), 425-445. doi:

Colquitt, J. A., Greenberg, J., and Zapata-Phelan, C. P., 2005. What is organisational justice? A historical overview. In J. Greenberg and J. A. Colquitt (Eds.), Handbook of Organisational Justice (pp. 3-58). Mahwah, N. J.: Erlbaum.

Ghosh, P., Rai, A., and Sinha, A., 2014. Organizational justice and employee engagement. Personnel Review, 43(4), 628-652. doi:

Guest, D., 2014. Employee engagement: A sceptical analysis. Journal of Organizational Effectiveness: People and Performance, 1(2), 141-156. doi:

Gupta, V., and Kumar, S., 2012. Impact of performance appraisal justice on employee engagement: A study of Indian professionals. Employee Relations, 35(1), 61-78. doi:

Hon, A. H. Y., Yang, J., and Lu, L., 2011. A cross-level study of procedural justice perceptions. Journal of Managerial Psychology, 26(8), 700-715. doi:

Kahn, W. A., 1990. Psychological conditions of personal engagement and disengagement at work. Academy of Management Journal, 33(4), 692-724. doi:

Mahajan, A., and Benson, P., 2013. Organisational justice climate, social capital and firm performance. Journal of Management Development, 32(7), 721-736. doi:

Malinen, S., Wright, S., and Cammock, P., 2013. What drives organisational engagement? A case study on trust, justice perceptions and withdrawal attitudes. Evidence-based HRM: a Global Forum for Empirical Scholarship, 1(1), 96-108.

Maslach, C., Schaufeli, W. B., and Leiter, M. P., 2001. Job burnout. Annual Review of Psychology, 52(1), 397-422. doi:

Niehoff, B. P., and Moormann, R. H., 1993. Justice as a mediator of the relationship between methods of monitoring and organisational citizenship behavior. Academy of Management Journal, 36(3), 527-556. doi:

Park, Y., Song, J., and Lim, D., 2016. Organizational justice and work engagement: The mediating effect of self-leadership. Leadership and Organization Development Journal, 37(6), 711-729. doi:

Saks, A. M., 2006. Antecedents and consequences of employee engagement. Journal of Managerial Psychology, 21(7), 600-619. doi:

Schaufeli, W. B., and Bakker, A. B., 2004. Job demands, job resources and their relationship with burnout and engagement: A multi-sample study. Journal of Organizational Behavior, 25(3), 293-315. doi:

Schaufeli, W. B., and Bakker, A. B., 2010. Defining and measuring work-engagement: bringing clarity to the concept. In A. B. Bakker and M. P. Leiter (Eds.), Work Engagement: A Handbook of Essential Theory and Research (pp. 10-24). Chicago: Psychology Press.

Schaufeli, W. B., Salanova, M., Gonzalez-Roma, V., and Bakker, A. B., 2002. The measurement of engagement and burnout: A two sample confirmatory factor analytic approach. Journal of Happiness Studies, 3(1), 71-92. doi:



  • There are currently no refbacks.