Performance appraisal is an ongoing process between managers and employees. In fact, the fairer the process in designing the performance appraisal, the better the employee satisfaction. However, realizing fairness in performance appraisal process is a tedious task. The main objective of this study is to investigate the relationship between how employees may perceive fairness of performance appraisal system and how this would affect work performance and intention to leave. This investigation is likely to be executed among physicians working in the health sector in Qatar. In order to achieve this objective, a model is framed and investigated where about one hundred physicians respond to a questionnaire which was designed in order to assess the performance appraisal satisfaction. Statistical results show a partial positive relationship between organizational justice (in-terview, and outcome) and performance appraisal satisfaction. Moreover, partial positive relation-ship between performance appraisal satisfaction and work performance is statistically proven. Differently, a weak relationship is noticed between intention to leave and perceiving fairness in performance appraisal.

This paper investigates the effects of three components of organizational justice on development e-banking in one of Iranian banks. The proposed study uses two questionnaires, one for measuring the effects of organizational justice and the other for e-banking in Likert scale. Cronbach alphas for organizational justice and e-banking are calculated as 0.831 and 0.749, respectively. The study has been implemented among 385 regular customers of an Iranian bank. Using Spearman correlation ratio as well as stepwise regression analysis, the study has detected that two components of organizational justice including distributive justice and procedural justice influence on e-banking, positively.

This paper presents an empirical study to investigate the relationship between organizational justice and professional commitment in Kermanshah official organizations. The study uses 20 questions to measure professional commitment from a questionnaire originally developed by Spell et al. (2007) [Spell, C. S., & Arnold, T. J. (2007). A multi-level analysis of organizational justice climate, structure, and employee mental health. Journal of Management, 33(5), 724-751.]. In addition, the study adopts 12 questions from another questionnaire developed by Vallas (1999) [Vallas, S. P. (1999). Rethinking post?Fordism: The meaning of workplace flexibility. Sociological theory, 17(1), 68-101.] to measure organizational justice. Cronbach alpha for organizational justice questionnaire and professional commitment are 0.81 and 0.89, respectively, which are well above the minimum acceptable level. Based on the results of this survey, there is a positive and meaningful relationship between organizational justice and professional commitment. The implementation of the linear regression analysis also reveals that there is a positive and meaningful relationship between inter-organizational justice and professional commitment. The study performs Freedman test to rank three components of organizational justice and the results indicate that interactional justice maintains the highest level of importance while distributive justice comes last in terms of priority.