ABSTRACT
There is now a sizable literature demonstrating links between employee reactions to various organizational policies and their judgments of the fairness of those policies (e.g., distributive, procedural, and interactional fairness). On the basis of these findings, it is often recommended that enhancing employee fairness perceptions might mitigate certain negative reactions. Although there is sufficient experimental research to warrant confidence in the idea that justice concerns can underlie employee reactions to a variety of organizational policies, it is also possible that what purportedly is a concern for justice might instead be a rationalization for other motivations, in at least some instances. In other words, the concern for justice might not always be a true cause of employee reactions; rather, it may be masking less socially desirable attitudes.
