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Introduction
The issue of justice at workplace has etched a dominant place for itself in literature. Several studies indicate that an increased sense of justice among employees can have a positive impact on various aspects of organizational behaviour, such as work satisfaction ([97] McFarlin and Sweeney, 1992; [21] Bhupatkar, 2003; [96] McCain et al. , 2010), organizational commitment ([56] Folger and Konovsky, 1989; [98] McLean, 2009; [135] Wang et al. , 2010; [46] Crow et al. , 2012; [129] Suliman and Kathairi, 2013), organizational trust ([116] Saunders and Thornhill, 2003; [98] McLean, 2009), organizational citizenship behaviour ([99] Moorman, 1991; [21] Bhupatkar, 2003; [100] Muhammad, 2004; [105] Orlowska, 2011) and employee performance ([4] Alder and Tompkins, 1997; [135] Wang et al. , 2010; [129] Suliman and Kathairi, 2013), and thus affect customers' satisfaction and loyalty. Therefore, understanding how people make judgments about justice in their organizations and how they respond to perceived justice or injustice is a major issue, especially to develop an understanding of organizational behaviour ([91] Maleki and Taheri, 2012). Scholars have generally identified two major perspectives of justice research: distributive justice and procedural justice ([129] Suliman and Kathairi, 2013), and on further extension, justice is proposed to have two more dimensions, namely, interpersonal justice and informational justice ([34] Colquitt, 2001). Fairness research focuses on who gets what (distributive justice), how goods are assigned (procedural justice), and the interpersonal treatment received along the way (interactional justice) ([44] Cropanzano et al. , 2002).
The purpose of this research is to explore whether perceptions of distributive, procedural and interactional justice are related to employee engagement. We have structured this paper as follows: we begin with a review of literature on employee engagement and on organizational justice together with its dimensions, followed by a section on the inter-relationship between these dimensions of organizational justice. We have also built up our argument on the linkage between organizational justice and employee engagement on the basis of past research. Thereafter we have discussed the objectives of the study, the methodology adopted and the results obtained. The paper concludes with the managerial implications of the study, with a focus on contribution to research, and the study's limitations and scope for further research in the domain of organizational justice.
Employee engagement
Employee...