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    This study investigates how procedural and distributive justice affect job satisfaction and organizational commitment. Incorporating cultural values and social norms salient in Korea, this study elaborates the conventional claims on the fairness issues in the North American Society and hypothesizes that for Korean Employees perceptions of procedural justice enhance more job satisfaction and organizational commitment than those of distributive justice. The hypothesis was tested with a sample of 1456 full-time employees at S. Electronics Company in Korea. Partially supporting the hypothesis, the results indicated that perceptions of procedural justice produce as much job satisfaction as and more organizational commitment than do perceptions of distributive justice. As also predicted, the perceptions of distributive justice did not directly produce organizational commitment. Cross-cultural and managerial implications of these findings are discussed in more detail.
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    This study investigates how procedural and distributive justice affect job satisfaction and organizational commitment. Incorporating cultural values and social norms salient in Korea, this study elaborates the conventional claims on the fairness issue...

    This study investigates how procedural and distributive justice affect job satisfaction and organizational commitment. Incorporating cultural values and social norms salient in Korea, this study elaborates the conventional claims on the fairness issues in the North American Society and hypothesizes that for Korean Employees perceptions of procedural justice enhance more job satisfaction and organizational commitment than those of distributive justice. The hypothesis was tested with a sample of 1456 full-time employees at S. Electronics Company in Korea. Partially supporting the hypothesis, the results indicated that perceptions of procedural justice produce as much job satisfaction as and more organizational commitment than do perceptions of distributive justice. As also predicted, the perceptions of distributive justice did not directly produce organizational commitment. Cross-cultural and managerial implications of these findings are discussed in more detail.

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