Author(s): Dilek YÃRÃKï· Yasemin BAL**
Today's organizations need more and more qualified manpower to survive in conditions of competition. As employees become more skilled and educated, they are not only contented with demanding better jobs but also anticipate esteem and sincerity in their workplace.The problematique of how organizations behave employees who are their most important source affects many attitudes and behaviors of employees such as commitment, confidence, motivation, organizational citizenship behavior, performance, and especially justice perceptions.In the organizations, Employees can lose their confidence and commitment to their organization by losing their motivation and performance as a result of the perceptions of injustice caused by any human resources management (HRM) practice such as recruitment processes, appointment, wage level, working conditions, resources distribution, awards allocation and performance assessment.When the employees perceive injustice in their organization, they strike a negative attitude towards the institution they work with, their superiors, their friends and the whole organization depending on the severity of this injustice.Therefore, the human resources practices should be processed efficiently and effectively in organizations and also all HRM practices should be designed and executed in a way that supports employees' perceptions of organizational justice. In this study will address in a theoretical context how the execution of human resources management functions of selection, placement, job analysis, performance evaluation, training, development and remuneration could affect the employee’s perception of distributive, procedural and interactional justice within an organization
The Journal of International Social Research received 7760 citations as per Google Scholar report
