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INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS
JUNE 2011
VOL 3, NO 2
Literature review
Organizational Justice
Moorman (1991) stated that "organizational justice is concerned with the ways in which
employees determine if they have been treated fairly in their jobs and the ways in which those
determinations influence other work-related variables" (p. 845). Perceptions of justice are formed
as employees examine their work-related outcomes and the procedures which regulate the
distribution of those outcomes (Cropanzano & Prehar, 2001). Additionally, justice perceptions
are formed through the interpersonal treatment one receives, not only in the process and
procedures which impact allocation, but also in everyday encounters on the job (Bies, 2001).
Over the past 45 years the concept of organizational justice has evolved. Originally the focus of
the literature was on the fairness of outcomes, labeled distributive justice. In the 1970s,
researchers began to examine perceptions of fairness as determined by the procedures within the
system which regulate outcomes (Deutsch, 1985; Leventhal, 1980). This component of justice
was identified as procedural justice. However, procedural justice did not fully address the impact
of interpersonal treatment on fairness perceptions; by definition, it excluded the importance of
interpersonal treatment outside the locative process. As such, a third component of justice was
advanced; interactional justice addressed fairness perceptions regarding interpersonal treatment
received in all organizational encounters.
In 1993, Greenberg further subdivided interactional justice into two separate components,
informational justice and interpersonal justice. He suggested that informational justice refers to
the social aspects of procedural justice, in that, thorough explanations of procedures and
accounts demonstrate regard for the individual. Whereas, interpersonal justice refers to the
concern and sensitivity that must be shown in the distribution of outcomes or the social aspects
of distributive justice.
Organizational health
Organizational health is defined by an organization’s ability to accomplish its mission,
Specifically in terms of plans for artistic development and outreach, support for employment for
artists and cultural workers, access to the arts and audience development through a solid and
healthy administrative structure at the financial level. Parsons (1958) suggested that
organizations exert three levels of control over activities—technical, managerial, and
institutional. A healthy organization, therefore, is one in which all three levels of control work in
harmony. Hoy and Feldman’s (1987) utilize Parsons’ concept of organizational health, as defined
by three levels of control—the technical, managerial, and institutional—that combine to create a
healthy organization. The technical level defines issues related to a organization’s academic
emphasis and the affiliation of its personals, inclusive of job satisfaction and a commitment to
colleagues and customers. At the managerial level issues of leadership, principal influence, and
resource support are at work. The level of institutional integrity is described as “the degree to
which the organization can cope with environment in a way that maintains the educational
integrity of its programs” (Hoy & Hannum, 1997, p. 294).
Foe measurement of organizational health often is used of OHI-S instrument. In developing the
OHI-S, Hoy and his colleagues utilized some aspects of Miles' framework, but relied more
heavily on Parsons' three tiered conceptualization of organizations. Parsons (1967) suggested
that formal organizations are comprised of three
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