International Journal of Business and Management September, 2009 145 Organizational Justice Perceptions as Predictor of Job Satisfaction and Organization Commitment Arti Bakhshi Associate Professor, P.G. Department of Psychology University of Jammu Jammu 180001 Tel: 91-9419-133-266 E-mail: artibakhshi@gmail.com Kuldeep Kumar (Corresponding author) UGC- Research Fellow, P.G. Department of Psychology University of Jammu Jammu 180001 Tel: 91-9469-212-552 E-mail: kkmalhotra1@yahoo.co.in Ekta Rani S.P.M.R. College of Commerce Jammu 180001 Tel: 91-9469-001-816 E-mail: ektadeep@ymail.com Abstract The present study explored the relationship between perceived organizational justice, job satisfaction and organization commitment using a field sample. Sample for the present study consisted of 128 employees working in medical college. Regression analysis of the data obtained indicated that distributive justice was significantly related to job satisfaction whereas procedural justice was not found to be related significantly with job satisfaction. Also both distributive justice and procedural justice were found to be significantly related to organization commitment. Theoretical and practical implications of the results are discussed. Keywords: Perceived organizational justice, Job satisfaction and organization commitment 1. Introduction The study of organizational justice perceptions has received great attention from the researchers and scholars and it has become frequently researched topics in the field of industrial-organizational psychology, human resource management and organization behavior (Cropanzano & Greenberg, 1997). Over the last 30 years, organizational justice has been researched extensively in social psychology, specifically in organizational contexts by psychologists and management researchers, among others interested in the construct (Blakely, Andrews & Moorman, 2005; Moorman, 1991; Trevino & Weaver, 2001). Perceptions of organizational justice constitute an important heuristic in organizational decision-making, as research relates it to job satisfaction, turnover, leadership, organizational citizenship, organizational commitment, trust, customer satisfaction, job performance, employee theft, role breadth, alienation, and leader-member exchange (Cohen Charash & Spector, 2001). Kim (2009) found that employees who perceived that they were treated fairly by their company tended to develop and maintain communal relationships with the company. Also, when employees felt that they were treated fairly by their company, they were likely to hold more commitment, trust, satisfaction, and control mutuality than when they perceived that they were treated unfairly.