Int. J. Hum. Capital Urban Manage., 1(1): 9-18, Winter 2016 9 ABSTRACT: The purpose of the present research was to investigate the relationships between justice perceptions, employee’s misbehavior and cynicism to organization as to date very few studies have looked at the role of justice and cynicism in the prediction of employee’s misbehavior in public organizations. According to the purpose of this study, the research is developmental and descriptive based on the method of data collection and correlational according to the classification. The related data were collected from 420 participants engaged in a public organization’s administrative department. The results revealed that justice perceptions were negatively associated with employee’s misbehavior; negatively predicted employee’s cynicism and finally the relationship between organizational justice and misbehavior will be mediated by employee’s cynicism. The results both support previous researches and extend the perception in relation with the mechanisms through which justice influences on employee’s misbehavior. KEYWORDS: Cynicism, Justice, Mediating role, Misbehavior, Public organization Int. J. Hum. Capital Urban Manage., 1(1): 9-18, Winter 2016 DOI: 10.7508/ijhcum.2016.01.002 *Corresponding Author Email: boustani.hamid@gmail.com Tel.: +9821 8288 3645; Fax: +9821 8288 4674 Injustice perceptions and employees misbehavior in the public organization: Exploration of mediating role of employee’s cynicism to organization H. Danaeefard, H.R. Boustani * Department of Public Administration, Tarbiat Modares University, Tehran, Iran ORIGINAL RESEARCH PAPER Received 28 October 2015; revised 17 November 2015; accepted 11 December 2015; available online 1 January 2016 INTRODUCTION Every year, misbehavior cost of employee’s theft from their organizations in the United States of America is approximately 200 billion dollars (Buss, 1993) and 4.2 billion dollars for their workplace violence (Bensimon, 1997). Misbehavior of employees decrease the organization’s welfare and their stakeholders (Gruys and Sackett, 2003; Bennett and Robinson, 2000; Robinson and Bennett, 1995; Judge, et al., 2006) and such misbehavior would be very costly for the organizations (Anderson and Pearson, 1999). Although bureaucratic and formal organizational structure in public organizations is the main determinant of justice but concentration on decision making and distribution of power and close communication and complexity, from dimensions of structure point of view, can decrease perceived justice in the organization (Greenberg, 1993). Among those points, centralization, low organizational participation of employees in decision making and the large size of structure can decrease organizational justice (Schminke et al., 2000) in public organizations. Moreover, many researchers have investigated the relationships between the various forms of organizational justice and types of employee’s misbehavior in organization (Skarlicki et al., 1997; Ambrose et al. , 2002; Aquino et al. , 2004). This misbehaviors include frauds ( Mars, 1982), work misbehavior (Vardi 2001), insistence (Knights and McCabe, 2000 ), humor ( Collinson, 2000 ) and misbehavior of managers (Ackroyd and Thompson, 1999). Also, perceptions of justice have been shown to influence numerous outcomes including employee’s cynicism (Chiaburu, 2013, ozgener and et al., 2008; ozler et al., 2010; Benert et al., 2007; Wu and et al., 2007), organizational citizenship behavior’s (Masterson et al.,