This instrument measures perceptions of organizational justice. I developed this questionnaire to provide a more contextualized measure of organizational justice, that captures both evaluations of the process and the various criteria that managers are using when making decisions.
The questionnaire was first developed during my PhD at the University of Sussex, U.K. and has been applied in organizations in the US, Germany, UK, Brazil, and New Zealand. It allows for a contexualized assessment of the criteria used by managers when making decisions about pay raises, promotions and dismissals and how employees react to these decisions. Download the full scales.
Studies that have used this instrument:
Fischer, R., Smith, P. B., Richey, B.E., Ferreira, M. C., Assmar, E. M. L., Maes, J., & Stumpf, S. (2007). How do organizations allocate rewards? The predictive validity of national values, economic and organizational factors across six nations. Journal of Cross-Cultural Psychology, 38, 3-18. DOI: 10.1177/0022022106295437
Fischer, R. (2008). Rewarding seniority: investigating organizational and cultural determinants of seniority-based allocations. Journal of Social Psychology, 148, 167-186.
Fischer, R. & Smith, P. B. (2006). Justice criteria in the work place: The importance of values for perceptions of justice. Applied Psychology: International Review, 55, 541-562.
Fischer, R. (2004). Organizational reward allocation principles: Testing organizational and cross-cultural differences. International Journal for Intercultural Relations, 28, 151-164.
Fischer, R. & Smith, P. B. (2004). Values and organizational justice: Performance and seniority-based allocation criteria in UK and Germany. Journal of Cross-Cultural Psychology, 6, 669-688.
Fischer, R. (2004). Rewarding employee loyalty: An organizational justice approach. International Journal of Organizational Behaviour, 8, 486-503. Reprinted in K. Sangeetha (2008) (Ed). Employee Loyalty: An Introduction (pp.135-157). Hyderabad: Icfai University Press.