33- (Greenberg,
1990). The analysis of the concept of organizational justice generally done in
four categories, interpersonal, informational, procedural and distributive
justice. Employees perceives fairness of the achievement outcomes what he or
she receives in the organization called distributive justice. Employees
perceives fairness in the means that used in determining of achievement
outcomes that an employee receive in the organization called procedural
justice. And employees perceive justice to the interpersonal treatment which he
receives in an organization by the decision makers about them 34- (Bies &
Moag, 1986), 07- (Colquitt et al., 2001), 35- (Cropanzano & Greenberg,
1997). Justice should focus on every type of explanation
given to people that provide information about means and procedures used in a
specific way or why rewards and outcomes for achievements were divided in a
specific way called informational justice 36- (Colquitt, Conlon, Wesson and
Porter, 2001).

Since the
research begun distribution justice has always been a root in the 37-
(Adams’, 1963) Equity theory. The equity theory demands that there must be a
fair balance between what an employee works for the company and achieve what
tasks given to him and how much and what kind of rewards given to him with
respect to others. In the understanding of the theory of Adams’ (1963), it is
important to know that that theory is based on the on the believe that if
employees won’t get equal paid their rewards or their outputs to their
accomplishment inputs then they can become demotivated. Inputs includes
dedication, skill level, hard work and enthusiasm, on the other hand outputs
are also known as rewards such as recognition, benefits and pays. By the
theory, Adams’ suggest that whenever employees perceive the equal and fair
balance between their accomplishment inputs and outputs paid to them for their
inputs. There will be a strong, productive and reliable relationship which must
results into employee motivation enhancements. 38- (Biby, 2008). Adams judge
fairness by using framework of social exchange theory. Social exchange theory confidently
says that an employee put his inputs for the work in organization and take it
as his obligation and organization must give rewards or outputs for the work
achievements of employees and take it as its obligation. When employer and
employee meet these obligation, then it can bring some positive reaction such
as it can bring some big achievements to the organization while on the other
hand it may lead to some big troubles to the organization such as employee
turnover 39- (Blau, 1964). This theory argues that if employees thinks and
feels that they are obligated to give their best inputs to the organization
when they benefit personally from their employers such are they are getting
fair pays and rewards by their organization consistently 40- (Haar &
Spell, 2009). Moreover, Adams suggest that every employee judges their outcomes
what given to him by their organization by perceiving others’ receiving who are
doing the same job 38- (Biby, 2008).  

Perceived
fairness in the of rewards by employees refers by distributive justice and it
explains how employees give their reaction to the distribution of
organizational rewards. In all this distributive justice always ignores the
means and procedures through which reward are settled for every employee so the
researchers introduce the new term, procedural justice to recognize the
perception of employees on the fairness of ways and procedures used to set the
rewards and outcomes for the achievements of employees 08- (Folger &
Konovsky, 1989). In doing more research it was 41- Leventhal et al. (1980) who
have later success in taking out procedural justice in bigger scope. He has
given six rules of procedures for everyone in judging fairness. The rules are;

·        
Procedures must be consistent for
every individual every time, (consistency).

·        
Decisions should be made on good and
full information and opinions that are given informed, (accuracy). It is also
called separately as Informational justice.

·        
 Opportunities that are made on incorrect and
incomplete information should be modified or in most severe cases decision
should be reversed, (correctability).

·        
Rewards, promotions and benefits allocations
should be for all individuals and subgroups, (representativeness).

·        
Rewards, promotions, benefits and representations
should be allocated by not compromising the moral and ethical standards,
(ethically).