The Relationship between Perceived Organizational Justice and Employees’ Retaliatory Behaviors Considering the Role of Justice Compensation Beliefs

This research was conducted with the aim of investigating the moderator role of justice compensation in relationship between perceived organizational justices and employees’ retaliatory behaviors. Research statistical population was the male's personnel of an industrial – productive complex in Isfahan City. 275 persons of them were selected from personnel’s' names list using systematic random sampling. Research instruments consisted of: organiza-tional justice (including distributive, procedural and interactional) question-naire, justice compensation (with two subscales namely active justice com-pensation and passive justice compensation) and retaliatory behaviors (with three subscales namely retaliation from feasibilities, verbal retaliation and retaliation from colleagues and time). Data were analyzed using Pearson's correlation and hierarchical regression analysis. Results revealed that:1) ac-tive justice compensation have moderated the relationships between interac-tional justice and retaliation from feasibilities, verbal retaliation and retalia-tion from colleagues and time and relationship between procedural justice and retaliation from feasibilities. Also passive justice compensation have moderated the relationship between procedural justice and verbal compensa-tion. In summary, the research results showed that increase of interactional justice (and procedural justice for retaliation from feasibilities) in medium and high active justice compensation, will lead to decrease in tendency to re-taliation from feasibilities, verbal and colleagues and time.